Accurate Behavioral Assumptions are an Essential Element of Exercises

By Steven Crimando and Marv Wainschel

[February 2010 – New York, NY] – In law enforcement training circles there are legendary stories from the old days, where officers were killed during a gun fight and empty shell casings were found in their clenched hands or pants pockets. Pausing to catch their brass as they were trained when reloading a revolver, more a matter of range etiquette than for any tactical reason, is thought to have contributed to officer deaths. Under stress, we perform as we have practiced. For practice to be useful, we must be certain to rehearse the response to a threat or hazard accurately. The bottom line is that, “Practice doesn’t make perfect. Perfect practice makes perfect.” Flaws in any aspect of drills or exercise repeated often enough are likely to surface in a real-time response and perhaps with dire consequences.

The Need For Accurate Behavioral Assumptions
One of the most difficult areas to effectively model in exercise planning is predicting and preparing for the actual human behavior associated with a particular exercise scenario. Exercising around flawed behavioral assumptions can compromise the effectiveness of response and recovery plans and lead to potentially deadly results. Recent research, including the “Redefining Readiness Study” (New York Academy of Medicine, 2004), expose critical flaws in emergency preparedness. A summary statement from the study says it best: “Research shows that even if the nation gets all of [the logistics] right, the plans that are being developed now are destined to fail because they are missing an important piece of the puzzle: how the American public would react to these kinds of emergency situations.”

For plans to be effective they must be based on accurate behavioral assumptions, that is, what people are most likely to do in an actual emergency, whether they are executives, front line employees, or the general public. David McEntire, in the popular “Wiley Pathway Disaster Response and Recover” textbooks, has cautioned would-be emergency managers that, “In order to react successfully to a disaster, you must understand human behavior better than anyone else in your community.” Understanding and anticipating human behavior across a variety of hazard scenarios and around the entire cycle of emergency planning is critical to developing sound policies, plans, and protocols. These same accurate behavioral assumptions must also be present in exercises to make them as realistic and useful as possible.

The importance of infusing emergency plans with behavioral accuracy is reinforced by the recent establishment of a human factors/behavioral sciences branch within the U.S. Department of Homeland Security’s science and technology directorate. Among the various “thrust areas” for this new branch is exploring “societal resilience” and the behavioral aspects of disaster response and recovery. It is important that human factors incorporated into emergency planning be scientifically sound. Most research in this area is considered “evidence-informed” rather than “evidence-based.”

Evidence-based behavioral research is derived from highly structured and controlled experiments. There are several obstacles, ethical and otherwise, to experimenting with human subjects in high-stress or traumatic situations. Most disaster-related behavioral research is considered “evidence-informed” and rests upon a combination of field observations, case studies, literature reviews, expert consensus, and the real life experiences of those involved in disaster response and recovery.

Ascertaining Behavioral Response
Another example of recent efforts to use a behavioral sciences approach to reinforcing traditional planning methods is the PLAN C project at New York University’s Center for Catastrophe Preparedness and Response and the NYU Bioinformatics Group. PLAN C (Planning with Large Agent-Networks against Catastrophes) represents the cutting-edge of planning using a novel simulation computational tool to help emergency managers, planners, and public health officials to prepare and evaluate plans designed to respond to catastrophic situations in urban environments.

The sophisticated algorithms have been able to simulate the complex dynamics of emergency responses in different urban catastrophic scenarios (chemical agent, bomb explosion, small pox, etc.). One planning scenario examined a hypothetical sarin nerve gas attack in Manhattan, similar to the 1995 attack in Tokyo. Some of the behaviors modeled and analyzed included the movement of New Yorkers out of the subways, through the streets and toward hospital emergency departments, and emergency medical services.

To develop advanced tools like PLAN C and the common drills and tabletop exercises used to inform decision-makers to prepare for disasters, depth of understanding about human behavior in emergencies is required. A critical human factors learning point in the Tokyo gas attack was that the number of psychological casualties outnumbered the actual medical casualties by a ratio of 4:1. In examining the “worried well” phenomena, other important cases pertain, such as the accidental release of cesium-137 in Goiânia, Brazil, in 1987. In this instance, the ratio was on the order of 500:1, with the Brazilian government opening the Olympic soccer stadium as a medical screening site to handle the 112,000 area residents who turned out for medical screening believing that they were exposed to potentially deadly radiation. Of the first 60,000 who arrived, more that 5,000 had symptoms consistent with radiation sickness, though none had been contaminated.

