U.S. Department of Homeland Security
Federal Emergency Management Agency
Federal Continuity Directive 1
Issue Date: January 17, 2017Federal Continuity Directive 1
Federal Executive Branch National Continuity
Program and Requirements

FCD-1

Table of Contents
I.

Purpose_______________________________________________________________ 3

II.

Scope_________________________________________________________________ 3

III.

Supersession___________________________________________________________ 3

IV.

Policy and Background__________________________________________________ 3

V.

Roles and Responsibilities _______________________________________________ 5

VI.

Federal Executive Level Continuity Coordination Meetings ___________________ 5

VII.

Continuity Capability Elements __________________________________________ 6

VIII. Readiness Reporting System _____________________________________________ 9
IX.

Continuity Operational Phases and Implementation _________________________ 9

X.

Coordination with State, Local, Tribal, and Territorial Governments, NonGovernmental Organizations, and Private Sector Critical Infrastructure Owners
and Operators _________________________________________________________ 9

XI.

Operations Security ___________________________________________________ 10

XII.

Point of Contact_______________________________________________________ 10

XIII. Distribution __________________________________________________________ 11
ANNEX A: PROGRAM MANAGEMENT, PLANS, AND PROCEDURES _________ A-1
ANNEX B: ESSENTIAL FUNCTIONS _______________________________________ B-1
ANNEX C: ORDERS OF SUCCESSION ______________________________________ C-1
ANNEX D: DELEGATIONS OF AUTHORITY ________________________________ D-1
ANNEX E: COMMUNICATIONS AND INFORMATION SYSTEMS _____________ E-1
ANNEX F: ESSENTIAL RECORDS MANAGEMENT ___________________________F-1
ANNEX G: ALTERNATE LOCATIONS ______________________________________ G-1
ANNEX H: HUMAN RESOURCES __________________________________________ H-1
ANNEX I: DEVOLUTION ___________________________________________________ I-1
ANNEX J: RECONSTITUTION ______________________________________________ J-1
ANNEX K: TEST, TRAINING, AND EXERCISE PROGRAM ___________________ K-1
ANNEX L: CONTINUITY OPERATIONAL PHASES AND IMPLEMENTATION __ L-1
ANNEX M: ACRONYMS ___________________________________________________ M-1
ANNEX N: DEFINITIONS__________________________________________________ N-1
ANNEX O: AUTHORITIES AND RESOURCES _______________________________ O-1

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FCD-1

I.

PurposePresidential Policy Directive 40 (PPD-40), National Continuity Policy, directs the Secretary ofHomeland Security through the Administrator of the Federal Emergency Management Agency(FEMA) to coordinate the implementation, execution, and assessment of continuity activities
among executive departments and agencies (D/As). Specifically, the Administrator of FEMA isdirected to develop and promulgate Federal Continuity Directives to establish continuity
program and planning requirements for executive departments and agencies. This Federal
Continuity Directive 1 (FCD-1) implements this requirement by establishing the framework,requirements, and processes to support the development of D/As’ continuity programs and by
specifying and defining elements of a continuity plan. These required elements include
delineation of essential functions; succession to office and delegations of authority; safekeepingof and access to essential records; continuity locations; continuity communications; humanresources planning; devolution of essential functions; reconstitution; and program validation
through testing, training, and exercises (TT&E).

II.

Scope

In accordance with PPD-40, the provisions of this FCD apply to the D/As enumerated in 5
United States Code (U.S.C.) § 101, including the U.S. Department of Homeland Security (DHS),
independent establishments as defined by 5 U.S.C. § 104(1), government corporations as definedby 5 U.S.C. § 103(1), and the United States Postal Service. The D/As, commissions, bureaus,boards, and independent organizations are hereinafter referred to as “Organizations” to betterreflect the diverse organizational structures within the Executive Branch. The provisions of thisFCD are applicable at all levels of Executive Branch organizations regardless of their location,
including regional and field locations. Headquarters (HQ) elements are responsible forproviding oversight and promulgating this directive to their subcomponent and fieldorganizations. In this FCD, the term “headquarters” refers to the central, head offices ofoperations for organizations identified in PPD-40, Annex A, Categories of Departments andAgencies. The terms “component” or “subcomponent” refer to all organizational elements,
whether at headquarters or a regional or field office.

III. Supersession
This FCD rescinds and supersedes FCD-1, Federal Executive Branch Continuity Program andRequirements, February 2012.

IV. Policy and Background
A. Policy: As established in PPD-40, “it is the policy of the United States to maintain acomprehensive and effective continuity capability through Continuity of Operations(COOP), Continuity of Government (COG), and Enduring Constitutional Government(ECG) programs, ensuring the resilience and preservation of government structure under
the United States Constitution and the continuous performance of National Essential
Functions (NEFs) under all conditions.” National continuity programs are based on thecontinuous performance of NEFs through the sustainment of essential functions
performed by D/As. NEFs are the focal point of all continuity programs and capabilities
and represent the overarching responsibilities of the Federal Government to lead and3

FCD-1sustain the Nation before, during, and in the aftermath of a catastrophic emergency. The
NEFs are:1) Ensuring the continued functioning of our form of government under the UnitedStates Constitution, including the functioning of three separate branches ofgovernment;
2) Providing leadership visible to the Nation and the world and maintaining the trust andconfidence of the American people;
3) Defending the United States against all enemies, foreign and domestic, andpreventing or interdicting attacks against the United States or its people, property, orinterests;
4) Maintaining and fostering effective relationships with foreign nations;5) Protecting against threats to the homeland and bringing to justice perpetrators ofcrimes or attacks against the United States or its people, property, or interests;6) Providing rapid and effective response to and recovery from the domestic
consequences of an attack or other incident;
7) Protecting and stabilizing the Nation’s economy and ensuring public confidence in its
financial systems; and,
8) Providing for Federal Government services that address the national health, safety,
and welfare needs of the United States.
B. Background: On May 4, 2007, the President signed National Security Presidential
Directive (NSPD)-51/Homeland Security Presidential Directive (HSPD)-20, National
Continuity Policy, to establish a comprehensive national policy for the continuity ofFederal Government structures and operations, a single National Continuity Coordinatorresponsible for coordinating the development and implementation of Federal continuity
policies, and the National Essential Functions. In conjunction with NSPD-51/HSPD-20,
the White House published the National Continuity Policy Implementation Plan (NCPIP),
which provided greater detail on how D/As were to accomplish the requirements of thepolicy. In 2008, as directed in the policy, DHS published FCD-1 to establish continuity
planning requirements for D/As. FCD-1 was updated in 2012.
On July 15, 2016, the President signed PPD-40, National Continuity Policy, which
replacedNSPD-51/HSPD-20 and the NCPIP, addressing lessons learned, best practices,and the integration of new technologies and processes since 2007. Some relevantmaterial in the NCPIP was added to PPD-40 and certain portions were adopted in this
FCD.
Proper implementation of PPD-40 will ensure that essential functions are sustained in an
all-hazards environment. The complexity of this environment increases the need forcomprehensive continuity programs that emphasize agility and flexibility to sustain
essential functions across a broad spectrum of conditions.
Organizations must fully integrate continuity planning and procedures into all aspects ofdaily operations to create a “culture of continuity”. Only with a coordinated approach to4

FCD-1

continuity can organizations effectively respond to and recover from catastrophic
emergencies.
This new FCD-1 establishes minimum continuity standards for D/As to incorporate into
their daily operations to ensure seamless and immediate continuation of essentialfunctions. All Federal Executive Branch D/As, regardless of their size or location, shallhave a viable continuity capability, based on the requirements and principles outlined
herein, to ensure resiliency and continued performance of their organizations’ essentialfunctions under all conditions.

V.

Roles and Responsibilities

PPD-40 requires appointment of a Continuity Coordinator at the Assistant Secretary level orhigher. As a recommended best practice, D/As should consider appointing a Continuity
Manager to handle day-to-day management of the continuity program. These roles are further
explained below, but D/As should feel free to designate other positions, as desired, to assist incoordinating the implementation, execution, and evaluation of continuity plans and programs
within an organization and to ensure that programs address the entirety of essential functions
rather than limit scope to only headquarters:
A. Continuity Coordinator: The senior D/A official responsible for coordinating with theOrganization Head and national continuity leadership to ensure the organization
maintains a viable and effective continuity capability. The Continuity Coordinator
represents the D/A on the Continuity Advisory Group (CAG) and works with other D/Aheads to complete the Mission Essential Function (MEF) and Primary Mission Essential
Function (PMEF) identification process, and advocates for the continuity program within
the organization. The Continuity Coordinator is also responsible for validating Readiness
Reporting System (RRS) reports on behalf of the organization to FEMA.
B. Continuity Program Manager (Continuity Manager): On behalf of the Continuity
Coordinator, Continuity Managers oversee day-to-day continuity programs and represent
their D/As at inter-agency forums and working groups including the Interagency
Continuity Working Group (ICWG) as appropriate. The Continuity Manager serves as
the primary point of contact (POC) with the FEMA National Continuity Programs
Directorate (NCP) for D/A continuity program matters, including preparedness andoperational activities. The Continuity Manager administers support to components toensure that D/A leadership and continuity personnel are properly trained and facilities
properly equipped to execute continuity plans with little or no notice.

VI. Federal Executive Level Continuity Coordination Meetings
Federal executive level continuity coordination meetings are designed to serve as executive-level
forums for promoting the development, coordination, and integration of continuity planning andprograms within the Executive Branch. Continuity Managers and other continuity POCs work
collaboratively to plan and coordinate implementation of the National Continuity Policy within
their respective organizations.
A. Continuity Advisory Group (CAG): FEMA NCP representatives chair this interagency forum focused on the implementation of continuity policy and programs. As the
CAG Chair, and a member of the Domestic Resilience Group (DRG), FEMA will
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FCD-1

introduce continuity policy concerns identified by the CAG to the DRG for consideration
and resolution as appropriate. The CAG is comprised of Continuity Coordinators, ortheir designees, from Category I, II, III, and IV organizations. State, local, tribal, andterritorial (SLTT) government representatives from the National Capital Region (NCR)
and representatives from the legislative and judicial branches may also participate, as
appropriate.
B. Interagency Continuity Working Group (ICWG): FEMA NCP chairs this forum
comprised of Federal Continuity Managers and continuity planners. The ICWG meetsregularly to provide a forum for Continuity Program Managers to coordinate acollaborative strategy for the implementation of the National Continuity Policy andFederal Continuity Directives. The ICWG promotes improved federal continuity
standards, practices, and procedures, and is specifically intended to enhance continuity
planning, training, and exercises; emergency management; and resiliency capabilities for
executive branch organizations.
C. Small Agency Council Continuity of Operations Committee (SAC COOPC): A
forum for the implementation of continuity policy and development and integration ofcontinuity programs among Category IV organizations. FEMA assists the SAC COOPC
on continuity preparedness matters as requested by the SAC COOPC Chair.

VII. Continuity Capability Elements
PPD-40 outlines the overarching continuity requirements for organizations. The consideration,
preparation, and execution of the continuity elements listed in this section are fundamental to a
successful continuity program. Continuity Managers and continuity planners must coordinate
with the offices of Chief Information Officers, Chief Human Capital Officers, General Counsels,
Chief Financial Officers, and others to provide specialized subject-matter expertise to enhancethe organization’s continuity program planning and implementation.
Annual requirements of this FCD are defined as those scheduled to occur during the federal
fiscal year, October 1 through September 30. Required continuity elements are as follows:
A. Program Management, Plans, and Procedures: Establishment of continuity program
planning objectives and procedural requirements are critical to sustainment of essentialfunctions during a continuity activation. Alignment of resources to continuity plans andprocedures is critical to ensure execution and to sustain essential functions through allphases of activation. The application of risk management principles can preserve
resources by assessing the probability of occurrence for catastrophic emergencies andrelated consequences. See Annex A – Program Management, Plans and Procedures for
specific requirements.
B. Essential Functions: Sustainment of the NEFs in an all-hazards environment requires
federal organizations to identify MEFs and PMEFs, and to establish programs to ensure
continuity of those functions throughout, or to resume them rapidly, during a disruption
to normal operations. The identification and prioritization of essential functions is thefoundation of continuity planning, and establishes the parameters that drive anorganization’s continuity planning and preparedness efforts. When MEFs are performed
outside the National Capital Region (NCR), organizations must implement procedures forassessing and reporting the ability to sustain essential functions when regional and field
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FCD-1

offices are affected by catastrophic emergencies that occur in their areas. See Annex B –Essential Functions for specific requirements.
C. Orders of Succession: Orders of succession ensure that an organization has identified
key personnel to assume leadership positions in the event that regularly appointed
personnel are unavailable. Those identified in the orders of succession must be trained
annually on responsibilities and shall participate in TT&E events. See Annex C – Ordersof Succession for specific requirements.
D. Delegations of Authority: Clearly established delegations of authority are essential toensure that continuity personnel have the appropriate legal authority to make key
decisions and take action during catastrophic emergencies. Delegations of authority are
activated when normal operational conditions are disrupted, and are deactivated once theorganization determines that the disruption has ended and normal operations can beresumed. Organizations establish delegations of authority in advance to ensure theorderly transition of leadership responsibilities during a continuity activation. See Annex
D – Delegations of Authority for specific requirements.
E. Communications and Information Systems: Availability, diversity, and redundancy ofcritical communications and information systems are critical to sustain essential functions
performed at primary and alternate locations including devolution locations as well as
telework or mobile work environments. Communications and information systems
provide the connectivity between and among key government leadership, internal
elements, other organizations, and the public to perform essential functions. Teleworkand mobile work environments require use of portable telecommunications technology
such as laptop computers, mobile telephones, and satellite communications equipment.
See Annex E – Communications and Information Systems for specific requirements.
F. Essential Records Management: Viable continuity programs include comprehensive
processes for identification, protection, and accessibility of electronic and hardcopy
essential records at primary, alternate, and devolution locations. Essential records may
include documents, references, personnel records, and information systems. Redundantdata management software applications and equipment should be standardized
throughout the organization, and must provide the appropriate level of access andcybersecurity to protect classified, sensitive, and personally identifiable information.
Official access rosters must be carefully managed and maintained, and primary andalternate essential records management personnel must be identified to ensure access toessential information at all locations, under all conditions. See Annex F – Essential
Records Management for specific requirements.
G. Alternate Locations: Alternate locations are where essential functions are continued orresumed, or where organizational command and control may occur during a continuity
event. An alternate location should be chosen based on risks identified during theBusiness Impact Analysis process and should be located with sufficient geographicaldistance from the organization’s primary facility. Alternate locations may be intended tosupport deployed Emergency Relocation Group (ERG) members who perform continuity
operations, or may only support deployment of the Organization Head (or successor) anda small continuity team. A devolution site is located outside the primary region, and is7

