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prioritizes implementation plans, promulgates best practices, and facilitates consis-
tent cross-agency continuity evaluations. Such a cyclic-based model that incorpo-
rates planning, training, evaluating, and the implementation of corrective actions
gives key leaders and essential personnel the baseline information, awareness, and
experience necessary to fulfill their continuity program management responsibili-
ties. The continuity program management cycle consists not only of its program-
matic elements, but also should include the plans and procedures that support
implementation of the continuity program. These plans and procedures should also
be evaluated pre- and postevent, tested or exercised, and assessed during the devel-
opment of corrective action plans. Objective evaluations and assessments, developed
from tests and exercises, provide feedback on continuity planning, procedures, and
training. This feedback in turn supports a corrective action process that helps to
establish priorities, informs budget decision making, and drives improvements in
plans and procedures. This continuity program management cycle, as illustrated in
Figure 3.1, should be used by all organizations as they develop and implement their
continuity programs.
To support the continuity program management cycle, organizations should
develop a continuity multiyear strategy and program management plan that pro-
vides for the development, maintenance, and annual review of continuity capabili-
ties, requiring an organization to
Designate and review MEFs and PMEFs, as applicable.
Define both short-term and long-term goals and objectives for plans and
procedures.
Continuity program management cycle
Plans and
procedures
Continuity capability
Performance of essential functions
Test,
training,
and
exercise
Develop
corrective
action plans
Continuity planning and program management
Evaluations,
after action reports,
and lessons learned
Figure 3.1
Continuity program management cycle.
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