Business Plan forPublic Health Advocacy Coalition

Overview

This assessment focuses on financial and resource management planning involved in starting a non-profit public health advocacy coalition. This assignment will
focus on a simplified business plan for this coalition. This type of deliverable could be used in seeking funding as well as the initial business registration with the
government. Since this is a business-centered project, this deliverable concentrates on the financial and resource management planning needed for the
coalition’s long-term success.
Upon successful completion of this project, you should be able to:
● CEPH.10. Explain basic principles and tools of budget and resource management
● PHE610.3: Analyze methods for financing, evaluating, and improving healthcare delivery, operations, and facilities for managing health behaviors and
the delivery of healthcare
● PHE610.5: Analyze the role of budgeting, governance, and strategic-planning principles within healthcare organizations in promoting quality and
organizational improvement
This project consists of several parts (listed in the outline below). Please complete all parts.
● Part A—Executive Summary
● Part B—Organizational Plan (VMOSA)
● Part C—Financial and Resources Management Plan
● C.1—Projected Staffing and Justification (Three Years)
● C.2—Projected Budget (Three Years)
● C.3—Program Projections (Five Years)
Note: To complete this template, replace the bracketed text with the relevant information.

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Part A—Executive Summary

Who What Where When Why How
The “New Hampshire e-
Cigarette Coalition” is a
not-for-profit alliance
aimed at advocating for
vulnerable populations
in New Hampshire by
addressing potential
health implications
posed by e-cigarettes
and vaping products.
Members include
citizens, community
organizations,
educators, healthcare
professionals,
researchers, schools,
religious groups, and
local
colleges/universities.

The alliance provides
multiple public health
services, including
public awareness
campaigns targeting e-
cigarette cessation
among the youth and
vulnerable populations,
research initiatives to
understand e-cigarette
health and
socioeconomic
implications, advocacy
for stringent e-cigarette
regulation, counseling
for affected individuals,
and community
education initiatives.

The coalition targets
community members in
general throughout New
Hampshire. Programs
and activities will be
conducted across
regions with diverse
populations, especially
vulnerable
communities, such as
African Americans,
LGBTQ, and young
adults aged 35 and
below.

First year: Create the
alliance, secure
financing/funding, and
launch community
counseling programs
and public awareness
campaigns.
Second year: Expand
community
partnerships, launch
cessation and education
programs, and start
lobbying for stricter
regulations at the state
level.
Third year: Begin public
research studies to
establish the impact of
e-cigarettes on
communities, assess
program effectiveness
and benefits, review
unsuccessful initiatives,
and scale successful
ones across the state.

The New Hampshire e-
Cigarette Coalition
primarily aims to
address the increasing
prevalence and impacts
of e-cigarettes,
especially among
vulnerable populations
(younger people below
35, African Americans,
and the LGBTQ
community. The goal is
to lower prevalence,
mitigate risks, and lobby
for EBP legislation and
policies to safeguard the
community.

The alliance’s strategic
plan is anchored on
building strong
relationships and
partnerships with local
stakeholders, using
evidence-based
methods to design and
adopt effective
interventions, securing
funding from
government (grants)
and donors, and
evaluating implemented
initiatives continuously
to ensure they meet the
intended objectives and
community needs.
Through research,
education, and
advocacy, the coalition
aims to build a healthier
community free from e-
cigarette risks.

Part B—Organizational Plan (VMOSA)

Vision Statement

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To build a healthier community free from e-cigarette effects, driven by education, and empowered by public health outreach programs and comprehensive
healthcare policies.
Mission Statement
To lower e-cigarette prevalence in New Hampshire and its related health risks via community engagement, research, education, counseling, and advocacy.

Objectives Strategies

Outcome
Objective

● Lower e-cigarette usage rates (prevalence) among
teens by 40% within 3 years.

1. Develop and implement school-based educational
   programs targeting school-going children and
   teenagers, partner with community-based youth
   organizations to develop inclusive anti-vaping
   outreach programs, and offer support and resources
   to educators and parents.

Outcome
Objective

● Boost by 50% community awareness of the effects
and risks linked to e-cigarette usage within 3 years.

2. Roll out health fairs and outreach programs in the
   community using speakers and informational booths,
   use social media to share personal studies and
   research findings regarding e-cigarette risks, and
   disburse educational materials/resources
   (pamphlets, brochures, and leaflets) in public spaces,
   e.g., clinics, community centers, and libraries.

Outcome
Objective

● Increase by 30% e-cigarette cessation rates by
increasing access to resources targeted at cessation
within two years.

3. Create an all-around directory of community
   cessation support groups and resources, provide low-
   cost and free cessation counseling and workshops in
   public spaces, and partner with clinicians to assist
   addicts or e-cigarette users quit.

