provide continuous medical services to its members in routine and crises. Ongoing operation is dependent on the availability of manpower, infrastructure, medical equipment, information technology, and computerized systems. Advanced planning is required to ensure sustainability of services, even during significant disasters. Methods: An operational continuity plan was established, basing the sustainability efforts on international standards. Through adaptation of a process of Business Impact Analysis on the health care system, core vulnerabilities within the HMO were identified, priorities, and criticality of each service were defined as follows: HIGH: Recovery Time Objective (RTO) immediately or up to 24 hours; MEDIUM: RTO within a week; LOW: RTO within four weeks. The plan encompasses all critical elements and services, including computerized system , manpower, infrastructure, and vital equipment. Results: The operational continuity plan was evaluated and approved by the senior Executive Board of the HMO and has been adopted as a perennial work plan. A designated organizational structure was developed as responsible for the implementation and management of the recovery plan during a crisis. Once a year, training and exercise of the recovery plan is conducted , cross-cutting all critical services including: primary care, nursing, pharmacy, laboratory, radiology, home care for vulnerable populations, mental, and emergency dental health services. The aim is to achieve participation of at least 25% of the pre-defined population in the annual training program. Conclusion: Implementing preparedness for various disasters ensures recovery within the designated objectives, which were defined in the operational continuity plan. A significant budget needs to be allocated in order to facilitate an effective preparedness.