FCD-1capable of assuming the statutory and legal authority and responsibilities of the primary
operating staff and facilities to sustain essential functions when necessary.
Telework, mobile work, and work performed from directed work locations may beleveraged to support continuity operations. Mobile work refers to tasks performed while
employees travel from one work location to another. Directed work locations refer tooccasions when employees are directed to perform assigned duties at locations other thanat designated work locations, which may include private residence, satellite offices, andalternate locations. Telework is a program that can provide critical support to thesustainment of essential functions. Employees who participate in an approved teleworkprogram may be incorporated into the organization’s continuity plan and may beleveraged during catastrophic emergencies. See Annex G – Alternate Locations for
specific requirements.
H. Human Resources: Organizations must identify continuity personnel, consisting ofleadership, staff, and functional support elements capable of relocating to alternate
locations or assuming devolved functions. During continuity activation, organizations
will mobilize designated personnel as needed to sustain essential functions in accordancewith approved continuity plans and procedures. Viable continuity programs include
procedures to sustain administrative services, personnel accountability, and support
services to employees not identified as continuity personnel, and are likely to be affectedby a catastrophic emergency. See Annex H – Human Resources for specificrequirements.
I. Devolution: Devolution is a component of continuity planning that establishes
procedures to transfer statutory authority and responsibilities from an organization’s
primary operating staff and facilities to another designated staff and one or more facilities
for the purpose of sustaining essential functions. Devolution may be temporary, or may
endure for an extended period. A devolution plan is activated upon the threat of, or in
response to a catastrophic emergency that either renders the organization’s primaryleadership and operating staff unavailable, or leaves them incapable of sustaining
essential functions from primary facilities. See Annex I – Devolution for specificrequirements.
J. Reconstitution: Reconstitution is the final phase of a continuity event, and is the process
by which surviving and/or replacement personnel resume normal operations and may
occur at any designated location that provides the staff, facilities, and systems necessary
to sustain essential functions. See Annex J – Reconstitution for specific requirements.
K. Test, Training, and Exercises: Test, training, and exercise (TT&E) events assess andvalidate continuity plans, policies, procedures, systems, and alternate locations. Initialand recurring training programs inform and familiarize leaders and staff with continuity
plans and procedures. Exercise programs consisting of both planned and short/no-noticeevents improve an organization’s preparedness posture, and emphasize the value of
integrating continuity functions into daily operations. The corrective actions identified
during individual exercises are tracked to completion, ensuring that exercises yield
tangible preparedness improvements. An effective corrective action program develops
improvement plans that are dynamic documents, which are continually monitored andimplemented as part of the larger system of improving preparedness. All organizations
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must incorporate a TT&E strategy into continuity programs. See Annex K – Test,
Training, and Exercises for specific requirements.

VIII. Readiness Reporting System
The Readiness Reporting System (RRS) is an automated system FEMA maintains totrack federal continuity capabilities at all times under all conditions. RRS provides amethod for Executive Branch organizations to report their capacity to perform MEFs and
PMEFs. FEMA provides information obtained from RRS to inform the National
Continuity Coordinator on comprehensive Executive Branch continuity capability.
Organizations are required to submit Continuity Status Reports (CSRs) and performancedata via the RRS each month, during continuity events, or as otherwise directed.
Continuity Managers coordinate RRS system access requirements and operator training
with FEMA NCP. See Annex L – Operational Phases and Implementation for RRS
reporting requirements during various phases of continuity operations.

IX. Continuity Operational Phases and Implementation
There are four phases of continuity operations: readiness and preparedness, activation,
continuity operations, and reconstitution. These four phases should be used to build
continuity processes and procedures, establish goals and objectives, and support theperformance of organizational PMEFs/MEFs during a catastrophic emergency. See
Annex L – Continuity Operational Phases and Implementation.

X.

Coordination with State, Local, Tribal, and Territorial
Governments, Non-Governmental Organizations, and Private
Sector Critical Infrastructure Owners and Operators
Continuity of Government and sustainment of the NEFs requires the integration of
executive, legislative, and judicial programs that are coordinated across all levels ofgovernment, Non-Governmental Organizations (NGOs), and critical infrastructure
sectors. Government offices at the SLTT levels are critical to serving the public throughdelivery of essential services during catastrophic emergencies. The resilience of SLTT
governments enhances the effectiveness of federal response and recovery operations, andprovides visible leadership.
FEMA will integrate continuity and resiliency requirements or incentives into future
FEMA SLTT grant guidance to encourage jurisdictions to develop viable continuity plansto ensure the performance of essential functions and sustain the delivery of essential
services and core capabilities across all hazards.
Federal organizations, as applicable, will coordinate with SLTT governments, regional
entities, and critical infrastructure sectors to promote integration and collaboration. Suchpartnerships improve resilience and enhance unity of effort. Examples of coordination
activities that federal organizations may undertake include:
1. Collaboration to incorporate capabilities of other entities into the organization’s
continuity planning and exercise activities;

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2. Coordination of risk assessments to identify threats and hazards relevant to theorganization’s mission and the location(s) where essential functions are performed;
3. Partnering to coordinate continuity plans;
4. Participation in Continuity Working Groups (CWGs), information sharing, training,and exercises, as appropriate;
5. Coordination of occupant emergency, shelter-in-place, and regional and local
evacuation plans;
6. Participation in existing alert and notification networks and credentialing initiatives;
7. Collaboration to identify interdependencies and ensure critical infrastructure
resilience at all levels;
8. Coordination of continuity resources and security requirements, as appropriate;
9. Augmentation and participation in coordination activities to include, but not limited
to those of: DHS/FEMA Regional/State-level CWGs, DHS/Office of Infrastructure
Protection, Critical Infrastructure Sector Coordinating Councils and Government
Coordinating Councils, Information Sharing and Analysis Centers; and,10. Participation in other coordination activities, as appropriate.
FEMA NCP and the 10 FEMA Regional Headquarters located throughout the country
conduct regional and state-level CWGs, and host annual continuity conferences topromote and assist in integrating federal and SLTT continuity planning. FEMA NCP
training courses to support development of continuity programs at SLTT levels, andwithin critical infrastructure sectors are also available through the Emergency
Management Institute.

XI. Operations Security
Operations Security (OPSEC), Information Security (INFOSEC), Cyber Security, and otherefforts are applied to protect against an evolved threat environment targeting federal and SLTT
agencies and critical infrastructure continuity plans and programs. Organizations must
implement comprehensive multi-disciplinary security actions such as identification of essential
elements of information; risk analysis; and application of appropriate physical, communications,information, and personnel security measures and countermeasures to protect continuity plans,
programs, alternate locations, networks, and personnel against hostile actions.
Organizations shall report threats, events, and/or suspicious activity directed against continuity
programs to the U.S. Department of Homeland Security within 12 hours of its occurrence or
discovery, as conditions warrant, through normal suspicious activity reporting protocols.

XII. Point of Contact
Please contact the Assistant Administrator, NCP, FEMA, for assistance with the information
contained in this FCD at (202) 646-4145 or email at FEMA-NationalContinuity@fema.dhs.gov.

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XIII. Distribution
This FCD is distributed to the heads of all federal organizations, senior policy officials,
emergency planners, and other interested parties. It may be released through public unrestrictedchannels.

____________________________________
W. CRAIG FUGATE
Administrator, FEMA

January17, 2017
Date

11

FCD-1ANNEX A: PROGRAM MANAGEMENT, PLANS, AND
PROCEDURES
A standardized continuity program management cycle provides consistency across Federal
Government continuity programs. Establishment of standardized planning and procedural
objectives and requirements ensures sustainment of essential functions during a catastrophic
emergency. Use of the Continuity Program Management Cycle facilitates development andimplementation of resilient continuity programs. See Figure A-1, Continuity Program
Management Cycle.
Figure A-1. Continuity Program Management Cycle

A Multi-Year Strategy and Program Management Plan (MYSPMP) provides planning guidance
for the development of effective continuity programs that support the organization’s continuity
mission. The MYSPMP serves as a roadmap for organizations to ensure that continuous
activities and resources are acquired to sustain the program and support continuous improvement
efforts.
Organization leaders must apply sufficient resources to support continuity program requirements
and the program objectives must:
1. Ensure the organization can sustain essential functions throughout any emergency;
2. Reduce loss of life and mitigate threats to property;
3. Incorporate risk management principles across the program, including identification andassessment of potential threats and hazards and their associated impacts; acceptable risk
determination; and identification of required mitigation resources;
A-1

FCD-1

4. Establish statutory orders of succession and delegations of authority to ensure sequential
assumption of legal authorities and responsibilities by holders of other specified positions
within the organization;
5. Reduce or mitigate operational disruptions;
6. Identify, maintain, and operate alternate locations from which organizations can performessential functions;
7. Protect personnel, alternate locations, equipment, records, and other assets critical to theperformance of essential functions;
8. Provide for timely and orderly recovery and reconstitution;
9. Dedicate the resources required to sustain essential functions; and,10. Establish a realistic and challenging test, training, and exercise program to verify
continuity capabilities.
Risk analysis encapsulates information on what may go wrong (risk assessment) and on what canbe done to lessen the occurrence of certain threats/hazards or mitigate their consequences (riskmanagement). Risk management is a comprehensive process that requires organizations to
identify, analyze, assess, and prioritize risk. Organizations may then accept the risk or apply
resources to mitigate or control its impacts. The key to an effective risk management program isunderstanding potential risks and the organization’s relation to those risks. Organizations
conduct and document a risk assessment of all MEFs by completing a Business Impact Analysis(BIA) for all threats and hazards, and all capabilities associated with the continuance of essentialfunctions at least every two years. FCD-2, Federal Executive Branch Mission Essential
Function and Candidate Primary Mission Essential Function Identification and Submission
Process, contains additional guidance and direction on BIAs and supplemental information may
further assist in risk analysis.
REQUIREMENTS AND CRITERIA FOR PROGRAM MANAGEMENT, PLANS, AND
PROCEDURES:
1. Continuity programs must address all elements of continuity: program management,
plans, and procedures; essential functions; orders of succession; delegations of authority;communications and information systems; essential records management; alternate
locations; human resources; devolution; reconstitution; test, training, and exercises; and,the four phases of continuity: (1) readiness and preparedness, (2) activation, (3)continuity operations, and (4) reconstitution. They must also address the requirements
associated with each element contained in this FCD. These elements include:a. A continuity plan approved and signed by the Organization Head, such as the
Secretary, Director, Administrator, or designee.
b. A review of the organization’s continuity plan annually and updated as required.
The date of the review and the names of personnel conducting the review must berecorded.
c. Implementation of a process for determining an organization’s readiness postureand continuity decision-making protocols to increase readiness. Organizations

A-2

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must establish internal procedures for executing changes to the Continuity ofGovernment Readiness Conditions (COGCON), as appropriate.
d. Implementation of a process or methodology that ensures the implementation of acontinuity plan including a decision matrix for activation with warning andwithout warning during duty and non-duty hours.
e. Implementation of a process or methodology to ensure operations can besustained for a minimum of 30 days following a catastrophic emergency or until
normal operations are resumed. This includes planning for the challenges posedby continuity events that extend past 30 days.
f. Establishment and maintenance of appropriate relocation procedures andinstructions for Emergency Relocation Group (ERG) and Devolution Emergency
Response Group (DERG) members to support continuity and devolution atalternate locations.
a. Detail processes and procedures for activating alternate locations.
b. Detail the transition of responsibilities to the deployed ERG and DERG.
2. Continuity plans require a process for attaining capabilities at alternate locations as soon
as possible but no later than 12 hours following the activation of continuity plans for
D/As with MEFs and must be continuously performed for D/As with PMEFs. Such plans
must include:a. Triggers for plan activation.
b. A process for attaining and reporting D/A operational capability reflecting thestatus of headquarters and other facilities, such as regional or field offices, where
PMEFs and MEF are performed.
3. Conduct and document a comprehensive risk assessment that considers all continuity
capabilities and operations associated with program plans and procedures to include
budgeting and acquisition; orders of succession; delegations of authority; primary andalternate locations; continuity communications; essential records; human resources; test,
training, and exercise; devolution; reconstitution; and continuity operations andimplementation. All risk assessments and related risk management activities must
include:a. Identification of potential known risks and the likelihood of their occurrence;b. Assessment of the vulnerability of the organization’s continuity capabilities andoperations to identified threats and hazards;c. Assessment of the potential impact caused by identified threats and hazards;
d. Determination of appropriate mitigation and countermeasures.
e. A cost-benefit analysis of risk mitigation, management, and control measures;
f. A plan to implement mitigation, management, or control measures duringcatastrophic emergencies, to include during a pandemic; and,A-3

FCD-1g. Signature of Acknowledgement by the Continuity Manager, Continuity
Coordinator, or by an organization’s senior executive.
4. Create a MYSPMP that provides for the development, maintenance, and annual review ofcontinuity capabilities including at a minimum:
a. Short- and long-term planning goals and objectives;b. Potential program implementation issues, concerns, and obstacles and a strategy
to address each; andc. Planning, training, and exercise milestones and activities.
5. Fund requirements of the continuity program at all levels including regional, field, andsatellite offices, including, at a minimum:a. Identify resources -- equipment, supplies, and personnel --necessary to sustain
operations at alternate locations for a minimum of 30 days or until normal
operations are resumed;b. Establish procedures for emergency procurement of equipment, supplies, services,and personnel to support continuity operations;c. Integrate continuity requirements into existing and future contracts andMemoranda of Understanding/Memoranda of Agreements (MOUs/MOAs) as
applicable to ensure the continuation of essential functions during a continuity
event for a minimum of 30 days or until normal operations are resumed; and,d. Integrate continuity programs into strategic plan objectives, performance metrics,
and funding.
6. Non-HQ organization entities including subcomponent, regional, and field offices, must
submit the following documentation to their organization HQ annually to provide
visibility on continuity efforts at all levels of the organization:a. Certification that the component/office maintains a continuity plan and the date ofsignature. Organizations may use regional or overarching continuity/devolutionplans that integrate the continuity capabilities of multiple subordinate
organizations; and,b. Certification that the component/office participates in an annual exercise thatincorporates the deliberate and preplanned movement of continuity personnel toan alternate location and the date of last exercise.
7. Organization HQ must track component’s continuity plans and continuity exercise statusannually.
8. Organization HQ must submit monthly continuity readiness status information via RRS
no later than the 25th of each month, unless otherwise indicated by FEMA NCP. If the25th falls on a holiday or weekend, the report must be submitted the previous business
day.