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Outcome
Objective

● Perform and publish three empirical studies on e-
cigarette health risks and effects within three years.

4. Collaborate with local research
   institutes/colleges/universities to comprehensive
   studies and quality improvement initiatives, secure
   grants and funding for research, and share study
   outcomes/findings with all stakeholders via relevant
   channels, such as conferences, publications, and
   community presentations.

Outcome
Objective

● Advocate and lobby for stringent e-cigarette policies
and regulations, including a potential ban on e-
cigarettes and vaping products, at the state level,
leading to the formulation of three new laws within 3
years.

5. Mobilize community partners and coalition members
   to participate in lobbying and advocacy efforts,
   formulate policy position statements and policy
   briefs to enlighted policymakers (governor, senators,
   and elected leaders) on the need for stricter laws,
   and schedule forums and meetings with legislators to
   deliberate on the proposed policies and their
   implications to the community.

Process Objective ● Create and maintain a membership of at least 100
fully registered and active members within the first
year.

6. Organize outreach activities across multiple public
   institutions (community groups, schools, and clinics),
   organize regular meetings with coalition partners to
   inform and engage members, and develop a
   database for members to manage and track coalition
   affairs, including participation.

Process Objective ● Build and roll out a comprehensive and diverse
community engagement program within the first
twelve months.

7. Assemble a community participation committee to
   manage/oversee planning and implementation,
   establish key community organizations and leaders
   for collaborations and partnerships, and create a
   calendar showcasing community activities, programs,
   and events to ensure the engagement efforts are
   consistent.

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Number Action Step People
Responsible

Date to Be
Completed

Resources
Required

Potential Barriers
or Resistance

Collaborators

1a Develop and implement school-
based educational programs
programs targeting school-going
children and teenagers.

Education
Committee
Chairperson
1 May
2025

Educational
modules
(content),
printers, and
graphic designers

Resistance from
schools to
participate

Graphic design volunteers,
parent-teacher associations,
and local schools

1b Partner with community-based
youth organizations to develop
inclusive anti-vaping outreach
programs

Campaign
coordinator

1 Jan 2025 Volunteers, event
space, and
campaign
materials

Lack of
participation by the
youth

Community centers and local
primary and secondary
schools

1c Offer support and resources to
educators and parents

Workshop
facilitator

1 Dec 2024 Facilitators,
venues, and
materials for the
workshop

Conflicting or
overlapping
schedules

Parenting groups and local
schools

2a Roll out health fairs and
outreach programs in the
community using speakers and
informational booths

Event
planners

11 Jan
2025

Promotional
materials,
speakers, and
event spaces

Low attendance Community organizations,
healthcare providers, and
local health departments

2b Share personal studies and
research findings regarding e-
cigarette risks on social media
platforms, e.g., Facebook,
Instagram, X, YouTube, etc.

Social media
manager

1 Dec 2027 Funding for social
media ads,
content creators,
and social media
networks

Misinformation
about social media

Content creators,
researchers, and health
influencers

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2c Distribute/disburse educational
materials/resources (pamphlets,
brochures, and leaflets) in public
spaces, e.g., clinics, community
centers, and libraries.

Content
Coordinator

1 Apr 2025 Distribution
channels and
printed/digital
materials

Failure to get
permission to
distribute materials

Clinics, community centers,
and libraries

3a Create an all-around directory
of community cessation support
groups and resources.

Resource
Coordinator
5 June
2025

Hardware
(computers and
network switches)
and database
software

Incomplete or
inaccurate
information

Healthcare providers,
internet service providers,
and community cessation
initiatives/programs

3b Provide low-cost and free
cessation counseling and
workshops in public spaces.

Workshop
leader

5 Dec 2025 Workshop
facilitators,
venues, and
materials

Lack of adequate
facilitators

Cessation professionals and
community centers

3c Partner with clinicians to assist
addicts or e-cigarette users quit.

Training
Coordinator
3 Mar
2025

Training
facilitators,
venues, and
materials

Conflicts in
scheduling

Healthcare associations and
community clinics

4a Collaborate with local research
institutes/colleges/universities
to conduct comprehensive
studies and quality
improvement initiatives.

Research
Coordinator

1 Aug 2026 University
partnerships and
government
grants

Delays in approving
the research by the
IRB

Government agencies,
research institutions, and
universities

4b Secure grants and funding for

research

Finance
manager

1 Nov 2026 Proposal writers
for grants and
fundraising
materials

Absence of
organizations and
funding/grant
opportunities

Donors, government
agencies, and grant
foundations

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4c Share study outcomes/findings
with all stakeholders via
relevant channels, such as
conferences, publications,
community presentations

Communicat
ions
manager

1 Dec 2027 Publication
channels
(journals), emails,
and presentation
materials

Lack of adequate
platforms for
dissemination

Community organizations
and academic journals

5a Mobilize community partners
and coalition members to
participate in lobbying and
advocacy efforts.

