This section includes:

  1. Frequently Asked Questions
  2. Articles
  3. Other resources and links
Frequently Asked Questions
  • How did the Mangagement Continuity Planning process develop?

              Two psychologists who have entensive management, consulting and disaster experience developed this process.  After working in the aftermath of 9/11 Drs. Allen & Toder realized that businesses were vulnerable to terrorist attacks and other kinds of significant disruptions but not adequately prepared.  These companies needed a process to insure that management would still be functioning after an incident.

          Toder & Allen were clear that many businesses have done an excellent job of securing their data and physical plant but have not given as much attention to their most important asset - senior management.  These executives, and others who know how to keep the business going, are critical to maintaining core functions after an interruption due to natural or human causes.

  • Who should be involved in this process?

          A core group of 8-10 individuals including executive team members and  directors who can step into executive roles if needed.  Inclusion of selected board members is desirable.

  • Should all departments go though this process?

          Yes, after upper management has developed their protocol and strategies, essential departments would benefit from this process.

  • How long will the process take?

          It should be completed in 1-2 days depending on the type and extent of previous planning.  Executive team members will participate for approximately 2 1/2 hours total.

  • Will this process arouse unnecessary anxiety?

          To the contrary, It is actually reassuring if conducted by knowlegeable professionals.

  • How will the creation of a Management Continuity plan benefit my business?

          Increased clarity in communication channels, articulated succession plan, clear mapping of projects, detailed links for executive and senior manager functions, and detailed emergency plan: people, site, public face (media, shareholders, customers).

  • Why develop a Management Continuity plan now?

          A proactive process is much easier to execute.  Post-incident costs are high in terms of lost momentum, loss of credibility in the industry, and loss of company morale.

  • What makes Management Continuity Planning Associates unique?

          We are a small, nimble company with custom solutions.  You will be dealing with experienced professionals and not junior level consultants.

  • What about cost?

          What's the cost of doing nothing?  Contact us for cost estimates.

          Dr. Rick Allen,, (831) 429-1340

          Dr. Francine Toder,, (650) 325-4588




"Business people should have a 'professional will'" SV Biz Ink, 2004
"Model of Organizational Recovery" Journal of Emergency Management
"Coping With Traumatic Stress" California Psychologist, 2003
"Keeping The Business Going" 9/03
"When Your Company Is Acquired" San Jose Business Journal
"Aftermath of attack reaches the workplace" Palo Alto Daily News, 9/01
"Plan for post-disaster management" Executive Edge
HR West 8/04: Disaster Planning As a Tool in Developing a Resilient and Viable Business
Other Resources and Links

Disaster Preparedness Guide:  NPower's Communication, Protection, Readiness (CPR) Guide available on line at::

Article on management of organizational knowledge:

Desouza K. & Awazu, Y., "Knowledge Management" in HR Magazine, Nov. 2003

Disaster Prevention & Response Articles:  (Federal Emergency Mangagement Committee) (National Safety Council)