Task 1 - Operational Plan Development

 Executive Summary- A brief outline of the company's purpose and goals.

While it can be tough to fit on one or two pages, a good Summary includes:
 A brief description of products and services
 A summary of objectives
 A solid description of the market
 A high-level justification for viability (including a quick look at your competition and your
competitive advantage)
 A snapshot of growth potential
 An overview of funding requirements

Executive Summary should first and foremost help you do the following.

1. Refine and tighten your concept.
Think of it as a written "elevator pitch" (with more detail, of course). Your Summary describes
the highlights of your plan, includes only the most critical points, and leaves out less important
issues and factors.
As you develop your Summary you will naturally focus on the issues that contribute most to
potential success. If your concept is too fuzzy, too broad, or too complicated, go back and
start again. Most great businesses can be described in several sentences, not several pages.
2. Determine your priorities.
Your business plan walks the reader through your plan. What ranks high in terms of
importance? Product development? Research? Acquiring the right location? Creating
strategic partnerships?
3. Make the rest of the process easy.
Once your Summary is complete, you can use it as an outline for the rest of your plan. Simply
flesh out the highlights with more detail.
Then work to accomplish your secondary objective by focusing on your readers. Even though
you may be creating a business plan solely for your own purposes, at some point you may
decide to seek financing or to bring on other investors, so make sure your Summary meets
their needs as well. Work hard to set the stage for the rest of the plan. Let your excitement for
your idea and your business shine through.
In short, make readers want to turn the page and keep reading. Just make sure your sizzle
meets your steak by providing clear, factual descriptions.
How? The following is how an Executive Summary for a bicycle rental store might read.
Introduction
Blue Mountain Cycle Rentals will offer road and mountain bike rentals in a strategic location
directly adjacent to an entrance to the George Washington National Forest. Our primary
strategy is to develop Blue Mountain Cycle Rentals as the most convenient and cost-effective
rental alternative for the thousands of visitors who flock to the area each year.
Once underway we will expand our scope and take advantage of high-margin new equipment
sales and leverage our existing labour force to sell and service those products. Within three
years we intend to create the area's premier destination for cycling enthusiasts.
Company and Management
Blue Mountain Cycle Rentals will be located at 321 Mountain Drive, a location providing
extremely high visibility as well as direct entry and exit from a primary national park access
road. The owner of the company, Marty Cycle, has over twenty years experience in the
bicycle business, having served as a product manager for ACME Cycles as well as the
general manager of Epic Cycling.
 Because of his extensive industry contacts, initial equipment inventory will be purchased at
significant discounts from OEM suppliers as well by sourcing excess inventory from shops
around the country.
Due to the somewhat seasonal nature of the business, part-time employees will be hired to
handle spikes in demand. Those employees will be attracted through competitive wages as
well as discounts products and services.
Market Opportunities
460,000 people visited the George Washington National Forest during the last twelve months.
While the outdoor tourism industry as a whole is flat, the park expects its number of visitors to
grow over the next few years.
 The economic outlook indicates fewer VA, WV, NC, and MD cycling enthusiasts will travel
outside the region
 The park has added a camping and lodging facilities that should attract an increased number of
visitors
 The park has opened up additional areas for trail exploration and construction, ensuring a
greater number of single-track options and therefore a greater number of visitors
The market potential inherent in those visitors is substantial. According to third-party research
data, approximately 30% of all cyclists would prefer to rent rather than transport their own
bicycles, especially those who are visiting the area for reasons other than cycling.
Competitive Advantages
The cycling shops located in Harrisonburg, VA, are direct and established competitor. Our two
primary competitive advantages will be location and lower costs.
Our location is also a key disadvantage where non-park rentals are concerned. We will
overcome that issue by establishing a satellite location in Harrisonburg for enthusiasts who
wish to rent bicycles to use in town or on other local trails.
We will also use online tools to better engage customers, allowing them to reserve and pay
online as well as create individual profiles regarding sizes, preferences, and special needs.
Financial Projections
Blue Mountain Cycle Rentals expects to earn a modest profit by year two based on projected
sales. Our projections are based on the following key assumptions:
 Initial growth will be moderate as we establish awareness in the market
 Initial equipment purchases will stay in service for an average of three to four years; after two
years we will begin investing in "new" equipment to replace damaged or obsolete equipment
 Marketing costs will not exceed 14% of sales
 Residual profits will be reinvested in expanding the product and service line
We project first-year revenue of $720,000 and a 10% growth rate for the next two years.
Direct cost of sales is projected to average 60% of gross sales, including 50% for the
purchase of equipment and 10% for the purchase of ancillary items. Net income is projected
to reach $105,000 in year three as sales increase and operations become more efficient.
Keep in mind this is just a made-up example of how your Summary might read. Also keep in
mind this example focused on the rental business, so a description of products was not
included. (They'll show up later.) If your business will manufacture or sell products, or provide
a variety of services, then be sure to include a Products and Services section in your Summary.
(In this case the products and services are obvious, so including a specific section would be
redundant.)