Advocacy
Coordinator

1 Aug 2025 Volunteer
mobilization and
materials for
training members
to lobby

Unwillingness to
participate in
advocacy efforts

Advocacy groups and
coalition members

5b Formulate policy position
statements and policy briefs to
enlighten policymakers
(governors, senators, and
elected leaders) on the need for
stricter laws.

Policy
developer

1 May
2025

Writing team and
research materials

Conflicting issues
and limited
evidence to support
the proposed policy

Academic researchers and
policy experts

5c Schedule forums and meetings
with legislators to deliberate on
the proposed policies and their
implications to the community.

Government
relations
officer

1 Sep 2025 Contact
information of
legislators and
meeting space

Scheduling conflicts Policy advocacy groups and
policymakers/legislators

6a Organize outreach activities
across multiple public
institutions (community groups,
schools, and clinics).

Membership
Coordinator

7 Oct 2024 Contact list and
materials for
outreach activities

Disinterest in
community
organizations

Community groups and
health organizations

6b Organize regular meetings with
coalition partners to inform and
engage members.

Meeting
coordinator

7 Dec 2024 Agenda materials
and meeting
venues

Scheduling conflicts
and disinterest
from members

Meeting venues and
coalition members

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6c Develop a database for
members to manage and track
coalition affairs, including
participation.

Database
manager/IT
expert

7 March
2025

IT support and
database software

Data security and
privacy issues

Coalition members and the
IT team

7a Assemble a community
participation committee to
manage/oversee planning and
implementation.

Community
engagement
coordinator

1 Aug 2024 An engagement
plan and
committee
members

Limited
participation from
members

Local organizations and
community leaders

7b Establish a list of and contact
key community organizations
and leaders for collaborations
and partnerships.

Coalition
coordinator

1 Sep 2024 Partnership
proposals and
contact lists

Disinterest from
leaders and local
organizations

Local organizations and
community leaders

7c Create a calendar showcasing
community activities, programs,
and events to ensure the
engagement efforts are
consistent.

Event
planner

30 Aug
2024

Event calendar
and planning
materials

Scheduling conflicts Host venues and community

organizations

Part C – Financial and Resources Management Plan
C.1—Projected Staffing and Justification (Three Years)

Staffing Projections

Roles / Positions [Year 1] [Year 2] [Year 3]

Leadership
Executive Director 1 1 1
Operations Manager 1 1 1

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Board Members 5 5 5
Subtotal 7 7 7

Staff
Health Educator 3 4 5
Outreach Coordinator 3 4 4
Program Coordinator 2 3 3
Subtotal 8 11 14

Other
Research Analyst 1 1 2
Volunteer Coordinator 1 2 2
Administrative Assistant 1 2 2
Subtotal 3 5 6
Total 18 23 27

Staffing Justification Narrative
One Executive Director is sufficient to offer strategic direction to the coalition, represent it in major meetings/functions, and ensure sustainability. Selecting one
Executive Director can ensure a streamlined leadership structure. Five Board Members can ensure diversity, experience, and inclusivity, ensuring representation
of expertise without being too small or large. A large and diverse Board is critical for fundraising efforts, strategic oversight, and governance. A single
Operational Manager is adequate to handle logistics, daily operations, and administrative functions. Program coordinators will help in developing, executing, and
managing public health initiatives and programs, ensuring they address coalition goals and community needs. Outreach Coordinators are needed to engage with
community members and partners, fostering collaboration and raising awareness. Health educators will offer training and education to at-risk groups and
community members on the risks and benefits of quitting e-cigarette use. Assistant Administrators will assist staff and leadership in communications, scheduling,
and clerical work – activities necessary for operational efficiency. Volunteer Coordinators will assist in recruiting, training, and managing volunteers. Ideally,

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volunteers are needed to support crucial activities, including community engagement. Research analysts are needed to assess the effectiveness of various
initiatives and programs, offer data-based recommendations, and organize and conduct research. The increase in the number of Program Coordinators,
Outreach Coordinators, Health Educators, Administrative Assistants, Volunteer Coordinators, and Research Analysts is necessary to manage the increasing
workload and activities due to the expansion of programs and initiatives.

