In both cases, the efficiency and control of a central clearinghouse were offset, even negated, by artifacts of the system’s own functioning. Because disaster-management systems are (fortunately) infrequently used, such lurking inefficiencies can pass unrecognized for years.

Information technology offers opportunities for improving emergency management. Computers can simply support and accelerate traditional, paper-oriented processes. Recently, though, a subtler network-based approach to resource management has shown how information technology can not just overpower problems, but sometimes actually redefine them.

This network-based approach supplements the clearinghouse with an automated online “brokerage” where resource providers can coordinate directly with those in need. The “single process” of the clearinghouse becomes a “massively parallel” network of simultaneous negotiations and arrangements. The apparent control and efficiency of centralization are sacrificed to avoid its less-obvious costs.

Three examples of the network-brokerage model in the USA:

• In California’s Silicon Valley emergency managers’ resource requests are posted to a shared database. Any agency that can provide the required resource – or suggest an alternative – contacts the requester and works out arrangements. When satisfied, the requester enters the details into the database for documentation.
• The “Emergency Asset Management System” (http://www.eams.org/) manages the often-overwhelming flow of voluntary donations to emergency relief. Here, providers “advertise” their donations in an online database. If the donation is needed somewhere, delivery arrangements are made directly, with the database recording the details for future reference.
• HeroNet is an effort to build an online registry where volunteers, especially those with special skills, can offer their services for emergency response. In addition to a self-maintained roster of volunteers, HeroNet will create pre-disaster communities of interests and skills, creating opportunities for additional training and development.

It can be argued that the network-brokerage approach reflects a uniquely American emergency-management culture with a history of inter-jurisdictional mutual aid arrangements. Nonetheless, as online auctions, instant messaging and the like become more familiar worldwide, we can expect to see the emergence of other novel network-centered approaches to traditional emergency management problems.