A-4

FCD-1ANNEX B: ESSENTIAL FUNCTIONS
The identification and prioritization of essential functions and critical assets provide thefoundation of continuity planning. Continuity planning provides the framework that accounts for
all continuity capabilities required in the performance of essential functions. Essential functions
are critical activities used to identify key assets, supporting tasks, and resources that must be
included in an organization’s continuity planning process. Establishing priorities and allocating
resources based on Business Process Analyses (BPAs) and BIAs ensures delivery of essentialfunctions and serves as a mechanism for resuming functions should resources become available.
FCD-2, Federal Executive Branch Mission Essential Function and Candidate Primary Mission
Essential Function Identification and Submission Process, provides detailed guidance to assist
with the identification, prioritization, and resourcing of essential functions.
Government functions are the collective functions of the Executive Office of the President and
D/As as defined by statute, regulation, presidential directive, or other legal authority and thefunctions of the legislative branch and judicial branch. Essential functions are subsets of those
government functions categorized as Mission Essential Functions (MEFs), Primary Mission
Essential Functions (PMEFs), and National Essential Functions (NEFs).
1. MEFs are the essential functions directly related to accomplishing the organization’s
mission as set forth in statutory or executive charter. Generally, MEFs are unique to eachorganization.
2. PMEFs are those mission essential functions that must be continuously performed tosupport or implement the uninterrupted performance of NEFs.
3. NEFs are select functions that are necessary to lead and sustain the Nation during acatastrophic emergency and, therefore, must be supported through COOP, COG, andECG capabilities.
Essential supporting activities (ESAs) are functions that support performance of MEFs but do
not reach the threshold of MEFs or PMEFs. ESAs are important facilitating activities performedby most organizations (e.g., providing a secure workplace, ensuring computer systems areoperating); however, the sole performance of ESAs does not directly accomplish anorganization’s mission.
REQUIREMENTS AND CRITERIA FOR ESSENTIAL FUNCTIONS:
1. Review essential functions and BPAs biennially. The review must:a. Incorporate any identified changes generated by new programs, functions, or bychanges to existing programs or functions;b. Reflect the date of the review and names of personnel conducting the review; and,c. Be submitted to the Interagency Board, through FEMA, for approval, as
requested, for PMEF submissions.
2. Using the methodology outlined in FCD-2, organizations must identify, prioritize, anddocument essential functions in the continuity plan. These activities include:a. A review of functions to determine those directed by applicable laws, presidential
directives, executive orders, and other policies or directives;

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FCD-1b. Identification of essential functions that directly support an essential function
performed by another organization including when and where support is provided;c. Determination of essential functions that need to be continued, uninterrupted, or
resumed as soon as possible but not later than 12 hours for up to a minimum of 30days following a change in normal operations; andd. Plans and procedures to ensure access to critical communications and information
systems necessary to support sustainment of essential functions.
3. Conduct a BPA to identify and document all elements necessary to perform essentialfunctions. The BPA must:a. Identify and map the functional processes, workflows, activities, resources,
personnel expertise, supplies, equipment, infrastructure, systems, data, andalternate locations inherent to the execution of each essential function; and,b. Be validated and approved by the department or agency head (or designee).

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FCD-1ANNEX C: ORDERS OF SUCCESSION
Succession establishes the formal, sequential assumption of a position’s authorities andresponsibilities, to the extent not otherwise limited by the law, by the holder of another specified
position identified in executive order or other presidential directive or in statute, or by relevant
D/A policy or regulation if there is no applicable executive order or other presidential directive
or statute, in the event of a vacancy in office or a position holder dies, resigns, or is otherwise
unable to perform the functions and duties of the pertinent position.
Orders of succession are formal and sequential listings of positions (rather than specific names ofindividuals) that identify who is authorized to assume a particular leadership or management role
under specific circumstances. By including geographically dispersed leaders at regional, field, orsatellite offices in orders of succession, organizations may leverage the advantages ofgeographical dispersion to ensure roles and responsibilities are effectively transferred duringcatastrophic emergencies.
In some cases, organizations may have the latitude to develop orders of succession as they deem
appropriate, while in other cases succession is prescribed by statute, order, or directive.
In particular, it is critical that organizations comply with the Vacancies Reform Act of 1998, as
amended (VRA) (5 U.S.C. §§ 3345-3349d). The VRA prescribes conditions regarding thefilling of Federal vacancies to authorize the President, if an appointed officer of an executive
agency (defined to include the Executive Office of the President and exclude the U.S.
Government Accountability Office) “dies, resigns, or is otherwise unable to perform office
functions, to direct a person who serves in an office for which appointment is required toperform such functions temporarily in an acting capacity, subject to specified time limitations.”
Although the focus of the VRA is to limit the duration of acting officials in senior positions of
the Executive Branch, it also influences orders of succession. As such, the VRA frequently
comes into play in continuity events.
Orders of succession should be reviewed by the organization’s General Counsel or equivalent toensure legal sufficiency. The General Counsel can also address legal issues related to rules andprocedures delegated officials must follow regarding succession; conditions under which
succession should occur; the method of notification; and any circumstantial, geographic, ororganizational limits. Organizations and subcomponents must establish and document, inwriting, orders of succession in advance of a continuity event and, in accordance with applicablelaws, to ensure there is an orderly and predefined transition of leadership during any change innormal operations. Orders of succession include but are not limited to administrators, directors,
regional or field directors, and key managers. Organizations must revise orders of succession asnecessary and distribute the revisions promptly to all organization leadership and Continuity
Coordinators and Managers.
Organizations must include orders of succession in their essential records and ensure they areavailable at all alternate locations.
REQUIREMENTS AND CRITERIA FOR ORDERS OF SUCCESSION:
1. Organizations must establish an order of succession to ensure a designated official isavailable to serve as acting Organization Head until an official is appointed by the

C-1

FCD-1President or other appropriate authority, replaced by the permanently appointed official,or otherwise relieved of the duty of serving as the acting Organization Head.
2. These orders of succession must comply with the Vacancies Reform Act of 1998, as
amended (5 U.S.C. §§ 3345-3349d).
3. Within each order of succession, organizations must include a minimum of threepositions (rather than names) permitted to succeed to the identified leadership position.
4. Orders of succession must outline a process and criteria to activate procedures fortransition of successors.
5. Procedures must be established for notifying appropriate personnel when succession is
implemented.
6. Heads of Category I and II HQ organizations, as identified in PPD-40, must include atleast one individual in their orders of succession who is geographically dispersed fromthe Organization Head and other individuals within the order of succession. Orders ofsuccession must include an individual who is geographically dispersed in all category HQand non-HQ orders of succession, where feasible.
7. The development and revision of orders of succession must be coordinated with GeneralCounsel to ensure legal sufficiency.

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FCD-1ANNEX D: DELEGATIONS OF AUTHORITY
Delegations of authority ensure the orderly and predetermined transition of responsibilities
within an organization during a continuity activation and are closely tied to succession. A
written delegation of authority provides successors with the legal authorization to act on behalfof the Organization Head or other officials for specified purposes and to carry out specific duties.
Delegations of authority will generally specify a particular function that an individual isauthorized to perform and includes restrictions and limitations associated with the authority.
Delegations of authority are an essential part of an organization’s continuity program and shouldhave sufficient breadth to ensure the organization can perform its essential functions andcontinuity operations.
Organizations should identify the individuals to whom authorities are delegated by position title
and not by name. Delegations of authority are frequently tied to specific positions, but since
many delegations require specific training, qualifications, and certification, organizations mustalso associate some delegations of authority with specific individuals (e.g., delegations forcommitting funds, contracting, technical direction, and classification authority). Delegations ofauthority outline conditions under which delegated authority takes effect and the termination
process for when authorities are reestablished. Organizations must include written delegations ofauthority as an essential record and ensure they are available at all alternate locations.
REQUIREMENTS AND CRITERIA FOR DELEGATIONS OF AUTHORITY:
1. In accordance with applicable laws, organizations and subcomponents shall establish anddocument, in writing, the legal authority for the position of the Organization Head andother key positions. This document should provide detail for officials to make key
decisions during a continuity event to include:a. Outlining explicitly the authority, including any exceptions to that authority, of an
official so designated to exercise organizational direction;b. Delineating the limits of authority and accountability;c. Outlining the authority of officials to re-delegate functions and activities, as
appropriate;d. Defining the circumstances under which delegation of authorities would takeeffect and would be terminated; and,e. Incorporating the conditions under which delegations would take place; themethod of notification; the duration the delegations may last; conditions when thedelegations may be terminated; and, any temporal, geographical, or organizational
limitations to the authorities granted by the orders of succession or delegations ofauthorities, including the ability to re-delegate authorities.
2. Inform those officials listed within the delegations of authority in writing who might be
expected to assume authorities in a continuity activation.
3. Establish procedures for notifying appropriate personnel upon implementation of thedelegation of authority.

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FCD-1

4. The development and revision of delegations of authority must be coordinated with
General Counsel to ensure legal sufficiency.

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FCD-1ANNEX E: COMMUNICATIONS AND INFORMATIONSYSTEMSThe success of continuity programs is dependent on the availability of and access tocommunications and information systems with sufficient resilience and contingencies necessary
to perform essential functions at primary and alternate locations. These systems must support
connectivity among key government leadership, internal elements, other organizations, and the
public under all conditions and must be interoperable with essential functions partners and may
include the communication of sensitive and/or classified information.
An important area of planning for this capability includes those programs, generally led by Chief
Information Officers, that ensure compliance with Federal Information Security Management
Act (FISMA) information security requirements and leverage publications including the U.S.
Department of Commerce National Institute of Standards and Technology (NIST) Special
Publications 800-34, Rev. 1, Contingency Planning Guide for Federal Information Systems and800-53, Rev. 4, Security and Privacy Controls for Federal Information Systems andOrganizations to inform the standards and measures for system evaluations. This contingency
planning is often unique to each system, providing preventive measures, recovery strategies, andtechnical considerations appropriate to the system’s information confidentiality, integrity, andavailability requirements and the system impact level. Per FISMA, organizations must provide
information security for the information and information systems that support the organization’s
operations and assets including those provided or managed by another organization, contractor,
or other source. These programs and processes directly support the resilience of anorganization’s essential functions.
Organization Continuity Managers should ensure that essential function continuity planning is
integrated into and informs communications and information systems contingency and resilienceplanning efforts. Risk acceptance levels and/or mitigation strategies must be reconciled withuser requirements and integrated into the overall plan for the continuance of the essentialfunction(s) the system enables. In addition, Continuity Managers are responsible for ensuringthat the requirements of Office of Science and Technology Policy (OSTP) Directives relating tominimum requirements for national leadership communications are integrated withorganizational programs to ensure that the national leadership is able to interoperate andcommunicate with those performing essential functions as appropriate.
REQUIREMENTS AND CRITERIA FOR COMMUNICATIONS AND INFORMATIONSYSTEMS:The following are requirements for the performance of essential functions complement those of
OSTP Directives pertaining to executive branch senior leadership and continuity personnel:
1. Provide relevant organization sites and designated continuity personnel with dedicatedaccess to the required minimum communications capabilities in accordance with OSTP
directives, to include:a. Ensuring communications capabilities are adequately maintained and that
continuity personnel are properly trained in their use;

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FCD-1b. Possessing communications capabilities that support the organization’s seniorleadership while they are in transit to alternate locations; and,c. Planning accordingly for essential functions that require uninterrupted
communications and information technology support.
2. Organizations sharing an alternate location and communications capabilities with otherorganizations have a signed agreement with the system owner to ensure each has
adequate access to communications resources.
3. Ensure risk assessments are conducted on all primary and alternate communications andinformation systems involved in the performance of essential functions, including
associated supply chains and facilities such as data processing centers using all-source
intelligence and other applicable data and coordinated with Business Impact Analyses(BIAs) for each MEF.
4. Coordinate and integrate Communications and information system-specific planning
efforts such as disaster recovery plans and Information System Contingency Plans(ISCPs) with appropriate organizational entities.
a. System service levels, including maximum allowable downtime and data back-up
frequency requirements are coordinated and agreed upon with system owners andreflected in the organization’s continuity planning products such as the Continuity
Plan and MEF BPA, disaster recovery plans, and service level agreements
5. Activate Wireless Priority Service (WPS) on cellular phones issued to all personnel who
perform MEFs and/or other continuity team personnel.
6. Government Emergency Telecommunications Service (GETS) cards:
a. Pre-position at least one GETS card for emergency use at all primary andcontinuity facility locations; and,b. Issue GETS cards to all continuity team personnel.
7. Ensure primary and alternate locations involved in the performance of MEFs and/or othersites designated by the D/A are enrolled in the Telecommunications Service Priority
Restoration Program.
8. Annually review organizational and national continuity communications plans (asappropriate) for accuracy to ensure they are fully capable of supporting essentialfunctions and document the date of review and the names of personnel conducting thereview.

