An operating plan defines the operator, services, staffing, systems and responsibilities.
An owner-operated facility and one managed by a specialist may have different staffing, fees and support costs. The forecast should reflect the intended arrangement.
Start with daily operations
Define the services and customers, then identify the resources needed to deliver them.
A 24-hour facility needs shift coverage, overnight security and support. Include these costs before estimating profitability.
Six questions to answer
Record these six answers. Label unconfirmed items as assumptions and assign someone to verify them.
1. Who operates the asset
Identify the owner-operator, specialist operator or partnership, including fees and staffing responsibilities.
2. What services will be provided?
Specify hours, capacity, response times and backup arrangements. These determine staff coverage, maintenance and equipment.
3. Which services will be contracted out?
Compare internal staffing with outside providers for security, cleaning, IT, maintenance and other support.
4. Which systems are essential?
Identify essential systems and budget for support, maintenance, replacement and backup.
5. How quickly will activity grow?
Estimate customer growth and the cash needed to cover expenses before revenue reaches planned levels.
6. Who is responsible for problems?
Assign authority for spending, incidents and disputes, with costs allocated to the responsible parties.
How the answers affect costs
Each part of the operating plan belongs in the budget or financial forecast:
- Operator: management fees, staffing, insurance and other operating expenses.
- Service level: staff coverage, maintenance, spare equipment and backup systems.
- Staff or contractors: payroll costs, provider fees and how expenses change as activity grows.
- Essential systems: purchase costs, support contracts, replacement costs and backup capacity.
- Opening and growth: revenue timing, startup losses and the cash needed before income covers expenses.
- Accountability: insurance, contingency allowances and the costs assigned to each partner.
Link operating choices to the forecast so changes can be traced and explained.
A one-page checklist
Start with a short summary that the owner, operator and key partners can review:
- Who will operate the project and under what agreement.
- Services, hours and customer capacity.
- Functions handled by staff and outside providers.
- Essential systems and backup arrangements.
- Expected opening schedule and growth in activity.
- Who approves spending and resolves operating issues.
Agree on the summary before finalizing the budget. Update costs when the operating plan changes.
From analysis to action
Separate questions needing research from choices needing partner agreement.
Assign a responsible person and deadline to each open item. Show the cost of the options.
Turn agreed choices into staffing plans, vendor scopes, procedures and a launch schedule. Replace estimates with confirmed costs as work progresses.
Related capabilities: Financial Modeling & Investment Readiness · Management Consulting & Strategic Planning · Infrastructure & Energy Development Advisory