The “worried well” effect has proven critical in the first wave of H1N1 experience earlier last year. On May 25, 2009 – the worst day of the swine flu outbreak – New York City hospital emergency departments saw more than 2,500 patients with flu symptoms compared to only 150 on the same day in 2008. These patients, many driven by fear and misinterpretation of other symptoms (allergies, stress responses, etc.), and very few required hospitalization. From the second to the third week of July, the UK experienced a doubling of new H1N1 cases with more than 100,000 new cases triggering a run on pharmacies for gloves, masks, antibacterial gels, and thermometers. A key lesson learned in many countries was that the overwhelming surge for healthcare services or supplies slowed or stopped response efforts in their tracks.

Including Behavioral Response In Exercises
Organizations cannot afford to ignore human response to adverse and unusual situations. The behavioral response may be so significant that it must be anticipated and incorporated throughout exercises and drills to ensure that plans will hold up to the realities presented by these behavioral challenges. The exercise design challenge lies in developing a scenario that participants can recognize would likely evoke potentially harmful human behaviors if the event were real. Exercise participants should be expected to react to such behaviors and make decisions about how their organization would manage the situation. In order for participants to make informed decisions, they need to know something about potential human reactions to dire events and what options they may have for mitigation. Such an exercise is not merely an opportunity to practice decision-making and team play, but also an opportunity to learn the nature of extreme and rare situations – such as a dirty bomb, pandemic, or civil strife – and what their options may be in dealing with the human response to such situations. Such response may be based upon their organization’s actual readiness to react or may be based upon some presumed preparedness not yet actualized. In either case, accurate behavioral assumptions are critical to mitigation activities and decision-making, and participants need to be briefed on these matters at the outset of the exercise and all during the exercise as the scenario introduces new concerns.

Some exercise designers attempt to evoke genuine emotional reactions among participants with the use of graphic videos and panic-laden interventions. These attempts are not likely to be fruitful. Exercise participants are unlikely to indulge in fear-motivated behaviors themselves for two reasons: (1) they know it’s only an exercise; and (2) typically, even in a real event, only a small percentage of the population will exhibit potentially disruptive behaviors. The way to inject them into an exercise efficiently is to describe them succinctly.

• “Distraught employees indicate they regret coming to work and are wandering the office creating disruptions.”
• “Employees are reporting symptoms of radiation sickness –nausea, rashes, etc.”
• “Crowds are huddled around newscasts, and rumors abound as the press raises concerns.”

More important than emotional provocation is the realistic presentation of management concerns that are likely to occur and a sense of urgency in making informed decisions. This is accomplished by simulating a realistic decision-making environment, establishing roles and accountabilities, and providing repeated scenario escalations that challenge decision-making capacities in short time frames. The facilitator needs to encourage thoughtfulness about the realities of the scenario, including mitigation options resulting from organizational readiness and the likely human responses in carrying out these mitigations. Where the organization is not well-prepared to deal with the human factor, the exercise can serve to raise awareness about that requirement.

Emergency response and recovery plans that ignore behavioral response invite failures when the plans are needed. Management needs to be aware of likely behavioral responses and needs to practice decision-making in the light of accurate behavioral expectations. Exercises that do not incorporate such considerations are imperfect, and imperfect practice makes for imperfect action.

About the Authors

Steven Crimando, MA, NCCM, is the managing director of the Extreme Behavioral Risk Management division of AllSector Technology Group, Inc. He is an internationally-known consultant and trainer specializing in disaster and emergency management human factors. He can be reached at Steve@xbrm.com.

Marv Wainschel is the CEO of McWains Chelsea, a business resilience consulting firm that has provided leading edge concepts to the business continuity industry since 1983. Wainschel currently serves as advisor on the NYC-based Contingency Planning Exchange Board of Directors. He can be reached at marv@mcwains.com.

First declared pandemic in 40 years – what you need to know.

[October 9, 2009 – New York, NY] – Steven Crimando, Managing Director of XBRM, and other key experts, were recently interviewed for Financial Management Network (FMN) by SmartPros to discuss businesses’ responsibility during a pandemic.

The questions, and their answers, are both informative and revealing about what business executives should expect in the coming months, how they should prepare, and the behavioral/mental health issues they will face in the workplace.

