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Public Health Business Planning: A Practical Guide

Author(s): Stephen N. Orton, PhD, The North Carolina Institute for Public Health
Anne J. Menkens, PhD, Program Director, Office of Executive Education, The North Carolina Institute for Public Health
Pamela Santos, MBA, Kenan Institute of Private Enterprise, University of North Carolina at Chapel Hill
Details:
  • ISBN-13: 9781449643508
  • Paperback    174 pages      © 2009
Price: $147.95 US List
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Visit the new companion website at www.publichealthbusinessplanning.org!
(D
eveloped by UNC's Management Academy for Public Health.)

In today’s turbulent and financially stressful times, public health managers need business planning skills. They need to become “civic entrepreneurs,” who can creatively finance and manage needed programs using business school savvy.

Public Health Business Planning: A Practical Guide is based on the curriculum of the highly successful Management Academy for Public Health, offered by the Kenan-Flagler Business School and the School of Public Health at the University of North Carolina at Chapel Hill. A Lewin Group evaluation showed that teams of Management Academy graduates have generated millions of dollars in revenue for local agencies through implementing business plans.

This book teaches what it means to use entrepreneurial strategies for social good, and key business planning skills such as:

  • Assessment and strategic planning
  • Program planning, implementation, and evaluation
  • Financial planning and budgeting
  • Market research and social marketing
  • Strategies for getting funded including business writing and speaking
  • Project management and business plan execution strategies

Forewords
Janet E. Porter, PhD, Executive Vice President & Chief Operating Officer, Dana-Farber Cancer Institute         
Paul Jarris, M.D., M.B.A., Executive Director, ASTHO
Patrick M. Libbey, Executive Director, NACCHO

 

Chapter 1:  Introduction

Why a Business Planning Book?; Who Should Read This Book?; Why Business Planning?; Why Now? What Is a Public Health Business Plan?; What Can You Expect from Public Health Business Planning?; Trust the Process; How Do We Know What Works—Or Doesn’t?; What We’re Not Doing in This Book

 

Chapter 2: Defining Public Health Entrepreneurial Business Planning 

The Civic Entrepreneur; Entrepreneurs Find Out What’s Needed; Entrepreneurs Brainstorm; Entrepreneurs Analyze; Entrepreneurs Build Teams; Entrepreneurs Are Hardworking and Flexible; Entrepreneurs Find the Money; Entrepreneurs Start It Up

Entrepreneurs Keep It Going; Entrepreneurs Keep Tabs; Entrepreneurs Get It Down on Paper

 

Chapter 3: The Parts of a Public Health Business Plan 

Business Plan Outline; Executive Summary; Definition of Plan; Industry Analysis; Demonstration of Need and Target Market; Competitors/Partners; Marketing Strategy

Project Operations and Management; Implementation Plan and Timeline; Risks and Exit Plan; Financials; Briefly, On Style

 

Chapter 4: Definition of Plan 

Clarity and Specificity; What Goes into the Definition of Plan?; Organizing the Definition of Plan Section; What Can Go Wrong in the Definition of Plan?; Building Your Definition of Plan

 

Chapter 5: Industry Analysis

Looking at the Big Picture; Key Industry Success Factors; How to Conduct Industry Analysis; What Can Go Wrong in Industry Analysis?; Building Your Industry Analysis Section

 

Chapter 6: Demonstration of Need and Target Market

Business Planning versus Strategic Planning; Using Assessment for Business Planning

Using the Data; The Environment; What Can Go Wrong with Demonstration of Need and Target Market?; What to Do with It All; Building Your Demonstration of Need and Target Market Section

 

Chapter 7: Competitors and Partners 

What Does “Competition” Mean in Public Health?; Competitors Can Become Partners

Barriers to Entry; Identifying Competitors and Partners; Thinking Strategically About Partners; Why Partnerships Matter; What Can Go Wrong?; Building Your Partners/Competitors Section