 Business Mission/Strategies--
The strategic management process is more than just a set of rules to follow. It is a
philosophical approach to business. Upper management must think strategically first, then
apply that thought to a process. The strategic management process is best implemented
when everyone within the business understands the strategy.
The five stages of the process are goal-setting, analysis, strategy formation, strategy
implementation and strategy monitoring.

Clarify Your Vision

The purpose of goal-setting is to clarify the vision for your business. This stage consists of
identifying three key facets: First, define both short- and long-term objectives. Second,
identify the process of how to accomplish your objective. Finally, customize the process for
your staff, give each person a task with which he can succeed. Keep in mind during this
process your goals to be detailed, realistic and match the values of your vision.
Typically, the final step in this stage is to write a mission statement that succinctly
communicates your goals to both your shareholders and your staff.

Gather and Analyse Information

Analysis is a key stage because the information gained in this stage will shape the next two
stages. In this stage, gather as much information and data relevant to accomplishing your
vision. The focus of the analysis should be on understanding the needs of the
business as a sustainable entity, its strategic direction and identifying initiatives that will
help your business grow. Examine any external or internal issues that can affect your goals
and objectives. Make sure to identify both the strengths and weaknesses of your
organization as well as any threats and opportunities that may arise along the path.

Formulate a Strategy

The first step in forming a strategy is to review the information gleaned from completing the
analysis. Determine what resources the business currently has that can help reach the
defined goals and objectives. Identify any areas of which the business must seek external
resources. The issues facing the company should be prioritized by their importance to your
success. Once prioritized, begin formulating the strategy. Because business and economic
situations are fluid, it is critical in this stage to develop alternative approaches that target
each step of the plan.

Implement Your Strategy

Successful strategy implementation is critical to the success of the business venture. This is
the action stage of the strategic management process. If the overall strategy does not work
with the business' current structure, a new structure should be installed at the beginning of
this stage. Everyone within the organization must be made clear of their responsibilities
and duties, and how that fits in with the overall goal. Additionally, any resources or funding
for the venture must be secured at this point. Once the funding is in place and the
employees are ready, execute the plan.

Evaluate and Control

Strategy evaluation and control actions include performance measurements, consistent

review of internal and external issues and making corrective actions when necessary. Any
successful evaluation of the strategy begins with defining the parameters to be measured.
These parameters should mirror the goals set in Stage 1. Determine your progress by
measuring the actual results versus the plan.

Monitoring internal and external issues will also enable you to react to any substantial
change in your business environment. If you determine that the strategy is not moving the
company toward its goal, take corrective actions. If those actions are not successful, then
repeat the strategic management process. Because internal and external issues are
constantly evolving, any data gained in this stage should be retained to help with any future
strategies.
 Actions(Key to Success)

Every strategic plan needs an action plan to bring it to life. It’s the roadmap that will show you
how you’ll reach your objectives.

An action plan details the concrete steps needed to attain your goals—usually covering the
coming year—a timetable for each task, a description of who will do what and a follow-up
process.

The action plan is typically created at the end of the strategic planning process, after you’ve
set out your vision, done a SWOT analysis and established objectives. Here are the steps for
creating your action plan.

1. Involve your team

You’ll get the best team buy-in if as many employees as possible are involved in creating the
action plan. Employees can give invaluable input on what steps are needed to achieve your
objectives and how best to implement them. As well, they are more likely to work diligently on
implementation if they are involved in the process from the outset.

2. List actions
The core of the action plan is a list of tasks for achieving your objectives. They can include
everything from arranging financing to buying equipment or a vehicle, hiring staff with specific
expertise or developing a website. Each action should be clearly described so as to avoid
confusion later on.
3. Set a timeline
Now establish a timeframe for achieving each action.