Click here to watch the interview

About SmartPros Ltd.: SmartPros’ FMN Video programs make it easy for finance professionals to stay up to date on the issues that affect them. SmartPros is a leading provider of professional education products to Fortune 500 companies, as well as the major firms and associations in each of its professional markets.

Founded in 1981, SmartPros is an industry leader in the field of accredited professional education and corporate training. Its products and services are primarily focused in the accredited professional areas of corporate accounting, financial management, public accounting, governmental and not-for-profit accounting, financial services training, banking, engineering, legal, and ethics and compliance. Visit http://www.smartpros.com/.

About XBRM: Extreme Behavioral Risk Management (XBRM), a division of AllSector Technology Group, Inc. is a crisis management consulting practice specializing in the human factor in disaster and emergency preparedness. This includes responding to economic and financial turmoil, workplace violence, terrorism, and other crisis situations. XBRM helps prepare an organization’s decision‐makers, employees, and first responders by providing education, training, resources, and software products to accurately address emotional and behavioral responses across all phases of emergency management.

Steven Crimando is an expert who provides high level support to organizations including the Federal Bureau of Investigation (FBI), Federal Emergency Management Agency (FEMA), U.S. Department of Homeland Security, U.S. Public Health Service, and the New York City Department of Health and Mental Hygiene.

For more information, visit http://www.xbrm.com/.

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Steven Crimando, managing director at XBRM (Extreme Behavioral Risk Management) in New York, is one of several leading behavioral experts in the US in the field of terrorism and public safety. He says, “It’s basic human instinct to ‘circle the wagons’ and keep our loved ones near during threatening or stressful times. Having a loved one far away, especially a child, can fuel anxieties and fears. While instability and violence associated with terrorism or military conflicts can seem well beyond our control, there are several steps students and their families can take to bring a greater degree of predictability and peace of mind to a semester abroad.”

Crimando offers 5 tips that make studying overseas safer and more secure:

1. Study before you go abroad. Students and their families can reduce the “fear of the unknown” by learning as much possible about the customs, geography and history of the region they will be living in before they depart. Read the online version of the local newspapers from that area consistently for a few weeks. You can learn a lot about problems with crime, political conflicts and health risks from local papers. Many are available in English, but most will not cover local risks and resources that can be critical for a visiting student.

2. Access important government information. The U.S. State Department hosts a helpful online “Students Abroad” website (http://www.studentsabroad.state.gov/). Take time to review key information about local embassies, travel documents and how to handle emergencies while abroad.

3. Stay up-to-date. For information to be useful, it has to be timely and accurate. Travel guides and other printed resources can quickly become outdated in our rapidly changing world. Keep abreast with travel advisories in real-time. The U.S. State Department provides continually updated “current travel alerts and warnings” as well as Country Specific Information. Creating your travel plan based on yesterday’s news is risky.

4. Use technology. There is a significant generational divide around text messaging, which can be an obstacle to creating a back-up plan for communications. A redundant form of communication is critical during emergencies both in the US and overseas. Text messaging is a low-tech, low-cost solution to having a quick connection when voice communications are not possible. Fine motor skills deteriorate when people are under stress. Parents should learn how to text message in everyday situations that are not stressful so if a difficult situation arises, they are proficient and familiar. Texting can be your default method of communication in times of emergency.

5. File a Flight Plan. Leaving home for an academic adventure abroad can be stressful for student and parents alike. Just like a pilot files a flight plan, communicating important travel information, such as an overnight trip away from campus or a day trip, is critical. Sharing information about where and when students will be away from their home-away from–home can be helpful in emergency situations.

Most students traveling abroad will not encounter major emergencies or crisis situations. Physical and mental preparation by both the traveling student and their family can reduce stress and bring a greater sense of control during unpredictable times.

Crimando and XBRM specialize in human behavior related to emergency and disaster preparedness and response. The firm trains employees and their employers in the growing field of crisis management human factors. This includes responding to economic and financial turmoil, disasters, workplace violence, terrorism, and other crisis situations. XBRM is a division of AllSector Technology Group, Inc. For more information, visit www.xbrm.com.

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Steven Crimando, managing partner at XBRM (Extreme Behavioral Risk Management) in New York, is one of several leading behavioral experts in the US in the field of “Business Continuity.” He says it’s understandable why people may feel powerless. “Ultimately the individual can take a meaningful degree of control of their safety and security and venture out into the world with greater confidence and ease.