E-2

FCD-1ANNEX F: ESSENTIAL RECORDS MANAGEMENT
Essential records, are those records an organization needs to meet operational responsibilities
under national security emergencies or other emergency conditions (emergency operatingrecords) or to protect the legal and financial rights of the government and those affected bygovernment activities (legal and financial rights records). Essential records were previously
referred to as vital records.
In addition to originals or copies of essential records – regardless of their format – organizations
must also consider the protection and use of complementary information systems, technology,
applications, infrastructure and references, needed to support the continued performance ofessential functions and continuity operations during an activation. The identification, protection,
and availability of electronic and hardcopy essential records and electronic information systems
needed to support essential functions during all-hazards emergencies are critical elements of a
successful continuity plan and program.
Organizations must also protect information that is needed for the resumption of normal
operations for reconstitution. Each organization has different functional responsibilities andbusiness needs. An organization decides which records are essential to its operations and thenassigns responsibility for maintaining current copies of those records to the appropriate
personnel. Organizations should have multiple copies of their essential records in several
locations stored on redundant media and in virtual storage environments.
Categories of essential records include the following:
1. Emergency Operating Records: Records and electronic information systems essential tothe continued functioning or the reconstitution of an organization during and after acontinuity activation. Examples of these types of records are emergency plans anddirectives, orders of succession, delegations of authority, staffing assignments, andrelated policy or procedural records. These records provide an organization’s continuity
personnel with the guidance they need to continue and resume normal operations.
2. Legal and Financial Rights Records: Records that are critical to carrying out anorganization’s essential legal and financial functions vital to the protection of the legal
and financial rights of individuals who are directly affected by that organization’s
activities. These records include those with such value that their loss would significantly
impair the execution of essential functions to the detriment of the legal or financial rights
and entitlements of the organization and the affected individual(s). Examples of theserecords are: accounts receivable files; contracting and acquisition files; official personnel
records; Social Security, payroll, retirement, and insurance records; and property
management and inventory records. Legal and financial rights records considered criticalfor continued performance of essential functions and continuity operations should be
included in emergency operating records and accessible at the appropriate continuity
facility.
National Archives and Records Administration (NARA) provides information on essential (orvital) records regulations and recommended practices for the development and implementationof federal records disaster mitigation and records recovery programs. Federal agencies may find
NARA’s self-evaluation guide, available at https://www.archives.gov/records-mgmt/vital-

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FCD-1

records/appendix-e.html, useful in evaluating their records management procedures for essential
records.
REQUIREMENTS AND CRITERIA FOR ESSENTIAL RECORDS MANAGEMENT:
1. An official essential records program must:a. Identify and protect those records that specify how an organization will operate inan emergency or disaster including appropriate policies, authorities, andprocedures,
b. Identify and protect those records needed to protect the legal and financial rightsof the government and citizens;c. Identify and protect those records necessary to the organization’s continuity
operations including performance of essential functions and reconstitution of
normal operations; and,d. Include the written designation of an Essential Records Manager and theassignment of responsibilities to specifically designated staff.
2. Ensure continuity personnel have appropriate access at alternate locations to required
media (e.g., paper, photographic film, microform, and/or electronic forms), equipment,
and instructions for retrieval of essential records including, but not limited to, records
stored in cloud-based applications and accessed via the Internet or a Virtual Private
Network.
3. Conduct an essential records risk assessment at least annually in order to:a. Identify the risks associated with retaining essential records in their current
locations and determine the difficulty of reconstituting the records if destroyed;
b. Identify off-site storage locations and requirements;c. Ensure all appropriate storage methods and formats are used; and,d. Determine requirements to provide alternate storage locations for duplicate
records to guarantee the ready availability of essential records under all conditions
and address the capture and protection of work-in-progress essential information.
4. Based on risk assessment results, organizations must implement needed protections foressential records to include dispersing those records to other organization locations or
storing those records off-site or electronically in an automated system. When
determining and selecting protection methods, it is important to take into account the
special equipment, hardware, software, and access rights or permissions needed for eachtype of storage system or media.
5. Develop and maintain an essential records plan and include a copy of the plan at thealternate sites. An essential records packet is an electronic or hardcopy compilation of
key information, instructions, and supporting documentation needed to access essential
records in an emergency situation. Packets should be updated or cycled on the sameschedule as all other essential information so that they remain current.
6. An essential records packet must include:

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FCD-1a. An electronic and/or hardcopy list of continuity personnel with up-to-date
telephone numbers;b. An inventory of essential records with the precise locations of essential records;
c. Necessary access mechanisms (e.g., keys, access readers);
d. Alternate location information;e. Access requirements and lists of sources of equipment necessary to access therecords (e.g., hardware and software, microform/microfilm readers, internet
access, dedicated telephone lines);
f. Lists of records recovery experts and vendors.
g. A copy of the organization’s continuity plans.
7. Annually review the organization’s essential records program to address new security
issues, identify problem areas, and update information to ensure the latest versions areavailable. This review should also identify any missing essential records.
a. Incorporate into the program additional essential records generated by program,function, or organizational change to existing programs or functions;b. Remove records from the essential records inventory and storage locations whensuperseded or are no longer applicable according to the records retention scheduleor the NARA issued General Records Schedule (GSR 4.1); and,c. Document the date of the review and the names of personnel conducting thereview.

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FCD-1ANNEX G: ALTERNATE LOCATIONS
Alternate locations refer to alternate sites where essential functions are continued or resumed,
and where organizational command and control of essential functions occurs during acatastrophic emergency. An alternate location is a facility sufficiently distanced from theprimary facility, within the same region, that is used to conduct continuity operations and isstaffed by deployed ERG members. A devolution location is a facility outside the region of the
primary facility that is used to conduct continuity operations and is staffed by the DERG. All
category I and II HQ organizations, and organization components that perform MEFs and
PMEFs must have a physical alternate site(s) and a physical devolution site(s) that support
continuity and devolution operations. Telework may be used to augment continuity, but due toits voluntary nature and potential risks of communications outages, should not be relied upon as
an organization’s primary continuity option.
Organizations should consider locations that are not uniquely susceptible to risks associated withnatural disasters and select facilities in locations that provide the continuity facilities with power,
telecommunication services, and Internet access separate from those grids that provide theirservices to the primary facility, whenever possible. Organizations should work to identify
alternate locations that would not be affected by the same catastrophic event or emergency which
is driving operations away from the primary location. Selection should be based upon thegeneral principle of proximity away from the organization’s primary location of operation.
Alternate usage of existing facilities and telework options enhance the organization’s resilienceand continuity capacity.
Organizations should consider maintaining multiple sites that could be used based upon varying
degrees of risk and severity of threat. For example, an organization may select an alternate site
in the immediate geographic location as its primary location of operation for use in the event of aburst pipe or fire occurring in the main building. Organizations must also maintain alternate sites
located further away for use in situations causing a higher degree of damage and reducing theability to operate locally (e.g., flood, earthquake). Ultimately, the Organization Head is
responsible for deciding which alternate locations will be used to ensure continued execution of
the organization’s MEFs and PMEFs.
There is a direct relationship between an organization’s COOP plan and telework. The two
programs share the basic objective of performing and maintaining an organization’s functions
from an alternative location. Telework can assist the sustainment of essential functions during achange to the normal operating status such as a pandemic or a flood that causes a partial building
closure. However, telework may not be a viable strategy for continuing essential functions
during all events (e.g., cyber events, mass power outage). If an organization plans to utilize
telework to continue essential functions, this must be documented in its continuity plan.
Organizations should work with their human resources offices and Telework Managing Officer
while leveraging continuity personnel to support continuity operations in a teleworkenvironment.
When using telework as a strategy to support essential functions during a continuity event,organizations must identify which functions can be conducted via telework, including evaluating
the use of telework for supporting extended continuity operations and use by non-ERG
personnel. Organizations must adhere to OPM and internal policy and guidance governing theuse of telework, provide protection of information and information systems during telework

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FCD-1

activities according to government standards, and provide access to essential records, databases,
and the robust communications necessary to sustain an organization’s essential functions attelework locations. Organizations should coordinate with their Chief Information Officer to
identify equipment and technical support requirements for personnel identified as teleworkcapable.
All Category I and II HQ organizations and components that perform MEFs that directly support
PMEFs must continue essential functions from an alternate location; telework is not to be used asa primary alternate facility but as a tool to accommodate an organization’s continuity strategy for
those essential functions and supporting tasks authorized for telework. When identifying andpreparing continuity facilities for operation, organizations should maximize the use of existing
infrastructure, and should leverage technology to enhance the effectiveness of continuity
programs through the use of telework, mobile work, and joint or shared facilities.
1. Continuity facilities are classified in the following three ways:a. Hot site: Hot sites are locations that operate 24 hours a day with fully operational
equipment and capacity to immediately assume operations upon loss of the primary
facility. A hot continuity facility requires on-site telecommunications, information,
infrastructure, equipment, back-up data repositories, and personnel required to sustain
essential functions.
b. Warm site: Locations that have a minimum acceptable level of infrastructure inplace, and also possess the IT and telecommunications equipment to become
operational as soon as possible, but not later than 12 hours after continuity activation.
In order to become active, a warm facility requires additional personnel, equipment,
supplies, software, or customization. Warm sites generally possess the resources
necessary to sustain critical mission/business processes, but lack the capacity toactivate all systems or components.
c. Cold site: Facilities that are neither staffed nor operational on a daily basis.
Telecommunications, IT equipment, and other infrastructure is typically present at thelocation, however teams of specialized personnel must be deployed to activate thesystems before the site can become operational. Basic infrastructure andenvironmental controls are present (e.g., electrical and heating, ventilation and air
conditioning systems), yet systems are not continuously active.
2. Organizations may make use of existing space for alternate locations including:a. Remote/offsite training facilities: These sites include training centers located near anorganization’s primary facility, but with sufficient distance to afford geographicaldispersion.
b. Regional or field offices: Regional or field offices may serve as suitable alternate
locations for HQ operations.
c. Remote HQ operations: HQ operations that occupy geographically dispersed offices
may designate one or more of these locations as an alternate location.
d. Co-location: An organization may relocate to another organization’s facilities. The
relocating organization might occupy available space in the receiving organization’s
HQ, training facilities, or field offices. Co-location is often coordinated via

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FCD-1

reciprocal agreements in which each organization agrees to host the other in acontingency that may affect only one of the organizations.
e. Space procured and maintained by the U.S. General Services Administration (GSA):
An organization may enlist the assistance of GSA to acquire, equip, and sustain
privately and/or federally owned and leased space to accommodate continuity
requirements.
f. Space procured and maintained by another organization: Some organizations otherthan GSA offer space procurement services for use by organizations who require analternate location.
g. Joint-use continuity facilities: Several organizations may pool resources to acquire ajoint continuity facility to be used as their alternate location. Organizations use careto avoid over-commitment of joint-use facilities during continuity activations.
Additionally it is imperative that each organization have designated resources injoint-use facilities.
h. Alternate use of existing facilities: In certain types of continuity activations,organizations may use a combination of existing facilities and strategies, such associal distancing, to support continuity operations.
In order to assist in the scoping of U.S. Federal Government continuity plans and programs, PPD-40
requires Federal D/As to internally identify and document the locations of continuity facilities via thecompletion and submission of GSA Standard Form (SF) 336, GSA Alternate Facility Reporting Form.
a. D/As with access to classified systems must register and annually submit their completed
forms via https://gsapergamum.gold.ic.gov.
b. D/As may access this form via the internet at http://www.gsa.gov/forms, and may submit
their unclassified information annually via fax to 817-207-6314 or 312-353-9307.
c. Organizations are required to review and re-submit their SF-336 to GSA annually.
d. Organizations must submit preliminary site documentation by using the SF-336 to gain
approval before committing resources. The SF-336 shall be submitted at least 30 days
prior to the formal commitment or contract to occupy the facility.
e. In the event an organization no longer requires a facility currently in use, they must notify
GSA 30 days prior to vacating the site by submitting an updated SF-336.
Organizations may contact GSA’s Office of Mission Assurance at 202-219-0338 for further instructions.
REQUIREMENTS AND CRITERIA FOR ALTERNATE LOCATIONS:
1. Organizations must perform the following actions (at a minimum) to support deployment
of ERGs and DERGs:
a. Establish and maintain alternation locations for relocation during disruptions tonormal operations.
b. Review alternate locations for suitability and functionality at least annually,
validate continuity requirements, and document the date and names of personnel
conducting the review/validation.

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FCD-1c. Establish and implement procedures for the orientation, processing, and receptionof continuity personnel.
d. Coordinate with site facility managers to ensure availability of space and services.
2. Alternate locations that are neither owned nor leased, must have a current, signed
MOA/MOU with the owner or occupant of the facility, and must review the MOA/MOU
annually, or following leadership changes. At a minimum, MOAs/MOUs must specify:
a. The maximum time required for notification of the owner/occupant to have thefacility configured for occupancy.
b. Details of the space and services to be provided at the facility.
c. Access control procedures to the allocated space during occupancy.
d. The dates and names of personnel conducting the review.
3. Organizations must ensure the following capabilities exist at alternate locations prior toactivation, or become available as soon as possible but not later than 12 hours after
activation:a. The capability to ensure performance of essential functions with minimal
disruption of operations, for a minimum of 30 days or until normal operations are
resumed.
b. Replication of essential capabilities by providing systems and configurations thatare used in daily activities.
c. Capability to access and use essential records necessary to conduct continuity
operations.
d. Interoperable communications, including secure communications if appropriate,with all identified internal and external stakeholders.
e. Computer equipment, software, information systems, and other automated dataprocessing equipment necessary to conduct continuity operations. Information
technology systems must be current.
f. The availability of essential resources such as food, water, fuel, medical andmunicipal services to ensure the health, safety, and security of the facility andpersonnel.
g. Emergency/back-up power capability in the event the primary power source isdisrupted.
h. Lodging to support deployed continuity personnel at or near the facility. Options
include billeting within the facility, private or commercial facilities (e.g., hotels,
motels) and/or use of employee residences if within commuting distance.
i. A transportation support plan that details transportation to, from, and at thephysical alternate location for ERG members.
j. Sufficient levels of physical and information security to protect against all threats,
as identified in the facility’s risk assessment and physical security surveys. This

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FCD-1includes sufficient personnel to provide perimeter, access, and internal security, as
required by organizational policy.
4. Organizations must assess each activity, task, or responsibility associated with continuity
operations to determine if it is capable of being performed via telework or whether it
must be performed, in part or in whole, at an alternate location. This includes:a. Supporting functions or capabilities necessary to ensure the continued
performance of essential functions;b. Ensuring continuance of a viable continuity capability in the event that telework is
not a viable option (e.g., significant power and/or telecommunications
infrastructure degradation); and,c. Identifying employees who are unable to perform designated functions throughtelework and are therefore required to be onsite to perform continuity operations;the organization must classify the associated risk exposure level of theposition/job to an infectious biological incident. Organizations must notify these
employees in advance of a continuity event that they are expected to work onsite
during an infectious biological incident and provide appropriate or necessary
administrative controls, training, and/or personal protective equipment.
5. Organizations must establish and maintain plans, policies, and procedures for telework as
part of the organization’s continuity strategy. This includes:a. Coordinating with the organization’s designated Telework Managing Officer
when developing and integrating telework considerations into the organization’s
continuity plan; and,b. Notifying continuity personnel that they are filling positions identified as
telework-capable.
6. Organizations must comply with GSA’s requirement for completion and submission of
the SF-336, GSA Alternate Facility Reporting Form.
a. Initial submission of SF-336 to GSA.
b. Annual review and or/resubmission of SF-336 to GSA.

