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