4. Designate resources
Name who will be responsible for each action. Also outline what other resources (money,
equipment, personnel) you’ll need to carry out the action.

5. Establish a follow-up and measurement process

Spell out how you will follow up on the action plan to ensure the steps are carried out. This
can include internal reporting and regular meetings held to discuss the plan’s progress.

Also specify the measures you will use to track implementation. These can include both
milestones, such as the completion of certain tasks, and quantifiable measures, such as
revenue or market share.

6. Communicate the plan

Make sure all employees are aware of the action plan, including their role in implementing it.
Explain how the plan fits into your overall business strategy.

7. Keep the plan alive

When you get started on implementing your action plan, you should be disciplined about
sticking to the follow-up and measurement process you’ve outlined. It’s also useful to
recognize employees for meeting or surpassing their responsibilities and hold them
accountable for failing to do so.

Discussing the action plan internally on a regular basis is a good way to keep your entire
strategic plan alive and at the forefront of employees’ attention. Invite employee feedback on
how the implementation is going.

In follow-up meetings to discuss your progress, it’s also important to revisit your action plan
regularly and to continually update it. Allowing your action plan to be surpassed by
developments in your company is a sure way for it to fall into disuse, which could cause your
entire business strategy to unravel.

After the 12 months are up, it’s time to create a new action plan for the following year,
drawing on your overall business strategy and lessons you’ve learned so far.

 Consultation Strategies

The process of consultation is an extremely important concept in the context of managing

an organisation. Organisations exist to create value for stakeholders and consultation is a
process by which the management of the organisation aims to better understand the needs,
wants and expectations of stakeholders, so that value can be created.

 Consultation is an active process in which organisation management opens formal and

informal communication channels between the organisation and its stakeholders.

These formal and informal communication channels might include:

 Open meetings e.g. stakeholders are invited to come to an open meeting or a series
of meetings
 Surveys e.g. stakeholders are invited to complete a survey (paper or online type)
 Focus group e.g. a select cross-section of stakeholders, small in number, are invited
to attend a meeting or series of meetings
 Invitation to send a written response e.g. stakeholders are invited to submit
comments in writing on a proposal or plan
 Informal meetings e.g. organisation management might mingle with people at an
event a canvass certain ideas and see what response they get

The purpose of consultation is three-fold:

1. To invite stakeholders to provide advice to the management of the organisation

about their needs, wants and expectations. In other words, tell the organisation
what value it wants and how it can provide this value.
2. To invite stakeholders to comment on plans that have been created by organisation
management to provide this value requested by stakeholders.
3. To quell any criticism that organisation management have not taken account of, or
are not listening to the needs of stakeholders in developing strategic and
operational plans.

There is a widespread view that if a plan is conceived without proper consultation with
stakeholders then it has far less chance of successful implementation.

There is a clear need for anyone responsible for the formulation of a plan to consult with
all persons who will be affected by the plan. For example, a budget for any area of
organisation operation should not be set without consultation with people who work in that
area of operation. Likewise, management should not construct a plan for a new sport
program without consultation with people who likely be program users.

Setting an Operational Plan without consultation disadvantages the organisation because:

  A lack of consultation fails to take advantage of all available knowledge and
expertise
 A lack of consultation makes people feel left out and creates negativity toward the
emerging plan.

 Process planning (steps)

Identify Stakeholders
To ensure stakeholders are fully
Purpose engaged throughout the Operational
Planning Stage.

Stakeholder consultation will continue

throughout the Operational Planning
Stage to ensure that the Operational
Timing
Plan, the Biosecurity
Note
Plan and Monitoring and Evaluation
Plan are developed in close
collaboration with Stakeholders.

 Guidelines on Stakeholder
Engagement
 Operational Plan TEMPLATE
 Operational Plan WORKED
Useful EXAMPLE
Tools
 Biosecurity Plan TEMPLATE

 Monitoring and Evaluation Plan

TEMPLATE

Actions
Action Description

1 Review the Socially Acceptable section of

the Feasibility Study Report and identify
any issues relating to Stakeholder
Consultation.

2 Review the Stakeholder
Engagement section of the Project Plan.

3 Identify where stakeholders should be

consulted in this Stage.

4 Consult throughout the stage as planned.

At the end of this step: The Operational Plan,
the Biosecurity Plan and the Monitoring and
Evaluation Plan have been developed in
collaboration with stakeholders.