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FCD-1ANNEX H: HUMAN RESOURCES
An organization’s personnel are its most valuable resource. Choosing the right personnel to staff
an organization’s continuity team is critical. Continuity team personnel include executive andsenior leadership, staff with the technical expertise, and those that perform, conduct, or support
continuity operations and essential functions. The ERG is comprised of primary and alternate
staff who relocate during a continuity event, while the DERG is comprised of alternate
individuals geographically dispersed from the primary site. Both groups perform, or ensure theperformance of, the organization’s essential functions and other continuity operations.
Organizations are also responsible for utilizing and supporting non-continuity personnel who
may be affected by a continuity activation. Organizations should address expectations for noncontinuity personnel in continuity plans and/or procedures as well as in emergency plans such as
an Occupant Emergency Plan (OEP). Personnel accountability is a critical capability for allorganizations. Organizations must have the means and process in place to contact and accountfor employees and they must communicate this process to all employees.
Each Organization Head, or designee, has the authority and responsibility to identify anddesignate those personnel that he/she determines to be critical to the organization’s operations in
any change in normal operating status, such as a continuity activation, OEP activation, or closure
procedures that prevents employees from reporting to their normal operating facility.
Organizations must facilitate dialogue among their respective head of Human Resources,
Telework Managing Officer, and Continuity Manager when developing continuity plans andprograms. Such topics that should be addressed include the designation of employees who are
deemed critical and who must report to the continuity facility, the designation of employees who
are telework-capable to support continuity operations, and those employees that will be excusedfrom duty due to the emergency situation (i.e., those that have not been designated as critical
employees).
REQUIREMENTS AND CRITERIA FOR HUMAN RESOURCES:
1. Develop and implement processes to identify, document, and prepare continuity personnel
to conduct or support continuity operations.
a. Clearly define the expectations, roles, and responsibilities of continuity personnel.
b. Inform continuity personnel and alternates in writing of their continuity roles andresponsibilities. Organizations must also obtain a signed acceptance of these roles
and responsibilities. See the sample memorandum on page H-4, “Appointment as
an Emergency Relocation Group (ERG) Member.”c. Maintain a roster of trained personnel capable of performing continuity
operations. The roster should include not only primary personnel but also
alternates or back-up personnel in sufficient quantity. Rosters must be updated
periodically and include, at a minimum, names and office and government-issued
cell telephone numbers.
d. If bargaining unit employees are included as continuity personnel, organizations
must ensure that all applicable collective bargaining obligations are satisfied.

H-1

FCD-1

2. Provide guidance to continuity personnel on individual preparedness measures they shouldtake to ensure response to a continuity activation.
a. Recommend the content and maintenance of drive-away kits for deploying
continuity personnel.
b. Provide guidance to all staff in preparing, planning, and staying informed during
an emergency, including procuring an emergency supply kit, making a family
emergency plan, and being informed about the different types of emergencies that
could occur and their appropriate responses.
3. Develop a strategy and plan for utilizing and supporting non-continuity personnel duringcontinuity activations.
a. Organizations must provide the ability to communicate with and coordinate
activities with non-continuity personnel.
b. Provide guidance on roles and responsibilities of non-continuity personnel.
Organizations must communicate how, and the extent to which, non-continuity
personnel are expected to remain in contact with their organizations.
4. Work with the Human Resources Office to develop and promulgate processes orprocedures on how the organization will account for personnel in the affected area during
a continuity event.
a. Continuity team personnel must be accounted for no later than 12 hours after
activation.
b. All employees within the affected area must be accounted for within five days
after activation of an organization’s continuity plan.
5. Implement a process to communicate the organization’s operating status to all staff andstakeholders (e.g., 1-800-hotline, website, radio or TV broadcast, email).
a. Implement a process to contact all staff, including contractors, in the event of an
emergency in the affected area.
b. Establish procedures and provide the ability to communicate and coordinate
activities with all personnel, continuity facilities and support teams, entities theaffected organization interacts with (other organizations, customers, andstakeholders) before, during, and after a continuity event, including alerts andnotification.
c. Communicate how, and the extent to which, employees are expected to remain incontact with their organizations during any emergency situation.
6. Develop and implement a process to communicate guidance on pay, leave, staffing, andother human resources flexibilities to all staff.

H-2

FCD-1a. Provide information or reference provisions and procedures to assist disastersurvivors regarding special human resources concerns following a continuity
event.
b. Establish and maintain procedures to provide guidance to non-continuity
personnel.
c. Coordinate in advance with labor unions in developing and bargaining over suchprocedures where bargaining unit employees are impacted.

H-3

FCD-1

SAMPLE MEMORANDUM
MEMORANDUM FOR: (NAME OF ERG MEMBER)
FROM:(SUPERVISOR NAME, OFFICE)SUBJECT:

Appointment as an Emergency Relocation Group Member

You have been identified as critical to agency operations in an emergency situation. You are
hereby appointed as an Emergency Relocation Group (ERG) member for (OFFICE NAME).
ERG members are select personnel assigned to perform essential functions when such functions
can no longer be supported from the (PRIMARY/OTHER) facility due to a local, regional, or
national change in operating status and the need to operate from an alternate operating facility
exists. ERG members deploy to their alternate location(s) to establish an operational capability
and to perform essential functions within 12 hours of a continuity of operations activation. In acontinuity activation, you shall deploy to (ALTERNATE LOCATION). Deployment to thealternate location may last for up to 30 days after an event or until normal operations can beresumed.
Each ERG member is selected by his/her respective department head based upon:•

The identification of predetermined essential functions that must be performed,
regardless of the operational status of the (PRIMARY/OTHER) building.

•

The employee’s knowledge and expertise in performing these essential functions.

•

The employee’s ability to rapidly deploy to the alternate location in an emergency
situation.

•

The employee’s ability to be precluded from other emergency assignments.

I understand and accept my assignment as an ERG member for (OFFICE NAME) as outlined
above.

________________________________
Signature of ERG member________________________
Date

H-4

FCD-1ANNEX I: DEVOLUTION
Devolution is the capability to transfer statutory authority and responsibility from anorganization’s primary operating staff and facilities to other designated staff and alternate
locations to sustain essential functions. A continuity plan’s devolution option addresses how anorganization will identify and transfer organizational command and control, as well as
responsibility for performing essential functions to personnel at a geographically dispersed
location unaffected by the incident.
Organizations may activate their DERG as a short-term option while ERG members relocate totheir alternate location(s). Additionally, organizations may choose to partially devolve bytransferring responsibilities for select essential functions or devolve to multiple sites bytransferring responsibilities for particular essential functions to various sites.
The devolution counterpart must have the capability to perform essential functions as soon as
possible but not later than 12 hours after devolution plan activation and must be able to sustain
operations for a minimum of 30 days or until normal operations are resumed. When selecting adevolution location, organizations must consider the capabilities of the location to ensure it has
the communications, systems, equipment, and resources pre-positioned or available within theaccepted timeframe to assume responsibility for performance of essential functions. Personnel
assigned devolution responsibilities who perform continuity operations are referred to as the
DERG. The organization must prepare the DERG to conduct continuity operations through its
test, training, and exercise program. Organizations should also consider the development of
support documentation such as training and job aids, standard operating procedures, desk guides,
and handbooks.
REQUIREMENTS AND CRITERIA FOR DEVOLUTION:
1. Develop a plan for a devolution option for continuity to address conduct of essentialfunctions when the primary operating facility, and/or ERG members are not available.
a. The plan must identify both active and passive triggers that result in the activationand implementation of the devolution plan.
b. The plan must specify how and when direction and control of organization
operations will transfer to and from the devolution location.
c. Organizations must determine the necessary resources to facilitate an immediateand seamless transfer of functions to the devolution location.
d. The plan must list the necessary resources, such as equipment and materials, tofacilitate the performance of essential functions at the devolution site.
e. The plan must address the following elements of continuity: program
management, plans, and procedures; essential functions; orders of succession;delegations of authority; continuity communications and information systems;
essential records management; alternate locations; telework; human resources;
devolution; reconstitution; and test, training and exercise.
f. The plan must outline procedures for the transition of responsibilities to personnel
at the primary operating facilities upon termination of devolution.

I-1

FCD-12. Maintain a roster of trained personnel capable of performing devolution operations(DERG). The roster should include not only primary personnel but also alternates orback-up personnel in sufficient quantity. Rosters must be updated periodically andinclude, at a minimum, names and office and government-issued cell telephone numbers.
3. Provide annual training on roles and responsibilities for personnel, including host or
contractor personnel, who are assigned to activate, support, and sustain devolution
operations. Training must include:a. Organization devolution plan processes and procedures;
b. Communications and IT systems that will be used during devolution operations;c. Identification, protection, and availability of electronic and hardcopy documents,
references, records, information systems, and data management software andequipment (including classified and other sensitive data) needed to support
devolved essential functions during devolution operations; and,d. How the organization identifies and conducts its essential functions during an
increased threat situation or in the aftermath of a catastrophic emergency that
activates the devolution plan.
4. Conduct a biennial exercise for DERG members to demonstrate their familiarity with
devolution procedures. This exercise may be part of annual continuity exercises (Eagle
Horizon) or it may be conducted separately.
a. Familiarize DERG members with devolution plan processes and procedures.
b. Demonstrate familiarity with reconstitution plans and procedures for the original
primary operating facility and replacement primary operating facility.

I-2

FCD-1ANNEX J: RECONSTITUTION
PPD-40 defines reconstitution as “the process by which surviving and/or replacement D/Apersonnel resume normal operations.” Reconstitution embodies the ability of an organization torecover from a continuity activation that disrupts normal operations so that the organization canresume its operations as a fully functional entity of the Federal Government.
As an element of continuity, reconstitution simultaneously sustains essential functions while
coordinating the resumption of normal operations. Since reconstitution planning begins at thestart of a continuity event, organizations should identify a reconstitution team with leadership,
staff, and resources dedicated and separate from existing continuity support.
In some cases, extensive coordination may be necessary to procure a new operating facility,
backfill staff, reestablish communications and IT infrastructure, restore essential records, andtake other actions to return the organization to normal operations. Some of the activities
involved with reconstitution include:
1. Assessing the status of the affected facility or facilities, personnel, systems, records, andother resources.
2. Determining how much time is needed to replace, repair, or otherwise reconstitutefacilities, personnel, systems, records, and other resources.
3. Supervising facility repairs or other reconstitution efforts, if appropriate.
4. Notifying decision makers of the status of reconstitution efforts, including estimates ofwhen the repairs will be completed, if appropriate.
5. Implementing a priority-based phased approach to reconstitution.
6. Periodically providing status updates of reconstitution activities through the submissionof Reconstitution Status Reports (RSRs) to FEMA through the RRS.
Identifying reconstitution requirements assist organizations to identify, develop, and coordinate aplan to resume normal operations. Just as an organization’s capacity to perform essentialfunctions relies upon the four pillars of continuity – leadership, staff, communications, andfacilities – an organization’s capability to reconstitute likewise depends upon these pillars.
Communications enables an organization to notify staff that the necessity for continuity
operations no longer exists and to provide instructions for resumption of normal operations.
Non-ERG staff augment the ERG to resume non-essential functions. Leadership determines
priorities and supervises the orderly return to normal operation. Organizations assess the statusof affected facilities and transition back into the primary operating facility or another designatedfacility. As detailed in PPD-40, DHS/FEMA will facilitate and coordinate the activities of GSA,
Office of Personnel Management (OPM), and NARA in the implementation of reconstitution of
the Executive Office of the President and D/As and will inform the NCC of the Executive
Branch’s reconstitution status.
FEMA, GSA, OPM, and NARA support reconstitution of the Executive Branch in the following
areas:•

FEMA: Monitors and reports the continuity status of Executive Branch organizations,assesses potential impact to COOP, facilitates information sharing among operational
nodes of the Federal Government, provides continuity input to the DHS Common

J-1

FCD-1

Operating Picture, monitors the operation of continuity communications systems, andassists with reconstitution of the Executive Branch.
•

GSA: Provides facility services for temporary space acquisition or identification of anew permanent facility to include contracted support as well as coordinating repairs todamaged facilities.

•

OPM: Provides assistance on human resources policy to ensure the Federal Government
has the necessary tools to support a civilian workforce.

•

NARA: Provides guidance and advice to reconstitution teams regarding preservation ofrecords; logistics, stabilizing, securing, and managing archives; and assistance withrecords and recovery service contracts.

PPD-40 requires Federal D/As to report reconstitution requirements to GSA. To assist in
scoping of the Federal Government’s reconstitution plans and programs, organizations shouldinternally identify and document anticipated reconstitution needs for their HQ facilities locatedwithin the NCR by completing and submitting Standard Form 2050 (SF-2050), Reconstitution
Questionnaire.
a. D/As with access to classified systems must annually register and submit their completed
forms to https://gsapergamum.gold.ic.gov.
b. D/As without access to classified systems can access theform via the internet at http://www.gsa.gov/forms and can annually submit theirunclassified information via fax to 817-207-6314 or 312-353-9307.
c. Organizations are required to annually review and submit their SF-2050 to GSA.
Organizations may contact GSA’s Office of Mission Assurance at 202-219-0338 for further
instructions.
REQUIREMENTS AND CRITERIA FOR RECONSTITUTION OPERATIONS:
1. Designation of a Reconstitution Manager to oversee all phases of the reconstitution
process.
2. Develop a plan to recover from the effects of a disruption in operating conditions and tosupport the transition back to normal operations once a threat or disruption has passed.
This plan must:a. Determine how the organization will assess the status of its affected personnel,
assets, and facilities;
b. Outline the necessary procedures for conducting a smooth transition from thecontinuity facility to either the normal primary facility, another temporary facility,
or a new permanent facility;c. Detail how the organization will verify operational capability and availability ofsystems, communications, essential records, infrastructure, and other required
resources. Establish that the organization is fully capable of accomplishing all
essential functions and operations at the new or restored facility;
d. Identify how the organization will determine if any records were affected by theincident to ensure an effective transition or recovery of essential records;

J-2

FCD-1e. Include redeployment plans for phasing down continuity facility operations andsupervising the return of operations, personnel, records, and equipment to theprimary or other operating facility in a priority-based approach; and,f. Detail how the organization will instruct all personnel on how to resume normal
operations.
3. Organizations must comply with GSA’s requirement for completion and submission of
GSA Standard Form 2050 (SF-2050), Reconstitution Questionnaire.
a. Initial submission of SF-2050 to GSA.
b. Annual review and/or resubmission of SF-2050 to GSA.