Adjusting your own thoughts and behaviors is the place to start making your world safer and less fearful.” Crimando offers 5 tips for fearless travel and a more relaxed Holiday season:

1. Remember you are never a passive observer to your own safety. Your safety is a shared responsibility between you and emergency services authorities including police, security, and others. Pay attention to your surroundings including fire exits, bottlenecks in crowds, announcements and general conditions. The police and security staff cannot be everywhere at once. You must be the first line of defense; be alert, aware and proactive.

2. Don’t run from danger, run toward safety. While this is counter-intuitive, running from danger, especially with a crowd or mob trying to escape, may very well put you at greater risk. Running toward safety advance planning and awareness. Mentally rehearse escape routes or survival behaviors before something actually happens.

3. File a “Flight Plan”. Just as a pilot plans and documents a route, let others know where you will be throughout the day and how you expect to travel from place to place. Whether it’s a local drive or an overseas trip, share your approximate itinerary with someone. If they hear about a problem on radio or TV, they may be able to warn you. If you’re in a jam and your family and friends know where you are expected to be, they can mobilize assistance if you don’t arrive as scheduled. Create a communications plan ahead of time.

4. Know Before You Go. Civil unrest, military conflicts and health risks such as disease outbreaks can surface suddenly and turn a vacation into nightmare. The U.S. State Department, and other sources, publishes travel advisories and warnings in real time. Visit www.state.gov or www.firstgov.gov and consider bookmarking them on your mobile phone
or e-mail.

5. Trust your instincts. If something feels wrong, it probably is. If you feel uncomfortable in your travels, give yourself permission to leave. Don’t worry about how you will be perceived. You can always return later, on your terms, when you feel safe. Don’t ignore your internal security system.

Another option is to reach out to support groups and professionals for counseling and help. Crimando and XBRM specialize in workplace behaviors and psychology that are related to emergency and disaster organizational preparedness. The firm trains employers and employees in the growing field of the human factor of crisis management response. This includes responding to economic and financial turmoil, disasters, workplace violence, terrorism, and other crisis situations. XBRM is a division of AllSector Technology Group, Inc. For more information, visit www.xbrm.com.

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Worried Well. A critical lesson learned in the first wave of H1N1 (Swine Flu) was that the numbers of “worried well” can easily overwhelm even the best run emergency department. Hospitals across the U.S. experienced a dramatic surge in patients with and without flu symptoms demanding medical services. A run on pharmacies in the U.K. recently cleared shelves of masks, thermometers and hand sanitizing gels. Public Health officials have warned that the H1N1 flu may return in a more powerful form this fall (2009) and will begin nearly simultaneously with the regular seasonal flu.

On June 11, 2009, the World Health Organization (WHO) announced that a pandemic had begun and XBRM stands ready to help your organization meet the challenges ahead. With nearly a decade of experience, XBRM has helped organizations of all types prepare for the unique and complex behavioral factors associated with an influenza pandemic. XBRM is home to some of the nation’s foremost experts in the behavioral aspects of pandemic preparedness. We have helped offices within the United Nations and in the U.S. government charged with pandemic readiness in developing plans, policies and exercises to test their response capabilities. Some of the nation’s largest and most sophisticated health and human service agencies depend on XBRM for guidance and support in preparing and responding to what can be a complicated and confusing threat.

Violence. While no organization is immune from pandemic-related risks, the potential for frustration, anger, hostility, and even violence, at health care centers and vaccination distribution sites is very real. Difficult, perhaps dangerous individual, crowd, and mob behavior is foreseeable and in many instances preventable. XBRM can help prepare your team to meet the behavioral challenges of vaccine and medication distribution site operations using evidence-informed behavioral models.

Training. In advance of what is expected to be a and complex public health emergency, XBRM has created this unique suite of training programs to help ready your work force for the very likely and significant behavioral issues anticipated in the coming flu season. XBRM has combined four of our most popular behavioral risk management courses together into a must have training series for any organization (private or public), business, or retailer, involved in the distribution of vaccine or antiviral medications. Together, the knowledge and skills developed through this training series will empower and ready your workforce to effectively safely and manage the unique psychological and emotional reactions associated with the H1N1 flu and other public health emergencies. If you are a Convenient Care Retail Clinic click here for our eLearning Vaccine Distribution Centers brochure.

Swine Flu: Is Your Organization “Pandemic” Ready?

Steven Crimando, Managing Director of XBRM, and other key experts, were recently interviewed for Financial Management Network (FMN) by SmartPros to discuss businesses’ responsibility during a pandemic.