Secure Consents and Permits

To secure all legal permits and non-
Purpose legal consents required to undertake
the project.

Timing This step can take significant time –

Note start as soon as possible.

 Guidelines on Consents and

Permits
 Guidelines on Stakeholder
Engagement
Useful  Guidelines on Planning and
Tools Managing the Eradication
Operation

 Operational Plan WORKED

EXAMPLE

Acions
Action Description

1 Review the Politically & Legally

Acceptable section of the Feasibility
Study Report to identify all the consents
required.

2 Review the Socially Acceptable section

of Feasibility Study Report to identify
landowner’s consent required.

3 Arrange all consents and permits.

At the end of this step: All required consents

have been acquired.

Resolve any Identified Issues

To conduct trials, tasks or gather
information required that was identified
Purpose in the Feasibility Study Report and is
needed to be resolved before the
Operational Planning can proceed.

Useful Guidelines on Planning and Managing

Tools the Eradication Operation

Actions
Action Description
1 Review the Conclusion section of
the Feasibility Study Report and identify
any issues that need resolving.

2 Review any other issues that need

resolving.

3 Plan and carry out any activities required

to resolve the identified issues.

At the end of this step: You are able to

proceed with writing the remainder of
the Operational Plan.

Describe the Problem

To give the eradication operation team
Purpose
an overview of the problem.

 Operational Plan TEMPLATE

Useful
Tools  Operational Plan WORKED
EXAMPLE

Actions
Action Description

1 Review The Site and Target

Species sections of the Feasibility Study
Report and the Project Plan.

2 Determine the details of the problem that

the Eradication Operation Team will need
to know.

3 Record the information in the Project Site

& Target Species section of
the Operational Plan.

At the end of this step: The Project Site &

Target Species section of the Operational
Plan is complete.

Plan the Details of the Eradication Operation

To explain the details of how the
Purpose eradication operation will be carried
out.

Details of the eradication may continue

Timing to change throughout the project.
Note Always keep the Operational Plan up-
to-date.

Useful  Guidelines on Rodent Bait and

Tools Baiting
 Guidelines on Using
Brodifacoum
  Guidelines on Cat Eradication
and Monitoring Techniques
 Operational Plan TEMPLATE

 Operational Plan WORKED

EXAMPLE.

Actions
Action Description

1 Review the Project Approach section in

the Project Plan.

2 Review the Technical Approach section

of the Feasibility Study Report.

3 Review the results of any activities

in step 4.3 Resolve any Identified
Issues (above).

4 Plan the details of the eradication

operation.

5 Record the information in the Operation

Details and Task Schedule sections of
the Operational Plan.

At the end of this step:

 The Operation Details section of the
Operational Plan is complete.

 Any related tasks are included in the

Task Schedule section of the Operational
Plan.
Plan How to Manage the Non-Target Species Risks
To describe how the risks to non-target
Purpose
species will be managed.

 Guidelines on Managing Non-

Target Species Risks
Useful  Operational Plan TEMPLATE
Tools
 Operational Plan WORKED
EXAMPLE

Actions
Action Description

1 Identify any risks to non-target species by

reviewing the:

 Operation Details section of the

Operational Plan
 Environmentally Acceptable
 section of the Feasibility Study
Report

 Project Plan.

2 Plan how each risk will be managed.

3 Record the details of the plans in

the Non-Target Species section of
the Operational Plan.

4 Record any related tasks in the Task

Schedule section of the Operational Plan.

At the end of this step:

 The Non-Target Species section of
the Operational Plan is complete.

 Any related tasks are included in

the Task Schedule section of the
Operational Plan.

Plan How to Manage the Environmental Effects

To explain how the wider environment
will be protected to minimise the
Purpose
adverse effects of the eradication
operation.

 Guidelines on Managing
Environmental Effects
Useful  Operational Plan TEMPLATE
Tools
 Operational Plan WORKED
EXAMPLE

Actions
Action Description

1 Identify any risks to the wider

environment by reviewing the:
 Operation Details section of Operation
Plan
 Environmentally Acceptable section of
the Feasibility Study Report
 Project Plan.

2 Plan how each risk will be minimised.

3 Record the details of the plans

in Environmental Effects section of
the Operational Plan.

4 Record any tasks in the Task Schedule of

the Operational Plan.

At the end of this step:

 The Environmental Effects section of
 the Operational Plan is complete.

