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Stephen Orton, PhD North Carolina Institute for Public Health
UNC Gillings School of Global Public Health
Financially Sustainable Health Departments
Poll Question
How much business planning experience do you have? A. A lot – I’ve written several business plans B. Some – I’ve helped with a business plan C. A little – I’ve seen a business plan D. None – What’s a business plan?
Best Use of a Public Health Business Plan:
Create/redesign a product or service… for a Priority Community Need… working with Partner(s)… that generates Revenue
cc
context
Community Health
Assessment
Community Health
Improvement Plan
Action, Business Plans
Community Health
Assessment
Community Health
Improvement Plan
Action, Business Plans
One by one…and all at the same time
Get idea
Define idea
Study feasibility Share
Develop business plan
www.leancanvas.com
Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License.
Define Idea: Lemonade Stand
Existing alternatives List how these problems are solved today
Problem List your top 1-3 problems
Solution Outline a possible solution for each problem
Key metrics List the key numbers that tell you how your business is doing
Cost structure List your fixed and variable costs
Revenue streams List your sources of revenue
Unique value proposition Single, clear, com-pelling message that turns an unaware visitor to an interested prospect
High-level concept List your x for y analogy (e.g., YouTube=Flickr for videos)
Unfair advantage Something that can’t be easily copied or bought
Channels List your path to customers
Customer segments List your target customers and users
Early adopters List the characteristics of your ideal customers
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3 4
5
6 7
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9
Define Idea: Lemonade Stand
• How did that go? • What are you learning?
Lemonade Stand
Existing alternatives Going to the pool Buying a Coke
Problem Thirst Heat Summer blahs
Solution Cool place to stop Cool, homey drink
Key metrics Quarters per minute
Cost structure Marketing (F) Lemonade, lemons, ice, cup (V) – in kind Table, yard space – in kind
Revenue streams Lemonade, ice, etc. – in kind Fifty cents per cup Donations Table, yard space – in kind
Unique value proposition Cold, homemade lemonade and a little slice of American nostalgia
High-level concept Classic lemonade stand
Unfair advantage We’re young and cute!
Channels Location Sign on the corner
Customer segments People going to the pool People driving through the neighborhood
Early adopters Grandmom and Granddad
Canvas for Public Health
Existing alternatives List how these problems are solved today
Problem List your top 1-3 problems
Solution Outline a possible solution for each problem
Partners List key community allies
Cost structure List your fixed and variable costs
Revenue and resources List your sources of revenue for startup, sources of revenue for maintenance, and other resources
Unique value proposition Single, clear, com-pelling message that turns an unaware visitor to an interested prospect
High-level concept Evidence-based, best, or promising practice models
Unfair advantage Something that can’t be easily copied or bought
Channels List your path to customers
Customer segments List your target customers and users
Early adopters List the characteristics of your ideal customers
1 2
3 4
5
6 7
8
9
Key metrics List the key numbers that tell you how your business is doing
Evaluation List methods and measures to show stakeholders that you are achieving your mission
Poll Question
Do you have an idea for a public health business plan? A. Yes, want to rework an existing program B. Yes, have a clear, new idea I’m working on C. Yes, have a rough new idea: napkin-stage D. Yes, have a lot of vague ideas, but nothing
ready to share
Brainstorming
Put one idea for a public health business plan into the chat. Initial ingredients • Priority need • A partner or partners • Revenue
Revenue and resources List your sources of revenue for startup, sources of revenue for maintenance, and other resources
High-level concept Evidence-based, best, or promising practice models
Existing alternatives List how these problems are solved today
Problem List your top 1-3 problems
Solution Outline a possible solution for each problem
Partners List key community allies
Cost structure List your fixed and variable costs
Unique value proposition Single, clear, com-pelling message that turns an unaware visitor to an interested prospect
Unfair advantage Something that can’t be easily copied or bought
Channels List your path to customers
Customer segments List your target customers and users
Early adopters List the characteristics of your ideal customers
1 2 3 4
5
6 7
8
9
Key metrics List the key numbers that tell you how your business is doing
Evaluation List methods and measures to show stakeholders that you are achieving your mission
Revenue and resources List your sources of revenue for startup, sources of revenue for maintenance, and other resources
High-level concept Evidence-based or best/promising practices
What Are We Learning?
• Local knowledge is critical • So are national models • The boxes are connected • Linear? Not really – it is an
iterative process • Public health agency might be
involved only for start-up…
What Are We Learning?
• How might business planning help meet our goals?
• What support do we need to use this approach?
Some Examples
Executed Projects • A Mother’s House • Highland Health Center • Learning Outside • Eat Smart Move More • Flu Plan • Diabetes Plan
Other Outcomes • Galvanized partners! • Planned additional projects! • Built buildings! • Launched careers! • Created community health!
• Scrapped unfeasible plans • Handed off smoothly
More at http://maph.unc.edu
Next Steps
www.box.com/s/u5psagncpb5tsczvfzk0
What Can Go Wrong?
Planning Missteps • Budget like a grant • Lose local-national balance • Lose customer focus
Implementation Barriers
Easy barriers to see • Time, money constraints
Harder barriers to see • Lack of leader support • Reliance on one individual • Timing/speed • Too successful
Final Thoughts
• Tell the truth • Use 4-D glasses (things change over time) • Get started, because…
– You have the skills – You can build as you go
Let’s Keep Talking...
Stephen Orton [email protected]
919.966.8125 www.box.com/s/u5psagncpb5tsczvfzk0
Management Academy for Public Health