The questions, and their answers, are both informative and revealing about what business executives should expect in the coming months, how they should prepare, and the behavioral/mental health issues they will face in the workplace.

Click here to watch the interview

Knowledge of human behavior, in all phases of emergency management, is critical in the development of effective emergency policies, plans and training programs. For many years, business continuity planners worked under a simple assumption: When a disaster strikes, people will follow plans and procedures. Psychologists and other behavioral scientists have found that this idea fails to consider the often-surprising behavior of people during emergencies.

For disaster plans to be truly effective, an understanding of the full range of behavioral responses across the different stages of disasters and emergencies should serve as a core component of the broader, interdisciplinary planning process.

This is the mission behind Extreme Behavioral Risk Management (XBRM).

Now more than ever, understanding the human factor in crisis management is essential. Fear is driving the global financial markets and individuals and organizations must keep their focus to survive and thrive in an unpredictable economic environment. Stress, anxiety and fear can impact problem-solving and decision-making just when they are needed the most.

XBRM helps organizations predict and prepare for the human response to all types of adverse events, from natural disasters to financial crises. Our insights derived from behavioral research can help organizations improve safety, security and performance in times of high stress. Through expert consultation and training, XBRM can enhance your ability to accurately integrate critical human factors into policies, plans and procedures to mitigate negative emotional and behavioral reactions that can compromise critical operations and effective crisis management efforts.

According to Steven Crimando, Managing Director of Extreme Behavioral Risk Management in New York, managing behavior is the main risk for students. Excessive risk taking is pervasive among both genders. According to a University of Wisconsin study, 75% of college males and 44% of females reported being intoxicated on a daily basis during spring break. Nearly 50 percent of the males and more than 40 percent of the females also said they were drunk to the point of vomiting or passing out at least once during break.”

Crimando says, “This is the kind of binge drinking that is the major cause of alcohol poisoning. Everyone who goes on spring break plans to have plenty of fun but no one is planning on getting sick, hurt, or in real life-changing trouble.”

He adds that much of the risk associated with spring break is created by reckless behavior and that risk is compounded when students may be far from home, on someone else’s turf and extremely vulnerable.

Crimando offers 7 tips for spring break survival:

1. Stay together: Crime prevention research concludes the probability of being victimized drops substantially if you are with at least one other person. Staying together in a group of three or more decreases the likelihood of trouble even further. Never leave a bar, club or party with a stranger. Arrange a buddy system and watch out for your friends.

2. Don’t go looking for trouble: Stay out of areas known for drugs, violence or prostitution. Stay close to the hubs of spring break activity and resist exploring areas far from your hotel or friends. Become familiar with your street names, and landmarks which can be important if you get lost or separated from your group.

3. File a Flight Plan: Always let friends or relatives at home know your whereabouts. Leave your general itinerary with someone who is not traveling with you.

4. Watch that Drink: Don’t accept a drink from anyone if you did not see it being prepared yourself. Also, don’t leave your drink unattended for any period of time. If you have to, dump it and get a fresh one.

5. Have a Plan B: When entering a hotel, bar or club, always know where emergency exits are located in case of a fire or other urgent situation. In an emergency; don’t just run from danger, run towards safety.

6. Carry a cell phone: If you’re heading out of the country, check with your wireless service provider about coverage or add-ons to your plan that will allow your phone to work smoothly while away. Keep your phone charged, keep it on and learn the local emergency number if it is anything other than 9-1-1. Your cell phone can be a lifeline if you get in trouble.

7. Always carry cab fare: Don’t rely on others, especially strangers, to get you from point A to B. If your friends have been drinking or there’s a change of plans, make sure to have enough cash to get back to your home base.

Crimando and XBRM specialize in campus and workplace behaviors that are related to emergency and disaster and crisis preparedness. The firm trains employers and employees in the growing field of the crisis management human factors. This includes responding to economic and financial turmoil, disasters, workplace violence, terrorism, and other crisis situations. XBRM is a division of AllSector Technology Group, Inc. For more information, visit www.xbrm.com.

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Steven Crimando, managing partner at XBRM (Extreme Behavioral Risk Management) in New York, is one of several leading behavioral experts in the US in the field of “Business Continuity.” He says people are handling the “human factor” and personal challenges in different ways. “The personal impact that people are now experiencing is similar to that of survivors’ of hurricanes, earthquakes and terrorist acts.