J-3

FCD-1ANNEX K: TEST, TRAINING, AND EXERCISE PROGRAM
An effective test, training, and exercise (TT&E) program is necessary for organizations to
prepare and validate continuity plans and programs in order to verify the Executive Branch’s
ability to perform essential functions during a change in normal operating conditions. The
TT&E of continuity capabilities is essential to demonstrating, assessing, and improving anorganization’s ability to execute its continuity program, plans, and procedures.
In accordance with PPD-40, it is critical for organizations to plan and conduct routine internal
TT&E and participate in annual TT&E events in order to evaluate program readiness and ensure
adequacy and viability of continuity plans and communications and IT systems.
•

Testing: Demonstrates the correct operation of all equipment, procedures, processes, andsystems that support an organization’s continuity infrastructure. This ensures that
resources and procedures are kept in a constant state of readiness. Testing anorganization’s policies, plans, and procedures cultivates better organizational knowledge,
identifies gaps in coverage, and validates existing plans and programs.

•

Training: Familiarizes continuity personnel with their roles and responsibilities tosupport the performance of an organization’s continuity operations. Training results in abetter understanding of an organization’s continuity program, processes, and procedures.

•

Exercise: An exercise is an instrument to train for, assess, practice, and improve
continuity capabilities in a risk-free environment. Exercises can be used for testing andvalidating policies, plans, procedures, training, equipment, and interagency agreements;
clarifying and training personnel in roles and responsibilities; improving interagency
coordination and communications; improving individual performance; identifying gaps inresources; and identifying opportunities for improvement. The Homeland Security
Exercise and Evaluation Program (HSEEP) provides guiding principles for exercise
programs, as well as a common approach to exercise program management, design,development, conduct, evaluation, and improvement planning.

REQUIREMENTS AND CRITERIA FOR TT&E:
Annual requirements in this annex are defined as occurring during the federal fiscal year. The
critical requirements within TT&E must address the following:
Program Management
1. Incorporate continuity requirements into an organization-wide TT&E program. Conduct
and document activities that identify the organization’s processes and requirements forthe training and preparedness of continuity personnel.
a. Document all conducted TT&E events, including the date of the event, those
personnel participating in the event, and the outcomes of the event. During
biennial organization assessments, documentation must be made available to
FEMA evaluators.
b. Utilize an all-hazards approach to affirm the viability of continuity plans andprograms using threats, hazards, and vulnerabilities identified throughorganizational risk assessments.

K-1

FCD-1

Testing
An organization’s testing program must include and document:
1. Alert and notification testing:a. Annual testing of alert and notification procedures for continuity personnel.
b. Quarterly testing of such procedures for personnel at the organization’s HQ.
2. Testing for information systems and essential records:
a. Annual testing of recovery strategies (i.e., disaster recovery plans and/or IT
contingency plans) for essential records (both classified and unclassified), criticalinformation systems (both classified and unclassified), services, and data.
b. Annual testing of the capabilities for protecting essential records and information
systems (both classified and unclassified) and for providing access to them fromalternate locations.
3. Quarterly testing of the internal and external interoperability and viability of primary andcontingency communications and information technology systems.
4. Annual testing of primary and backup infrastructure systems and services, such as power,
water, and fuel, at alternate locations.
5. Annual testing of telework capabilities, to include IT infrastructure required to support
telework options during a continuity activation.
Training
An organization’s training program must include and document:
1. Annual continuity awareness briefings for the entire workforce to include new personnel
as they onboard.
2. Annual training on roles and responsibilities for all continuity personnel, including hostor contractor personnel, who are assigned to activate, support, and sustain continuity
operations. Training must include:a. Organization continuity plans that involve using or relocating to alternate
locations or other work arrangements, such as telework;
b. Reconstitution plans and procedures to resume normal operations at a primary
operating facility or a replacement primary operating facility;c. Communications and IT system planning necessary to support or sustain
continuity operations; and,d. How to identify, protect, and make available electronic and hardcopy essential
records, documents, references, records, information systems, and data
management software and equipment (including classified and other sensitivedata) needed to support or sustain continuity operations.
3. Annual training for the organization’s leadership on its essential functions, succession,
continuity communications, and deployment requirements.

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FCD-1

4. Annual training for all organization and sub-component personnel designated within theorders of succession for the Organization Head or other key positions who assume theauthority and responsibility of the organization’s leadership if that leadership isincapacitated or becomes otherwise unavailable during a continuity activation.
5. Annual training for those officials listed within the delegations of authority on all predelegated authorities, including limitations, conditions, and restrictions that have beendelegated.
Exercises
An organization’s exercise program must include and document:
1. An exercise plan that includes a cycle of events that incorporates evaluations, After
Action Reports (AARs), and lessons learned into the development and implementation of
an Improvement Plan (IP).
2. An annual exercise for continuity personnel to demonstrate their familiarity with
continuity plans and procedures and to validate the organization’s capability to continue
its essential functions. The exercise must:a. Include the deliberate and preplanned movement of ERG members to an alternate
site;
b. Test and validate intra- and interagency communications capabilities;
c. Verify that data and records required to support essential functions at alternate
locations are sufficient, complete, current, and accessible to ERG members;d. Maintain situational awareness and outreach with internal and externalinterdependencies identified in the organization’s continuity plan with respect toperformance of the essential functions of the organization; and,e. Demonstrate capability to continue essential functions from telework sites, if used
as a continuity strategy, to include accessing and using records, communications,and systems.
3. D/A HQ continuity personnel and those components who support organizational
MEFs/PMEFs are mandated to participate in a continuity exercise annually. FEMA
NCP-sponsored Eagle Horizon exercises are incorporated in the FEMA/National
Exercise Division (NED)-led National Exercise Program. Organizations are externallyevaluated during Eagle Horizon for continuity capabilities every two years.
Organizations must:a. Provide evaluators, data collectors, facilitators, controllers, and other required
exercise personnel, as requested;b. Develop internal exercise objectives and injects that support essential functions;c. Conduct a comprehensive debriefing or hot wash after each exercise, whichallows participants to identify systemic weaknesses in plans and procedures andto recommend revisions to the organization’s continuity plan; and,d. Develop and incorporate identified strengths and areas for improvement in theoverall Eagle Horizon AAR/IP.

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FCD-1

4. Conduct a biennial exercise for ERG members to demonstrate their familiarity withreconstitution procedures for transitioning from a continuity environment to normal
operations, when appropriate.

K-4

FCD-1ANNEX L: CONTINUITY OPERATIONAL PHASES AND
IMPLEMENTATION
Implementation of a continuity plan is intended to continue or rapidly resume essential functions
following a change to normal operating conditions. The continuous performance of essentialfunctions is critical to an organization’s resilience during a continuity event.
There are four phases of continuity operations: readiness and preparedness, activation, continuity
operations, and reconstitution. These four phases should be used to build continuity processes
and procedures, to establish goals and objectives, and to support the performance oforganizational MEFs/PMEFs during a catastrophic emergency.
Figure L-1. Four Phases of Continuity

Readiness and Preparedness
Readiness is the ability of an organization to respond to a continuity activation. Althoughreadiness is a function of planning and training, it is ultimately the responsibility of leadership.
Leadership must ensure that its organization can perform continuity operations, including theperformance of essential functions before, during, and after all-hazards emergencies. This phaseincludes all continuity readiness and preparedness activities, such as the development, review,and revision of continuity plans, orders of succession, and delegations of authority; TT&E; andrisk management.
Non-HQ organizations may consider creating a continuity readiness posture similar to the
Executive Branch’s COGCON system for HQ organizations, which is presented in Table L-1,
COGCON Matrix, on page L-3.
Readiness and preparedness activities include monthly submission of Readiness Reporting
System (RRS) reports, which provide FEMA and the NCC with an assessment of anorganization’s capacity to support continuity operations. Organizational HQs must submit

L-1

FCD-1monthly continuity readiness status information via RRS no later than the monthly deadline set
by FEMA NCP. These assessments will be used to determine the organization’s continuity
readiness posture, and to help identify needs and gaps.
For assistance with the submission of the monthly continuity assessment, contact the FEMARRS Team by email at rrs-submission@fema.dhs.gov.

L-2

FCD-1

Executive Branch Continuity of Government Readiness Conditions (COGCON) Matrix
Readiness Level

COGCON 4

COGCON 3

COGCON 2

COGCON 1

Time to Transition to
Successive Stages

Operations

Staffing Level

Communications

Succession

Impact on D/As

• Continue to perform HQ business
functions at normal location(s).
• Maintain alternate operating facility(ies) in accordance with agency
continuity plans to ensure readiness for
activation at all times.
• Conduct training and exercise activities
in accordance with agency continuity
and TT&E plan(s) to ensure personnel
readiness.

• No staffing required to be atalternate facility (ies).
• Maintain normal delegations
and devolution of authority
to ensure performance ofessential functions to
respond to a no-notice event.

• Continuity plan isfully operational
within 12 hours.

• Test all internal agency
communications capabilities between
normal operating locations (HQ andother) and alternate operating facility(ies) no less than quarterly.
• Test all communications capabilities at
all alternate operating facility (ies) withapplicable interagency partners no lessthan quarterly.

• No special measures
to protect or track thelocation of agency
leadership andsuccessors.
• Ensure delegations ofauthority to lead D/As
are in place for seniorpersonnel locatedoutside of the NCR.

• No additional
requirements.

• Continue to perform HQ business
functions at normal location(s).
• Maintain alternate operating facility(ies) in accordance with agency
continuity plans to ensure readiness for
activation at all times.
• Conduct additional training activities toincrease personnel readiness (e.g., Teamtabletops, review recall lists, review
plans and procedures).

• No staffing required to be atalternate operating facility(ies) unless necessary tomeet 8-hour operational
requirement.
• Maintain normal delegations
and devolution of authority
to ensure performance ofessential functions to
response to a no-noticeevent.

• Continuity plan isfully operational
within 8 hours.
• 4 hours to
COGCON 2.

• Conduct at least one additional internal
agency communications test between
normal operating locations (HQ andother) and alternate operating facility(ies) within 24 hours.

• Track the locations ofagency leaders andtheir successors on
daily basis.

• Additional staff time
for communication
testing and tracking
agency leadership.
• Potential shorter
response times forbasic staffing ofalternate facility (ies).

• Continue to perform HQ business
functions at normal location(s).
• Monitor/track major HQ activities.
• Maintain alternate operating facility(ies) in accordance with agency
continuity plans to ensure readiness for
activation at all times.
• Take appropriate steps to ensure
alternate operating facility (ies) can be
activated with 4-hours’ notice.

• Deploy sufficient staff toalternate operating facility(ies) to allow activation with
4-hours’ notice.

• Continuity plan isfully operational
within 4 hours.
• 4 hours to
COGCON 1.

• Conduct internal agency
communications tests between normal
operating locations (HQ and other) andalternate operating facility (ies) within
24 hours and repeat not less thanweekly.
• Conduct communication tests at allalternate operating facility (ies) withapplicable interagency partners within
48 hours and repeat not less thanweekly.

• Track the locations ofagency leaders andtheir successors on
daily basis.
• Ensure at least one
HQ-level agency
successor is out of the
NCR at all times.

• Potential increased
travel requirements
for agency leadership.
• Some staff is required
to work from alternate
location(s).
• Potential shorter
response times for
additional staffing ofalternate facility (ies).

• Continue to perform HQ business
functions at normal location(s) as
appropriate.
• Monitor/track major HQ activities.
• Perform day-to-day functions atalternate facility (ies) as appropriate.
• Take appropriate steps to ensure
alternate operating facility (ies) can be
activated with no notice.

• Deploy sufficient staffing toalternate operating facility(ies) to perform essentialfunctions with no notice.

• Agency HQcontinuity plan
activated
immediately andreport operational
status within 2hours.

• Test internal agency communications
between normal operating locations(HQ and other) and alternate operating
facility (ies) daily.
• Conduct communication tests at allalternate operating facility (ies) withapplicable interagency partners daily.

• Track the locations ofagency leaders andtheir successors on adaily basis.
• At least one HQ-levelagency successor
must be at alternate
operating facility(ies).

• Some agency leaders
work from alternate
facility (ies).
• Significant number ofstaff are required towork from alternate
location(s).

Table L-1: COGCON Matrix

L-3

Activation Phase (0-12 Hours)
This phase should include the activation of plans, procedures, and schedules for the continuationof essential functions. Continuity personnel must be fully operational at the alternate facility assoon as possible but no later than 12 hours after continuity activation.
The activation and implementation of a continuity plan and its associated procedures may require
the use of alternate locations, depending upon the incident and its effect on normal operations.
Examples of scenarios that may require activation of continuity plans and procedures include thefollowing:
1. An organization or the region in which the organization is located receives notification ofa credible threat that leads the organization to enhance its readiness posture and prepare
to take actions as necessary.
2. An organization experiences a disruption in normal operations that requires the relocationof ERG members to an alternate site.
3. An organization’s ERG and/or primary operating facility and continuity facility areunavailable or inaccessible, necessitating a shift of operations to a devolution site.
4. Mass evacuation of a large geographic area affected by an incident of threat.
The activation phase includes the following activities:
1. Occurrence of an event or the threat of an event.
2. Reviewing, analyzing, and deciding to activate continuity and/or devolution plans.
3. Alerting and notifying the ERG and/or DERG.
4. Relocating, if necessary, to alternate sites.
5. Devolving, if necessary, to devolution sites.
6. Accounting for ERG and/or DERG members.
7. Identifying available organizational leadership.
8. Submitting the Quick Look/Continuity Status Report (QL/CSR) through RRS no later
than two (2) hours after receipt of the COGCON change. The QL/CSR component
provides an immediate, aggregated view of D/As’ responses following directed
COGCON change. Reports are submitted via the RRS using the FEMA-provided RSA
token at https://rrs.csd.disa.mil/. For assistance with report submission, contact the RRSTeam by email at rrs-submission@fema.dhs.gov.
Continuity Operations Phase
This phase includes the following activities to continue essential functions:
1. Accountability of personnel in the affected area during continuity operations.
a. Continuity personnel and alternates are accounted for within 12 hours ofactivation.
b. All other employees within the affected area are accounted for within five (5)days after activation of an organization’s continuity plan.