Chapter 8: Marketing

Why a Marketing Section?; The Four P’s; How Will You Reach Your Customers?; Selling Ideas with Social Marketing; Focusing Your Message; Social Marketing and the Four P’s; Know Your Competition; Other Ways to Understand Behavior Change; What Can Go Wrong?; Go Forth, and Market!; Building Your Marketing Section

 

Chapter 9: Project Operations 

General Organizational Overview; Human Resources; HR and Organizational Culture

Space; Daily Operations; Partner Roles and Logistics; Implementation Plan and Timeline

Evaluation and Quality Improvement; What Can Go Wrong with Your Operations Section?; Plan to Continue Planning; Building Your Operations Section

 

Chapter 10: Evaluation 

Why Evaluate?; A Word About Outcomes; Getting Professional Evaluation Assistance; What Can Go Wrong with Evaluation?; Building an Evaluation Plan

 

Chapter 11: Risks, Exit Plan, and Sustainability 

Exiting; Risks; Planning for the Accidental Exit; Specific Risks to Consider; Planning the Intentional Exit; Playing to Your Strengths; What This Means; What Can Go Wrong?; Plan to Keep on Planning; Building Your Risks and Exit Plan Section

 

Chapter 12: Financial Planning 

Financial Sustainability; Revenue Generation; Revenue versus Profit; Financial Assumptions; Operations Budget; In-kind Donations; Start-up Financing; Break-even Analysis; Models; What Can Go Wrong?; Do It Anyway; Building Your Financials Section

 

Chapter 13: The Feasibility Plan 

Who Is the Feasibility Plan For?; What Can Go Wrong with Feasibility Planning?; What Next?


Chapter 14: Sustaining Success in South Carolina: One Team’s Experience

The Definition of Plan; Industry Analysis; Target Market; Competition; Marketing Strategy; Project Operations and Management; Implementation Plan and Timeline

Risks and Exit Plan; Financials; Results; Implementing the Plan

 

Chapter 15: Creating Your Public Health Business Plan

The Value of “Failure”; What Can Go Right in Public Health Business Planning?; It’s Your Turn

 

Afterword
Edward L. Baker, MD, MPH, Director of the North Carolina Institute for Public Health

 

Index


Stephen N. Orton, PhD-The North Carolina Institute for Public Health

Stephen Orton is Deputy Director of the Office of Executive Education at the North Carolina Institute for Public Health, the service and outreach arm of the School of Public Health. Dr. Orton also holds an Adjunct Assistant Professor appointment in the Health Policy and Administration Department. He has worked in public health executive education since 1994; he was the first program manager for the Management Academy for Public Health, in 1999. He earned his PhD in English from UNC-Chapel Hill in 1998.

Anne J. Menkens, PhD-Program Director, Office of Executive Education, The North Carolina Institute for Public Health

Anne Menkens is a Program Director at the North Carolina Institute for Public Health Office of Executive Education. She has worked in public health education and research communications since 1997 and is responsible for the planning and implementation of Executive Education Alumni programs as well as writing and editing projects for the Institute. She is author, with Stephen Orton and Pamela Santos, of Public Health Business Planning: A Practical Guide. She holds a PhD from the University of North Carolina at Chapel Hill Department of English.
Additional Titles by this Author

Pamela Santos, MBA-Kenan Institute of Private Enterprise, University of North Carolina at Chapel Hill

Pamela Santos is a Business Plan Advisor for the Management Academy for Public Health. She is also Senior Management Consultant with the Urban Investment Strategies Center in the Kenan Institute of Private Enterprise at the University of North Carolina at Chapel Hill. In this role, she works with non-profit organizations and communities to develop income-generating strategies to become more sustainable and competitive in today's knowledge-based economy. Ms. Santos has an MBA from the University of North Carolina-Chapel Hill. She earned a bachelor's degree in Management and Marketing from the University of North Carolina-Greensboro.