Risks Associated with Operational Plans

Learning Outcome 1: Be able to align objectives of own area of responsibility with those of own organisation – this has previously been discussed and evidence passed on. Learning Outcome 2: Be able to implement operational plans in own area of responsibility 2. 1 Assess risks associated with operational plans and include contingency agreements; Within the third sector the majority of funding that we receive is restricted which limits where the money can be spent and means that it can only be spent on the purpose for which it is assigned.

With regards to the projects that I run this is the situation with all of the funding streams, all of the money that I manage is assigned to pre contracted outcomes with set reporting dates. I have found that I plan in a contingency period for submitting the reports in to my plans to cover for any unexpected issues. For example one projects reports are due on the 15th November, I have the project workers complete their figures on a monthly basis so I am able to keep track on a regular basis on what they are achieving so I can identify any areas of concern and we can try to counter act any issues before the report.

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This covers the quantitative part of reports although I do like staff to have input in to the qualitative part of the report so I ask them to complete all requested information by 20th October which still allows 4 weeks leeway, I will then allow myself two weeks to edit and contribute before I send the document on to the CEO for reviewing over a two week period before the document needs to be submitted. I find that by allowing additional time I am able to plan for delays which should still allow for the report to be submitted when required.

I have found that an organisational plan needs to be a living document to allow to for all eventualities; this means that the plan can be adapted for any changes in deadlines or issues arising and allows me to see what impact that can have on other areas of work. 2. 2 Identify support from relevant stakeholders; As previously mentioned the majority of my projects are funded by external stakeholders, support is given from them through advance notification of when pieces of work will be required. For example the Bristol City Councils Community Investment Team recently had a funding grant available.

Two years ago when they know they would be opening the grant up they published a time line which included consultations, bid submission dates, interview dates, notification of successful bid dates and then the grant start date. This allows us as an organisation to factor in the dates one for availability and planning but also for factoring in the money for budget consideration knowing that if we are successful we will receive more money which will be contributed to our core costs which will have a positive impact on all other services.

We find that all external stakeholders will provide us with all future dates from the onset of a funding opportunity. 2. 3 Implement operation plan within own area of responsibility; The operational plan that I have submitted is from my area of responsibility, this has been devised by using the organisational strategy and working out my areas on responsibility. This allows me to have an end goal and then I need to plan how to achieve it. Once this is done I can work out a step by step plan of what needs to be done and by whom.

This is all added to the plan along with any other obligations that will arise like staff supervision and appraisals and monitoring. I can then arrange the plan so that it is ordered by deadlines or projects. Once I feel I have a true reflection of the work that needs to be completed I will then assign pieces of work that need to be completed by other people, I will keep these tasks within my plan so that I am able to see when things should be done by, I will also encourage the staff to add the items to their own work plans which can be reviewed at regular catch ups or supervisions.

Learning Outcome 3: Be able to monitor and evaluate operational plans in your own area of responsibility 3. 1 Monitor procedures within the operational plan & 3. 1 Evaluate operational plans and implement any necessary actions; As previously mentioned the operational plan is a working document that needs to be constantly reviewed and updated so that we can see what needs to be done, when there could be free time and more importantly an individuals workload.

Currently I will review my operational plan on a weekly basis and then transfer the items that will be required that week or need to be planned for in to a work plan so that I am able to prioritise work. I will also review my operational plan and my priorities once a month with the CEO so she is able to tell me if there is something that is missing or if something has arisen that requires my attention sooner. On a quarterly basis all senior managers meet to review the operational plan and discuss our own current work load, this allows us to highlight possibilities of working together or information sharing and adapt our own plans accordingly.