L-4

c. Accountability of personnel is reported to FEMA via the CSR daily until 100%
accountability is achieved.
2. Performing essential functions.
3. Establishing communications with supporting and supported organizations and otherstakeholders.
4. Preparing for the reconstitution of the organization.
Reconstitution Phase
Leadership communicates instructions for resumption of normal operations to all staff, andsupervises an orderly return to the normal operating facility, moving to another temporary
facility, or moving to a new permanent facility. The process of reconstitution will generally start
immediately after an event concludes.
Some of the activities involved with reconstitution include:
1. Assessing the status of the affected facility or facilities;
2. Determining how much time is needed to repair the affected facility and/or to acquire a
new facility;
3. Supervising facility repairs;
4. Notifying decision makers of the status of repairs, including estimates of when the repairs
will be completed; and,5. Implementing a priority-based, phased approach to reconstitution.
Organizational HQs submit a RSR providing initial, monthly, and final status of reconstitution
efforts of the organization as it transitions back to normal operations. The RSR provides a realtime view of the organization’s reconstitution status during an event.
For assistance with the submission of the RSR, contact the RRS Team by email at rrssubmission@fema.dhs.gov.
Requirements and Criteria for Operational Phases and Implementation:
At a minimum, organizations must do the following when implementing their continuity plansand procedures:
1. Organization HQ must submit continuity readiness status information via RRS no later
than the monthly deadline set by FEMA NCP.
2. Follow procedures for plan implementation, including using a decision matrix forcontinuity plan activation.
3. Alert and notify the following of continuity plan activation:a. All continuity personnel;b. Alternate location personnel and on-site support teams;c. Interdependent agencies; and,d. Other points-of-contact, stakeholders, and vendors.

L-5

4. Report changes to continuity activation status, or capacity to sustain essential functions.
a. Non-HQ organizations must notify their HQ upon activation of continuity plans,
if possible.
b. Upon activation of continuity plans at any level or location, organization HQ
POCs must notify FEMA and submit a CSR on continuity activities asappropriate; the form and procedures used will be provided by FEMA NCP at thetime of execution or activation of call-down procedures. FEMA will collate thisinformation into the RRS. For assistance and additional guidance on reporting,contact the RRS Team by email at rrs-submission@fema.dhs.gov.
5. Follow procedures for the relocation of ERG members and essential records to alternate
locations and/or activation of devolution sites.
6. Utilize drive-away kits, as applicable.
7. Conduct in-processing, reception, and accountability of ERG members at the alternate
site or of DERG members at the devolution site.
8. Transition responsibilities from the primary operating facility to deployed ERG members
at the alternate site or to DERG members at the devolution site.
9. Account for personnel:
a. Continuity personnel and alternates must be accounted for within 12 hours ofactivation.
b. All other employees within the affected area must be accounted for within five (5)days after activation of an organization’s continuity plan.
c. Accountability of personnel will be reported to FEMA via the CSR daily until
100% accountability is achieved.
10. Communicate instructions and operating status with all personnel before, during, andafter the continuity event.
11. Utilize human resources guidance for emergencies, as needed, to assist the organizationin continuing essential functions.
12. Provide guidance to non-continuity personnel.
13. Identify and alert replacement personnel, as necessary.
14. Organizations must have the capability for continuity personnel to be fully operational at
the alternate facility as soon as possible but no later than 12 hours after a continuity
activation, and to sustain operations for a minimum of 30 days or until normal operations
are resumed. This capability must include:a. Sufficient quantity and mode/media of interoperable and available redundant andsurvivable communication capabilities to enable performance of essentialfunctions;b. Capabilities to access and use essential records necessary to facilitate theperformance of essential functions, to include having the appropriate media foraccessing essential records;

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c. Sufficient levels of physical security to protect against all threats identified in thecontinuity facility’s risk assessment; and,d. Sufficient levels of information security to protect against all threats identified in
the continuity facility’s risk assessment.
15. Procure necessary equipment and supplies to support and continue performance ofessential functions and sustain operations that are not already in place.
16. Comply with any additional continuity reporting requirements from FEMA.
17. Identify all available organization leadership at the alternate locations and conduct theorderly and pre-defined transition of leadership for the position of Organization Head, as
well as for key supporting positions, in accordance with orders of succession anddelegations of authority, as applicable.
18. Coordinate with GSA for support in acquiring, equipping, and sustaining an appropriate
reconstitution site based on the following:a. Total office area square footage required to accommodate staff;
b. Special needs space (e.g., labs, classified facilities);
c. Equipment and IT needs; and,d. Configuration of space (e.g., work areas, conference rooms).
19. Assess the status of affected facilities, determine how much time is needed to repair theaffected facility and/or acquire a new facility, supervise facility repairs, and notify
organizational leadership of the status of repairs, including estimates of when the repairs
will be completed.
20. Verify that all systems, communications, and other required capabilities are available andoperational at the new or restored primary operating facility and that the organization is
fully capable of performing essential functions and operations at the new or restoredprimary operating facility.
21. Inform personnel that the actual incident, or threat, no longer exists and instructpersonnel on how to resume normal operations.
22. Conduct a smooth transition from the continuity facility to either the normal operating
facility, another temporary facility, or a new permanent primary operating facility.
23. Determine which (if any) records were affected by the incident and ensure an effective
transition or recovery of essential records and databases, as well as other records that had
not been designated as essential records.
24. Promptly report any unlawful or accidental removal, defacing, alteration, or destructionof records in the custody of that agency to NARA, Modern Records Programs, 8601
Adelphi Road, College Park, MD 20740-6001, (301) 837-1738. (Source: CFR 32, §1230.14). The report must include:a. A complete description of the records with volume and dates, if known;b. The name of the office maintaining the records;

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c. A statement of the exact circumstances surrounding the removal, defacing,alteration, or destruction of records;
d. A statement of the safeguards established to prevent further loss of
documentation; and,e. When appropriate, details of the actions taken to salvage, retrieve, or reconstruct
the records.
25. Report reconstitution status to FEMA NCP via the RRS.
a. Submit Reconstitution Status Report, as required, using the procedures provided
by FEMA NCP at the time of execution.
b. Contact FEMA NCP at rrs-submission@fema.dhs.gov for assistance andadditional guidance on reporting procedures.

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ANNEX M: ACRONYMS
AAR
BIA
BPA
CAG
COG
COGCON
COOP
CRC
CSR
CWG
DHS
DERG
ERG
ESA
FCD
FEMA
FISMA
GETS
GSA
HQ
HSEEP
ICWG
IP
ISCP
IT
MEF
MOA/MOUMYSPMP
NARA
NCC
NCP
NED
NEF
NIST
OEP
OMB
OPSEC
OPM
OSTP
PMEF
POC
PPD
QL/CSR

After-Action Report
Business Impact Analysis
Business Process Analysis
Continuity Advisory Group
Continuity of Government
Continuity of Government Readiness Conditions
Continuity of Operations
Continuity Readiness Cell
Continuity Status Report
Continuity Working Group
U.S. Department of Homeland Security
Devolution Emergency Response Group
Emergency Relocation Group
Essential Supporting Activity
Federal Continuity Directive
Federal Emergency Management Agency
Federal Information Security Management Act
Government Emergency Telecommunications Service
U.S. General Services Administration
Headquarters
Homeland Security Exercise and Evaluation Program
Interagency Continuity Working Group
Improvement Plan
Information System Contingency Plan
Information Technology
Mission Essential Function
Memorandum of Agreement/Memorandum of Understanding
Multi-Year Strategy and Program Management Plan
National Archives and Records Administration
National Continuity Coordinator
National Continuity Programs
National Exercise Division
National Essential Function
National Institute of Standards and Technology
Occupant Emergency Plan
Office of Management and Budget
Operations Security
U.S. Office of Personnel Management
Office of Science and Technology Policy
Primary Mission Essential Function
Point of Contact
Presidential Policy Directive
Quick Look/Continuity Status Report

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RRS
RSR
SAC COOPC
SF
SLTT
TSP
TT&E
U.S.C.
WPS

Readiness Reporting System
Reconstitution Status Report
Small Agency Council Continuity of Operations CommitteeStandard Form
State, local, territorial, and tribal
Telecommunications Service Priority
Test, Training, and Exercise
United States CodeWireless Priority Service

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ANNEX N: DEFINITIONS
Activation – The implementation of a continuity plan, in whole or in part.
Agencies – Departments and agency (D/As) are those executive departments enumerated in 5
U.S.C. § 101 and independent establishments as defined by 5 U.S.C. § 104(1), Government
corporations as defined by 5 U.S.C. § 103(1), and the United States Postal Service. D/As,
commissions, bureaus, boards, and independent organizations are referred to in this document as“organizations.”
All-Hazards – A classification encompassing all conditions, environmental or manmade, thathave the potential to cause injury, illness, or death; damage to or loss of equipment,
infrastructure services, or property; or alternatively causing functional degradation to social,economic, or environmental aspects. These include accidents, technological events, natural
disasters, space weather, domestic and foreign-sponsored terrorist attacks, acts of war, weaponsof mass destruction (WMD), and chemical, biological (including pandemic), radiological,
nuclear, or explosive (CBRNE) events.
Alternate Locations – Fixed, mobile, or transportable locations, other than the headquarters
facility, where D/A leadership and continuity personnel relocate in order to perform essentialfunctions following activation of the continuity plan. These include locations to which agency
leadership may devolve. These locations refer to not only locations sites but also work
arrangements such as telework and mobile work.
Business Impact Analysis (BIA) – A method of identifying the consequences of failing toperform a function or requirement.
Business Process Analysis (BPA) – A method of examining, identifying, and mapping thefunctional processes, workflows, activities, personnel expertise, systems, data,interdependencies, and alternate locations inherent in the execution of a function or requirement.
Catastrophic Emergency – Any event, regardless of location, that results in extraordinary levelsof mass casualties, damage, or disruption severely affecting the U.S. population, infrastructure,environmental, economy, or government functions.
Category – Refers to the categories of D/As listed in PPD-40, Annex A.
Cold Site – A facility that is neither staffed nor operational on a daily basis.
Telecommunications, IT equipment, and infrastructure is typically present at the location,
however teams of specialized personnel must be deployed to activate the systems before the site
can become operational. Basic infrastructure and environmental controls are present (e.g.,
electrical and heating, ventilation and air conditioning systems), yet systems are not continuously
active.
Communications – Voice, video, and data capabilities that enable organizational leadership andstaff to assure performance of essential functions. Robust communications enable leadership toreceive coordinated and integrated policy and operational advice and recommendations. This
provides government organizations and the private sector the ability to communicate internallyand with other entities (including with other Federal organizations, SLTT governments, and theprivate sector) as necessary to perform essential functions.

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Component – A sub-organization or directorate that supports HQ leadership in the performanceof PMEFs and/or MEFs, by performing those MEFs and/or ESAs required to complete a PMEF
or NEF. Examples of a component could be an agency, bureau, regional office, district office,and/or a local office.
Continuity – The ability to provide uninterrupted services and support, while maintaining
organizational viability, before, during, and after an event that disrupts normal operations.
Continuity Advisory Group (CAG) – A sub-continuity policy coordination committee focusedon interagency implementation of continuity programs. The CAG is comprised of Continuity
Coordinators, or their designees, from Category I, II, III, and IV organizations. Key state andlocal government representatives from the National Capital Region, and representatives from thelegislative and judicial branches are invited to participate in meetings, as appropriate.
Continuity Capability – The ability of an organization to continue to perform its essentialfunctions, using COOP and Continuity of Government (COG) programs and continuity
requirements that have been integrated into the organization’s daily operations. The primary
goal is preserving of our form of government under the U.S. Constitution and the continued
performance of NEFs under all conditions. Building upon a foundation of continuity planningand continuity program management, the pillars of a continuity capability are: leadership, staff,
communications, and facilities.
Continuity Coordinators – Senior accountable Executive Branch officials at the Assistant
Secretary or equivalent level who represent their D/as on the CAG, ensure continuity capabilities
in the organization, and provide recommendations for continuity policy. Continuity
Coordinators are supported primarily by the Continuity Manager and by other continuity
planners or coordinators at their subordinate levels throughout their organizations.
Continuity of Government (COG) – A coordinated effort within the executive, legislative, or
judicial branches of the Federal Government to ensure that NEFs continue to be performed
during a catastrophic emergency.
Continuity of Government Readiness Conditions (COGCON) – The COGCON systemestablishes executive continuity program readiness levels, focusing on emergencies in or credible
threats to the National Capital Region, or affecting the performance of NEFs.
Continuity of Operations (COOP) – An effort within the Executive Office of the President andindividual D/As to ensure that essential functions continue to be performed during disruption of
normal operations.
Continuity Manager – The Senior Continuity Planner responsible for managing day-to-day
continuity programs, representing his/her D/A on the Continuity Advisory Group and working
groups, as appropriate, and reporting to the Continuity Coordinator on all continuity program
activities.
Continuity Personnel – Those personnel, both senior and core, who provide organizational
leadership with advice, recommendations, and functional support necessary to continue essentialfunctions during continuity operations. Continuity personnel are referred to as ERG or DERG
members.

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Continuity Plan – A documented plan that details how an individual organization will ensure it
can continue to perform its essential functions during a wide range of events that impact normal
operations.
Continuity Program Management Cycle – An ongoing, cyclical model of planning, training,
evaluating, and implementing corrective actions for continuity capabilities.
Corrective Action Program (CAP) – An organized method of documenting and tracking
improvement actions for an organization’s continuity program.
Critical Asset – An asset of such strategic importance to the performance of essential functions
that its incapacitation or destruction would have a very serious or debilitating effect on anorganization’s ability to perform the function(s).
Critical Infrastructure (CI) – Defined in section 1016(e) of the USA Patriot Act of 2001 (42
U.S.C. 5195c(e)), systems and assets, whether physical or virtual, so vital to the United Statesthat the incapacitation or destruction of such systems and assets would have a debilitating impact
on national economic security, national public health and safety, or a combination thereof.
Devolution – The transfer of statutory authority and responsibility from an organization’s
primary operating staff and facilities to other staff and alternate locations to sustain essentialfunctions when necessary.
Devolution Emergency Response Group (DERG) – Personnel stationed at a geographicallydispersed location, other than the primary location, who are identified to continue performanceof essential functions.
Diversity – Distributed or expanded among various types or forms. For example,
communications system route diversity is communications routing between two points over morethan one geographic or physical path with no common points.
Drive-Away Kit – A kit prepared by, and for, an individual who expects to deploy to analternate location during an emergency. The kit contains items needed to minimally satisfy anindividual’s personal and professional needs during deployment, such as clothing, medications, a
laptop, and other necessities.
Emergency Operating Records – Those types of vital records essential to the continued
functioning or reconstitution of an organization during and after an emergency. They include
emergency plans and directive(s), orders of succession, delegations of authority, staffing
assignments, and selected program records needed to continue the most critical agency
operations, as well as related policy or procedural records that assist agency staff in conducting
operations under emergency conditions and for resuming normal operations after an emergency.
Emergency Plan – Documented procedures that direct coordinated actions to be undertaken in
response to threats that are typically of limited duration, and do not require an organization toactivate its continuity plan. Also referred to as Occupant Emergency Plan or Building Closure
Plan.
Emergency Relocation Group (ERG) – Staff assigned to continue performance of essentialfunctions at an alternate location in the event that their primary operating facility or facilities are
impacted or incapacitated by an incident.