There’s a prevailing sense of uncertainty, loss and anxiety. From a psychological standpoint the recession is a disaster. Whether you’ve lost your job, you’re an investor with a shrinking portfolio, or someone troubled about the economic climate, the current situation can trigger a powerful and overwhelming emotional response. The terms “loss”, “grief”, and “trauma” have taken on personal meaning. The impact and disillusionment is far-reaching and can’t just be ‘shut off’ because the Holidays are here.”

Crimando offers 3 coping tips for people affected by the nation’s economic woes:
* Focus on positive conversation and people – If someone mentions your unemployment or recent situation, acknowledge it with one sentence, and turn it around to a positive thought about enjoying the holidays or looking for new opportunities.

* Spend time with positive and upbeat people – Surround yourself with supportive friends and relatives who can offer encouragement and maybe even a job lead or networking prospect.

* Avoid alcohol and other drugs – Indulging in alcohol and substances can quickly lead to an emotional roller coaster, mood swings, depression and more.

Another option is to reach out to support groups and professionals for counseling and help. Crimando and XBRM specialize in workplace behaviors and psychology that are related to emergency and disaster organizational preparedness. The firm trains employers and employees in the growing field of the human factor of crisis management response. This includes responding to economic and financial turmoil, disasters, workplace violence, terrorism, and other crisis situations. XBRM is a division of AllSector Technology Group, Inc. For more information, visit www.xbrm.com. AllSector Technology Group, Inc. is a subsidiary of F•E•G•S Health & Human Services System.

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XBRM helps prepare an organization’s decision-makers and first responders by providing them with education, training and resources to accurately address emotional and behavioral responses across all phases of emergency management. Working with its client organizations, XBRM integrates critical human factors into emergency and disaster policies, plans and exercises to ensure their accuracy and effectiveness.

Included in their training and service offerings is a unique product called The TeleCrisis Advisor™, a combined Enhanced Threat Management software program, with a telephone threat management training and software package that places critical crisis management resources right at employee’s fingertips, assisting them in professionally and confidently managing difficult or threatening phone contacts. The program is easily customizable to incorporate companies’ policies, procedures, and emergency response protocols.

AllSector offers the SendTrac® Administration and Case Management Systems, both delivered through a secure web-based portal. The Administration System is designed to provide automated support for many of the administrative processes performed by staff and includes automated workflow processes for purchasing, human resources, facilities, and information technology related tasks.

The SendTrac® Case Management System is for recording and tracking the services provided to consumers, clients, or users. At the heart of the Case Management System are automated workflow forms that pass information to appropriate staff for approval and action. It has been successfully deployed in the Healthcare and Social Services fields and Facilities Management/Waste Management industries.

Since SendTrac Administration and Case Management Systems facilitate the routing of forms or incident information, and ensures proper status notification and timely follow up by automatically sending emails and other types of alerts to the proper people, XBRM’s TeleCrisis Advisor is a perfect complementary offering. “When a disaster or threat occurs, not only will people know what to do but now with AllSector, the right response teams will be notified quickly and automatically,” said Steven M. Crimando, MA, BCETS, Managing Director of AllSector’s XBRM Division. Crimando is a world recognized expert, noted author, speaker, consultant and trainer to governmental agencies, nonprofits, NGOs and multinational corporations on disaster-related behavior.

“XRBM brings tremendous subject matter expertise to the area of human factors in disaster response. We bring a robust, easy to implement technology platform to deliver that content and notifications,” Michael L. Davis, President and CEO of AllSector.

About: AllSector Technology Group, Inc. is a system integrator and software developer with deep experience in delivering a wide range of information technology and application services.

Their flagship application, SendTrac, is an enterprise-class document management and workflow solution designed for online business process management delivered via Web-based Software-as-a-Service (SaaS). As a SaaS-based solution, SendTrac Administration and Case Management Systems make business process management paperless and smooth. Not to mention, very cost effective to deploy and maintain. Since 1998, their professional, experienced staff has provided a wide range of information technology services to many companies, not-for-profit organizations, and government agencies. Visit www.allsector.com for more information.

About: Extreme Behavioral Risk Management (XBRM), now a division of AllSector, is a crisis management consulting practice specializing in the human factor in emergency management, business continuance, and homeland security. XBRM is home to some of the world’s foremost experts in disaster human factors, and offers a comprehensive portfolio of products and services addressing this important facet of crisis management. Visit www.xbrm.com for more
information.

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