 Any related tasks are included in

the Task Schedule section of
the Operational Plan

Plan the Monitoring

To describe how and when each
Purpose
outcome indicator will be measured.

If there is to be community involvement

in the monitoring, ensure sufficient time
Timing
is allocated for this step so all
Note
stakeholder engagement can be
completed.

 Monitoring and Evaluation Plan

TEMPLATE
 Monitoring and Evaluation Plan
WORKED EXAMPLE
 Guidelines on Monitoring and
Evaluation
 Guidelines on Stakeholder
Useful Engagement
Tools
 Guidelines on Rodent
Identification
 Guidelines on Rodent
Surveillance Techniques

 Guidelines on Cat Eradication

and Monitoring Techniques

Actions
Action Description

1 Review the Monitoring the Success of the

Project section of the Project Plan.

2 Plan how each project outcome indicator

will be measured.

3 Record the plan in the Monitoring and

Evaluation Plan.

4 Have the Monitoring and Evaluation

Plan reviewed by independent technical
advisors.

5 Update the Monitoring and Evaluation

Plan to reflect the reviewer’s feedback.

At the end of this step: The independently-

reviewed Monitoring and Evaluation Plan is
complete.

Plan the Biosecurity

 To describe how to prevent and
respond to re-invasions by the target
Purpose
species or an introduction of new
invasive species.

 While the Biosecurity Plan is

initially written in the Operational
Planning Stage, the earlier the
prevention measures start the
better.
 The Biosecurity Plan is a living
Timing document and will be periodically
Note reviewed in later stages and
updated if required.

 Allow sufficient time for

adequate stakeholder engagement
during this step.

 Biosecurity Plan TEMPLATE

 Biosecurity Plan WORKED
EXAMPLE
 Guidelines on Biosecurity
 Guidelines on Stakeholder
Engagement
Useful
 Guidelines on Cat Eradication
Tools
and Monitoring Techniques
 Guidelines on Rodent
Surveillance Techniques

 Biosecurity prevention trip

checklist TEMPLATE

Actions
Action Description

1 A reminder of what is known about the

biosecurity threats to the island is
required by reviewing the Sustainable
section of Feasibility Study Report.

2 a) Identify the invasive species threats

and potential impacts to the island.
b) Record the information in the Risk
Species section of the Biosecurity Plan.

3 a) Identify the pathways that could be

used by invasive species to get to the
island.
b) Record the information in
the Pathways section of the Biosecurity
Plan.

4 a) Identify the prevention measures and

plan the associated activities to ensure
the measures are implemented.
b) Record the activities in the Prevention
 section of the Biosecurity Plan.

5 a) Plan the surveillance and incursion

response activities.
b) Record the activities in
the Surveillance and Incursion
Response sections of the Biosecurity
Plan.

6 Complete the Biosecurity Plan by writing

the remaining sections of the plan,
i.e. Introduction, The Site and
References sections.

7 Have the Biosecurity Plan reviewed by

independent technical advisors.

8 Update the Biosecurity Plan to reflect

reviewers’ feedback.

At the end of this step: The independently-

reviewed Biosecurity Plan  is complete.

Plan the Safety of People

To explain how the health and safety of
the Eradication Operation Team,
Purpose visitors and residents of the site will be
protected during the eradication
operation.

 Guidelines for Project

Managers
Useful  Operational Plan TEMPLATE
Tools
 Operational Plan WORKED
EXAMPLE

Actions
Action Description

1 Review the Operational Plan to identify

the risks to the health and safety of:
 the Eradication Operation Team
 other island visitors
 residents of the site.

2 Plan how each risk will be managed.

Notes:

 Assess the need for warning

signs at the site to alert the public to
the use of toxic bait. If required,
include tasks involved in the erecting
and removal of warning signs in
the Task Schedule section of
the Operational Plan.

 For more information, refer to the

 Managing Health and Safety section
of the Guidelines for Project
Managers.

3 Record details of the health and safety

risks and how it will be managed
in Ensuring the Safety of People section
of the Operational Plan.

4 Record any tasks in the Task Schedule of

the Operational Plan.

At the end of this step:

 Ensuring the Safety of People section of
the Operational Plan is complete.

 Any related tasks are included in the

Task Schedule section of the Operational
Plan.

Plan the Logistics

To explain the logistics of the
Purpose
eradication operation.

