Creating a

Continuity of Operations Plan

Disaster response and recovery organizations are successful because of their dedicated staff members and volunteers. But these people often live in the communities they serve, which means staff, volunteers, and office buildings that facilitate operations are also affected by the disaster. Because of this, disaster response organizations must have a Continuity of Operations Plan in place to quickly adapt to the disaster conditions and continue providing services to the community.

What is the purpose of a Continuity of Operations Plan?

A Continuity of Operations Plan positions the organization to continue performing essential functions after a disaster. Organizations in disaster-affected communities will experience disruptions to their operations because of the disaster. A Continuity of Operations Plan is a roadmap that assists organizations in preparing for disasters and guides personnel during disaster-related disruptions. An effective Continuity of Operations Plan will:

- Keep employees safe.
- Safeguard critical information, including client files.
- Reduce disruptions to operations, such as a loss of communications or facilities.
- Meet the needs of disaster survivors.
- Maintain essential services for the community.

The Four Parts of a Continuity of Operations Plan

Click below to learn about each part and what should be included.

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Preparedness

Provide education and training to organization personnel about what to do when a disaster occurs, their role in responding to the disaster, and how to operate while experiencing disaster-related disruptions.

Where will operational data be stored if physical files or local servers are destroyed or inaccessible during and after a disaster? (e.g. cloud based data systems).
How can personnel send and receive communications if communications hardware isn’t working?
Which type of disasters are common in your community and most likely to occur? What potential disruptions are unique to that particular kind of disaster and how can you reduce your organization’s risk?
How will your organization respond to disasters that are not naturally occurring such as active shooters, chemical explosions, pandemics, terrorism, falling space debris, etc.?
How frequently will personnel receive training about implementing the plan and responding to a disaster?

Activation

Ensure essential personnel know when to activate the Plan, how to identify potential disruptions, and how to adapt when they arise.

Create a communication chart identifying the chain of command and authority during a disaster. Who will handle which tasks?
How will communication occur?

Implementation

Begin addressing operational disruptions while continuing provision of essential services.

Create a list of alternative work locations if working from home is not an option for everyone.
Create a procedure for obtaining or borrowing essential equipment such as generators, power banks, and routers.
How will personnel communicate with the community?
Who are partners in neighboring states, communities, or affiliated networks that can provide resources to the disaster affected organization?
Where will funds for increased expenditures come from?

Reconstitution

Assess long term impact of disaster related disruptions, re-establish normal operations, debrief on Plan’s effectiveness, and revise.

How are long-term disruptions reported and addressed? Who handles it?
How will plan changes be decided on?

How can an organization develop a Continuity of Operations Plan?

Gather relevant personnel within the organization to serve as the Plan development committee. Establish a set of goals to define success during and after a disaster. Make a list of priorities after considering all potential disaster related disruptions and needs for the organization’s services. These goals and priorities will guide the planning process.
Gather information about the organization’s community such as types of natural disasters common in the area and potential operational disruptions that such disasters could cause. Gather information about non-natural disasters and what disruptions may stem from the occurrence of those events.
Brainstorm and talk through potential scenarios that could arise in a disaster and how issues in the scenario will be addressed, including who will address each issue. Make sure to get input from important stakeholders such as beneficiaries of the organization’s services, department managers within the organization, and potential partners.
Gather information about job functions to assign Plan tasks to specific personnel based on their role. Consider suspending non-emergency-essential operations and redirecting personnel to emergency tasks and Plan implementation. What will the employee attendance policy be during times of disaster?
Create a funding plan or budget for the potential increase in expenditures and ensure the organization has adequate insurance coverage.
Incorporate all elements of a Continuity of Operations Plan listed above and present the final plan to relevant stakeholders for feedback. Use this template from FEMA and adopt it to fit the size and need of the organization (https://www.fema.gov/sites/default/files/2020-10/fema_planning-template-federal-departments-agencies_october-2020_0.pdf) Incorporate feedback and test the revised Plan during a personnel training session.
Continue to revise the plan and provide training on an annual basis. If a disaster does occur and the plan is implemented, gather feedback about its effectiveness after recovery has ended and make changes based on the organization’s actual experience.

Need help creating a Continuity of Operations Plan? Contact our Disaster Legal Services team!

Additional Resources:

https://www.fema.gov/pdf/about/org/ncp/coop_brochure.pdf