Contingency Plan for Pilot Project Example for “FITNESS IN MATURITY”

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SUBJECT:  Operational Plan for Fitness in Maturity

As you are aware, we recently submitted a tender to the government for a 3 month pilot project to promote and provide fitness and lifestyle services to seniors at 50 years and over.

I am pleased to announce that our tender was successful and we have now entered into a contract with the government to commence this project.

I have been appointed as Project Manager to manage the pilot, which we intend roll out on xx/xx/xxxx.

To assist me in the preparation of the Operational Plan for this pilot, can you please confirm your earlier advice in relation to this new business, that your particular centre-

• Has sufficient ………………………….
• Has sufficient……………………………..
• Is able to …………………………………..

 

Would you please advise and raise any concerns or issues by xx/xx/xxxx

I look forward to your support

 

INTRODUCTION AND SCOPE

Contingency plan for the pilot project “Fitness in Maturity” which is being implemented in our four centres Cairns, Brisbane, Melbourne and Sydney.

“Fitness in Maturity” is a government funded initiative for the wellness of senior Australians, for which we successfully tendered and won a 3-month pilot project.

The key goals and objectives of the pilot are-

• To secure increased membership – specifically seniors
• To satisfy government tender as contracted
• to enhance corporate profile

Full details are provided in the Operational Plan.

RISKS

The key risks for which contingency strategies are needed are-

1. lower than forecast uptake of new members from the seniors’ target market
2. implementation costs budget overrun
3. retention of new seniors’ members not sufficient to continue the initiative
4. political changes which may result in the initiative not being continued after the pilot

RISK MANMAGEMENT STRATEGIES   

Risk element 1: low uptake

The forecast uptake is at the rate of 30 members per weekday, per centre. This is a total of 600 members per month, or 1800 in total for the 3 months.

For contingency planning and to allow for a growing uptake, it is assumed that the minimum attendance pattern will be-

• registrations of intent by week 3 (1 week before launch) = 40
• actual attendance 1st week = 70
• actual attendance 2nd week = 90
• actual attendance 3rd week = 120
• actual attendance 4th week = 150

Strategy

1. In the event that actual registrations is less than the above indicator (40 by 1 week before launch), immediate consultation will be instigated with Dept. of Health to obtain their urgent review of their promotional campaign.

Responsibility: Kath Jones, GM Marketing.

2. Regardless of actual uptake numbers, weekly reporting is already in place to keep, Department of Health (our sponsor) informed. However, in the event that actual attendance falls below any of the above indicators, further liaison will be instigated with Dept. of Health to obtain their support by-

• reviewing their promotional campaign in regard to content and media tools
• increasing their promotional activities

Responsibility: Kath Jones, GM Marketing

Risk element 3: retention of new seniors’ members

As well as the actual uptake numbers of new members being critical to the success of the pilot, retention of those members through repeat visits is critical to the continuation of the initiative after the pilot and its long-term contribution to our corporate growth.

For contingency planning, it is assumed that the retention rate will initially be lower than our average retention rates for other existing members, due to the inherent nature of potential health issues for seniors. However longer term it is envisaged that the “free lunch” offering will, once sampled, significantly increase retention levels.

Strategy

1. Repeat visits and retention as well as client feedback will be sought continuously throughout the pilot and reviewed weekly to assess trends and report to the Project Manager

Responsibility: Centre managers

2. Monthly Project Meetings will review results and if not trending satisfactorily towards the forecast retention levels-
   • relevant Center Managers will undertake an immediate review to identify and rectify any local issues that may be unfavourably influencing retention

Responsibility: Centre managers

• following the reviews, further liaison will be instigated with Dept of Health if appropriate

Responsibility: Kath Jones, GM Marketing.