 Guidelines on Planning and

Managing the Eradication
Operation
Useful  Operational Plan TEMPLATE
Tools
 Operational Plan WORKED
EXAMPLE

Actions
Action Description

1 Review the Operational Plan.

2 Review the Project Plan.

3 Plan the logistics of the eradication

operation.

4 Record the plan in the Logistics section of

the Operational Plan.

5 If you identify any further tasks related to

the logistics, include them in the Task
Schedule of the Operational Plan.

At the end of this step:

 The Logistics section of the Operational
Plan is complete.

 Any related tasks are included in

the Task Schedule of the Operational Plan.

Prepare an Equipment List

 To prepare a checklist of equipment
required for the eradication operation,
Purpose
the Biosecurity Plan and the monitoring
activities.

 Operational Plan
TEMPLATE
Useful
Tools
 Operational Plan
WORKED EXAMPLE

Actions
Action Description

1 Review the Operational Plan

2 Compile a list of all equipment required

for the project.

3 Record the equipment in the Equipment

List section of the Operational Plan.

4 Review the Biosecurity Plan and identify

the equipment required. Record the
equipment in the Equipment List section
of the Operational Plan.

5 Review the Monitoring and Evaluation

Plan and identify the equipment required.
Record the equipment in the Equipment
List section of the Operational Plan.

6 Identify the source of each piece of

equipment.
At the end of this step: The Equipment List
section of the Operational Plan is complete.

Plan the Operation Task Schedule

To record all the major tasks, timing
Purpose and responsibilities of the project, the
monitoring and biosecurity activities.

 Operational Plan
TEMPLATE
 Operational Plan
Useful WORKED EXAMPLE
Tools
 Guidelines for Project
Managers

Actions
Action Description

1 Identify the major tasks, timing and

responsibilities of the eradication
operation by reviewing the:

 Operational Plan
 Feasibility Study Report

 Project Plan.

2 Review the Task Schedule in

the Operational Plan and ensure it
includes all the major tasks required to
complete the eradication operation.
Note: Ensure the timing and who is
responsible for each task is recorded.

3 Review the Biosecurity Plan and identify

the key activities. Record the activities in
the Task Schedule section of
the Operational Plan.

4 Review the Monitoring and Evaluation

Plan  and identify the key activities.
Record the activities in the Task
Schedule section of the Operational Plan.

At the end of this step: The Task

Schedule section of the Operational Plan is
complete.

Decide the Eradication Operation Team

To decide the key responsibilities of the
Purpose
eradication operation team.

Useful  Operational Plan

Tools
 TEMPLATE

 Operational Plan
WORKED EXAMPLE

Actions
Action Description

1 Identify who will be in the eradication

operation team.

2 Record the members of the eradication

operation team and their roles and
responsibilities in the Operational
Team section of the Operational Plan.

3 Identify any training the team will require.

Record associated training tasks in
the Task Schedule.

At the end of this step:

 The Operational Team section of the
Operational Plan is complete

 The Task Schedule section of the

Operational Plan includes any training

Complete the Operational Plan

To complete writing the Operational
Purpose
Plan.

Depending on the reviewer’s comments

Timing you may need to have the Operational
Note Plan reviewed more than once before it
is complete.

 Operational Plan TEMPLATE

Useful
Tools  Operational Plan WORKED
EXAMPLE

Actions
Action Description

1 Write the Introduction and Executive

Summary sections of the Operational
Plan.

2 Write the Goal, Objectives and

Outcomes section of the Operational
Plan.

3 Record all documents used and referred

to while preparing the Operational Plan,
 in the References section.

4 Review all sections of the Operational

Plan to ensure it is complete.

5 Have the Operational Plan reviewed by

independent technical advisors.

6 Update the Operational Plan to reflect

reviewer’s feedback.

At the end of this step: The independently-

reviewed Operational Plan is complete.

Inform the Stakeholders

To notify stakeholders of what has
been decided for the Operational Plan,
Purpose
Biosecurity Plan and the Monitoring
and Evaluation Plan.

Useful  Guidelines on Stakeholder

Tools Engagement

Actions
Action Description

1 Review the Stakeholder
Engagement section in the Operational
Plan to confirm how you plan to
communicate with each group of
stakeholders.

2 Communicate as planned, providing

copies of the Operational Plan (as
required).

At the end of this step: Stakeholders have

been informed of the outcomes of the
Operational Planning Stage.