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Enduring Constitutional Government (ECG) – A cooperative effort among the executive,
legislative, and judicial branches of the Federal Government, coordinated by the President, as amatter of comity to the legislative and judicial branches and the constitutional separation of
powers among the branches, to preserve the constitutional framework under which the Nation isgoverned. ECG includes the capability of all three branches of government to executeconstitutional responsibilities and provide for orderly succession, appropriate transition ofleadership, and interoperability and support of the NEFs during a catastrophic emergency.
Essential Functions – A subset of government functions that are determined to be criticalactivities. These essential functions are then used to identify supporting tasks and resources thatmust be included in the organization’s continuity planning process. In this FCD, the term
“essential functions” refers to those functions an organization must continue in a continuity
situation, whether the functions are MEFs, PMEFs, or ESAs.
Essential Records – Information systems and applications, electronic and hardcopy documents,
references, and records needed to support essential functions during a continuity event. The twobasic categories of essential records are emergency operating records and rights and interest
records. Emergency operating records are essential to the continued functioning or
reconstitution of an organization. Rights and interest records are critical to carrying out anorganization’s essential legal and financial functions and vital to the protection of the legal andfinancial rights of individuals who are directly affected by that organization’s activities. The
term “vital records” refers to a specific sub-set of essential records relating to birth, death, andmarriage documents.
Essential Records Packet – An electronic or hardcopy compilation of key information,
instructions, and supporting documentation needed to access essential records in an emergency
situation.
Essential Supporting Activities (ESAs) – Critical functions that an organization must continue
during a continuity activation, but that do not meet the threshold for MEFs or PMEFs.
Executive Branch Department and Agencies (D/As) – The Executive Branch departments andagencies enumerated in 5 U.S.C 101, independent establishments as defined by 5 U.S.C. 104(1),government corporations as defined by 5 U.S.C 103(1), Intelligence agencies as defined by 50
U.S.C. 3003, and the United States Postal Service. These D/As are referred to as “organizations”
throughout this FCD.
Federal Continuity Directive (FCD) – A document developed and promulgated by
DHS/FEMA, in coordination with the Continuity Advisory Group and in consultation with theContinuity Policy Coordination Committee, which directs Executive Branch organizations tocarry out identified continuity planning requirements and assessment criteria.
Geographic Dispersion – The distribution of personnel, functions, facilities, and other resourcesin physically different locations from one another.
Government Functions – Government functions are the collective functions the Executive
Office of the President and D/As as defined by statute, regulation, presidential direction, or otherlegal authority, to include the functions of the legislative and judicial branches.
Headquarters (HQ) – In this FCD, the term “headquarters” refers to the central or head offices
for operations of organizations identified in PPD-40, Annex A.

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Homeland Security Exercise and Evaluation Program (HSEEP) – A program that provides aset of guiding principles for exercise programs, as well as a common approach to exercise
program management, design, development, conduct, evaluation, and improvement planning.
Hot Site – Hot sites are locations that operate 24 hours a day with fully operational equipment
and capacity to immediately assume operations upon loss of the primary facility. A hot
continuity facility requires on-site telecommunications, information, infrastructure, equipment,
back-up data repositories, and personnel required to sustain essential functions.
Interagency Agreement (IAA) – A written agreement entered into between two Federal
agencies, or major organizational units within an agency, which specifies the goods to be
furnished or tasks to be accomplished by one agency (the servicing agency) in support of theother (the requesting agency).
Interagency Board – A working group established by the NCC to review and recommend
potential PMEFs submitted by organizations before they are submitted to the NCC for final
approval.
Interoperability – 1) The ability of systems, personnel, or organizations to provide services toand accept services from other systems, personnel, or organizations, and to use the services so
exchanged so that these organizations can operate together effectively and; 2) A condition that isrealized among electronic communications operating systems or grids and/or among individual
electronic communications devices, when those systems and/or devices allow the direct,
seamless, and satisfactory exchange of information and services between the users of thosesystems and devices.
Leadership – The senior decision makers who have been elected (e.g., President, Governors) ordesignated (e.g., Cabinet Secretaries, Administrators) to head government organizations.
Depending on the organization, directors and managers may also serve in guiding theorganization and making decisions.
Legal and Financial Rights Records – Vital records essential to protect the legal and financial
rights of the government and the individuals directly affected by its activities. Examples include
accounts receivable records, social security records, payroll records, retirement records, andinsurance records. These records were formerly defined as ‘‘rights-and-interests’’ records.
Memorandum of Agreement/Memorandum of Understanding (MOA/MOU) – Writtenagreements between organizations that require specific goods or services to be furnished or tasks
to be accomplished by one organization in support of the other.
Mission Essential Functions (MEFs) – The essential functions directly related toaccomplishing an organization’s mission as set forth in statutory or executive charter. Generally,
MEFs are unique to each organization.
Multi-Year Strategy and Program Management Plan (MYSPMP) – A plan that guides thedevelopment of the organization’s continuity program over a set number of years via a processthat ensures the maintenance and continued viability of continuity plans.
National Capital Region (NCR) – The National Capital Region was created pursuant to the
National Capital Planning Act of 1952 (40 U.S.C. § 71). The Act defined the NCR as theDistrict of Columbia; Montgomery and Prince George’s Counties of Maryland; Arlington,
Fairfax, Loudoun, and Prince William Counties of Virginia; and all cities now or hereafterN-5

existing in Maryland or Virginia within the geographic area bounded by the outer boundaries of
the combined area of said counties. The NCR includes the District of Columbia and 11 local
jurisdictions in the State of Maryland and the Commonwealth of Virginia.
National Continuity Coordinator (NCC) – The Assistant to the President for Homeland
Security and Counterterrorism (APHS/CT). The NCC is responsible for coordinating, without
exercising directive authority, the development and implementation of continuity policy for
Executive Branch organizations.
National Continuity Policy – It is the policy of the United States to maintain a comprehensive
and effective continuity capability, composed of COOP and COG programs, in order to ensure
the preservation of our form of government under the Constitution and the continuing
performance of NEFs under all conditions (PPD-40, National Continuity Policy).
National Essential Functions (NEFs) – Select functions necessary to lead and sustain the
Nation during a catastrophic emergency and that, therefore, must be supported through COOP,
COG, and ECG capabilities.
National Exercise Program (NEP) – The NEP serves as the principal exercise mechanism for
examining and measuring the preparedness and readiness of the United States. This includes
designing, coordinating, conducting, and evaluating a progressive cycle of exercises thatrigorously test the Nation’s ability to perform missions or functions that prevent, protect against,
respond to, recover from, and mitigate all hazards.
Normal Operations – Refers to the broad functions undertaken by an organization; thesefunctions include day-to-day tasks, planning, and execution of tasks. May also be referred to as
steady-state operations.
Occupant Emergency Plan (OEP) – A short-term emergency response plan which establishes
procedures for evacuating buildings or sheltering-in-place to safeguard lives and property.
Organizations may refer to this plan as the Emergency Plan or Building Closure Plan. Common
scenarios that would lead to the activation of these plans include inclement weather, fire,
localized power outages, and localized communications outages. These types of events are
generally short-term in nature.
Organization Head – The highest-ranking official of an organization, or a successor or designee
who has been selected by that official in orders of succession.
Plan – A proposed or intended method of getting from one set of circumstances to another. A
plan is often used to move from the present situation towards accomplishing one or moreobjectives or goals.
Primary Mission Essential Functions (PMEFs) – Those MEFs that must be continuously
performed to support or implement the uninterrupted performance of NEFs.
Primary Operating Facility – The facility where an organization’s leadership and staff operate
on a day-to-day basis.
Program – A group of related initiatives managed in a coordinated process so as to obtain alevel of control and benefits that would not be possible from the individual management of theinitiatives. Programs may include elements of related work outside the scope of the discrete
initiatives within the program.

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Readiness Reporting System (RRS) – A DHS/FEMA program that collects and manages
continuity capability data and assessments of the ability of executive branch organizations toperform their PMEFs in support of the NEFs. The RRS supports analysis and tracks capabilities
at all times under all conditions, to include natural disasters, manmade incidents, terrorism, andwar.
Reconstitution – The process by which surviving and/or replacement organization personnel
resume normal operations.
Recovery – The implementation of prioritized actions required to return an organization’s
processes and support functions to operational stability following a change in normal operations.
Redundancy – The state of having duplicate capabilities, such as systems, equipment, or
resources.
Resilience – The ability to prepare for and adapt to changing conditions and recover rapidly
from operational disruptions. Resilience includes the ability to withstand and recover fromdeliberate attacks, accidents, or naturally occurring threats or incidents.
Risk – The potential for an unwanted outcome resulting from an incident, event, or occurrence,
as determined by its likelihood and the associated consequences. With respect to continuity, risk
may degrade or hinder the performance of essential functions and affect critical assets associatedwith continuity operations.
Risk Analysis – A systematic examination of the components and characteristics of risk.
Risk Assessment – A product or process which collects information and assigns values to risks
for the purpose of informing priorities, developing or comparing courses of action, andinforming decision making.
Risk Management – The process of identifying, analyzing, assessing, and communicating risk
and accepting, avoiding, transferring, or controlling it to an acceptable level considering
associated costs and benefits of any actions taken.
Small Agency Council Continuity of Operations Committee (SAC COOPC) – Provides aforum for the development and integration of continuity policies and programs among theFederal Government organizations represented on the Committee. DHS/FEMA provides
assistance to the SAC COOPC as requested by the SAC COOPC Chair.
Succession – A formal, sequential assumption of a position’s authorities and responsibilities, tothe extent not otherwise limited by law, by the holder of another specified position as identifiedin statute, executive order, or other presidential directive, or by relevant D/A policy, order, or
regulation if there is no applicable executive order, other presidential directive, or statute in theevent of a vacancy in office or a position holder dies, resigns, or is otherwise unable to performthe functions and duties of that pertinent position.
Telework – A work flexibility arrangement under which an employee performs the duties andresponsibilities of his/her position, and other authorized activities, from an approved worksite
other than the location from which the employee would otherwise work.
Telework Site – An approved worksite where an employee performs his or her duties other thanthe location from which the employee would otherwise work.

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Test, Training, and Exercises (TT&E) – Activities designed to familiarize, impart skills, andensure viability of continuity plans. TT&E aids in verifying that an organization’s continuity
plan is capable of supporting the continued execution of the organization’s essential functions
throughout the duration of a continuity event.
Vital Records – See Essential Records.
Warm Site – Locations that have a minimum acceptable level of infrastructure in-place, and also
possess the IT and telecommunications equipment to become operational as soon as possible, but
not later than 12 hours after continuity activation. In order to become active, a warm facility
requires additional personnel, equipment, supplies, software, or customization. Warm sites
generally possess the resources necessary to sustain critical mission/business processes, but lackthe capacity to activate all systems or components.

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ANNEX O: AUTHORITIES AND RESOURCESAUTHORITIES
1) Homeland Security Act of 2002, as amended (6 U.S.C. § 101 et seq.).
2) National Security Act of 1947, as amended (50 U.S.C. § 3042).
3) Telework Enhancement Act of 2010 (5 U.S.C. §§ 6501-6506).
4) Executive Order 12148, Federal Emergency Management, July 20, 1979, as amended.
5) Executive Order 13618. Assignment of National Security and Emergency Preparedness
Communications Functions, July 6, 2012.
6) Presidential Policy Directive 8, National Preparedness, March 30, 2011.
7) Presidential Policy Directive, 40, National Continuity Policy, July 15, 2016.
8) Presidential Policy Directive 21, Critical Infrastructure Security and Resilience, February
12, 2013.
9) Vacancies Reform Act of 1998, as amended (5 U.S.C. §§ 3345-3349d).
RESOURCES
1) 36 Code of Federal Regulations, Part 1223, Managing Vital Records.
2) 36 Code of Federal Regulations, Part 1236, Electronic Records Management.
3) 44 Code of Federal Regulations, Part 3541, Federal Information Security Management
Act of 2002.
4) FCD-2, Federal Executive Branch Mission Essential Functions and Candidate Primary
Mission Essential Functions Identification and Submission Process, July 2013.
5) Homeland Security Exercise and Evaluation Program (HSEEP), April 2013.
6) Intelligence Community Standard Number 500-19, Universal Access and Remote Accessto TS/SCI Web Content and Services, July 7, 2010.
7) National Institute of Standards and Technology, Special Publication 800-34, Rev. 1,
Contingency Planning Guide for Federal Information Systems, May 2010.
8) Office of Management and Budget Memorandum M-05-16, Regulation on Maintaining
Telecommunication Services during a Crisis or Emergency in Federally-owned
Buildings, June 30, 2005.
9) OPM Guide to Telework in the Federal Government, April 2011.
10) OPM Washington, DC, Area Dismissal and Closure Procedures, December 2015.
11) OPM Handbook on Pay and Leave Benefits for Federal Employees Affected by Severe
Weather Conditions or Other Emergency Situations, June 2008.
12) OPM Human Resources Flexibilities and Authorities in the Federal Government, August
2013.
13) National Exercise Program Implementation Plan, June 2013.

O-1

14) National Institute of Standards and Technology Special Publication 800-34, Revision 1,
Contingency Planning Guide for Federal Information Systems, May 2010.
15) National Institute of Standards and Technology Special Publication 800-53, Revision
4, Recommended Security Controls for Federal Systems and Organizations, August 2013.
16) National Preparedness Goal, September 2015.
17) Risk Resources (select):a. National Infrastructure Protection Plan (NIPP), 2013.
b. NIPP Supplemental Tool: Executing a Critical Infrastructure Risk Management
Approach.
c. National Institute of Standards and Technology, Special Publication 800-30, Rev
1, Guide for Conducting Risk Assessments, September 2012.
d. National Institute of Standards and Technology, Special Publication 800-39,
Managing Information Security Risk Organization, Mission, and Information
System View, March 2011.
e. The Risk Management Process for Federal Facilities: An Interagency Security
Committee Standard, August 2013, 1st Edition.

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