Our approach
Continuity planning starts with an honest answer to one question: which functions cannot stop? We work with leadership and program staff to identify essential functions, the people, facilities, systems, and records they depend on, and the orders of succession and delegations of authority that keep decisions flowing. Then we build the plan around those answers and test it.
Continuity plans
Plans aligned to federal continuity guidance and scaled to your organization.
- Continuity of operations plans: Agency and department COOP plans that document essential functions, succession, delegations, alternate facilities, and reconstitution.
- Continuity of government plans: Plans that preserve the constitutional and statutory functions of a jurisdiction through a catastrophic event.
- Business continuity: Continuity planning for private and nonprofit organizations that minimizes disruption and protects staff and services.
- Pandemic and workforce annexes: Planning for extended staff absence, remote operations, and devolution of functions.
Making continuity real
A continuity plan that has never been tested is a continuity assumption.
- Essential function analysis: Business process analysis and business impact analysis that justify what is essential and what can wait.
- Continuity exercises: Tabletop and functional exercises that test succession, alternate facilities, and vital records access.
- Program maintenance: Multi-year continuity program plans, training, and annual review cycles.
- Technology dependencies: Identification of the systems and data each essential function depends on, and the recovery priorities that follow.
Why High Street?
High Street practitioners have built continuity programs for federal agencies and state and local governments and have operated through the activations those programs were written for. We write plans that are specific enough to execute and short enough to be read during the event.