C.2—Projected Budget (Three Years)

Revenue and Support

Item [Year 1] [Year 2] Year 3]
Contributions from sponsors $100,000 $150,000 $200,000
Gifts $10,000 $30,000 $50,000
Grants $100,000 $150,000 $250,000
Donations $120,000 $130,000 $220,000
Membership fees $5,000 $7,000 $10,000
Fundraising events $20,000 $40,000 $80,000
Service fees (counseling/education) $10,000 $15,000 $20,000
Total $365,000 $522,000 $830,000

Revenue and Support Justification Narrative
The coalition is likely to receive gifts and grant money from philanthropic organizations, government health agencies, and nonprofit foundations dedicated to
reducing the prevalence of e-cigarettes in New Hampshire. Corporate sponsorship is also likely to come from larger corporations and community businesses
interested in reducing e-cigarette use. These businesses and corporations will gain through alignment with community health goals and positive publicity.
Coordinating community educational seminars, workshops, campaigns, and fairs is another sure way of raising awareness and funds. The Coalition might also
generate revenue by applying for state and federal grants. Individual-focused campaigns will also help attract individual donations. Another potential source of
revenue is membership registration and yearly subscription fees. The contributions increase in years two and three as more and more members join the
initiative.

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Expenditures: Direct Costs

Item [Year 1] [Year 2] [Year 3]

Personnel
Salaries & Wages $160,000 $180,000 $200,000
Fringe benefits $30,000 $36,000 $42,000
Consultants $22,000 $26,000 $30,000
Supplies
Office suppliers $6,000 $7,000 $8,000
Software/Technology $10,000 $10,500 $12,000
Educational materials $9,000 $10,000 $11,000
Other
Meeting costs $15,000 $18,000 $20,000
Equipment $17,000 $21,000 $25,000
Travel $25,000 $30,000 $50,000
Postage $8,000 $10,000 $15,000
Advertising $11,000 $16,000 $20,000
Miscellaneous $6,000 $8,000 $10,000
Total $319,000 $372,500 $443,000

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Expenditures: Direct Costs Justification Narrative
Paying competitive salaries is necessary to attract and retain experienced and skilled staff, including health educators. A 10% increase is projected every year to
account for new hires and economic changes. Fringe benefits will cover multiple additional staff benefits, including retirement contributions, health insurance,
and housing bonuses. This will ensure the coalition offers competitive payment packages to increase retention rates. An increase of between 10-20% is
projected. Supply expenses are also projected to increase by a most 10% annually to account for increased product demand and inflation. Similarly, all other
costs (meeting, equipment, travel, advertisement, and miscellaneous) will increase to account for project expansion.
Expenditures: Indirect Costs

Item [Year 1] [Year 2] [Year 3]
Rent $30,000 $34,000 $38,000
Insurance $6,000 $6,500 $7,000
Telephone $4,000 $5,000 $6,000
Other utilities $5,000 $5,500 $6,000
Miscellaneous $3,000 $3,500 $4,000
Total $48,000 $54,500 $61,000

Expenditures: Indirect Costs Justification Narrative
Rent costs reflect the current market prices for hiring venues, using public spaces, and hosting the Coalition’s office. The modest (10% increase) accounts for
rising property values annually and the increased need for expanding offices and hiring bigger venues as the coalition grows. Insurance expenses cover property,
liability, and other coverages for the Coalition, including its assets. The increase accounts for changes in insurance payments/premiums and the extra coverage
for expanded activities. Communication is key for staff, leaders, and members. Telephone costs cater to all communication needs, including mobile phones and
landlines. The yearly increases account for higher usage, added lines, and likely increases in call service rates. Utility costs cover internet, water, electricity, and
other critical services. The increases reflect a potential spike in service usage as the Coalition grows.

Item Category [Year 1] [Year 2] [Year 3]
Revenue and Support $365,000 $522,000 $830,000
Expenditures: Direct Costs $319,000 $372,500 $443,000

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Expenditures: Indirect Costs $48,000 $54,500 $61,000
Total -$2,000 $95,000 $326,000

Budget Balance Sheet (Three Years)
Budget Balance Justification Narrative
The year 1 budget deficit (-$2,000) stems from the low revenue collected and support received. The initial revenue primarily stems from
contributions from a few first-time sponsors and initial gifts. In the second and third years, the Coalition made profits ($95,000 in year two and
$3236,000 in year three) because the Coalition received more sponsorship money from corporations, government grants, and donations from
individuals). As the initiative gained more popularity and credibility, more people, sponsors, corporations, and government agencies jumped onto the
bandwagon, leading to more contributions and revenues. The Coalition was also able to raise more funds through gifts, fundraisers, service fees
(counseling and educational seminars and fairs), and membership charges (registration and annual subscriptions). Although the expenses (direct
and indirect) also increased in the second and third years, the revenue collected was overwhelmingly higher.

C.3—Program Projections (Five Years)

Program Projections

Financial Scenario [Year 1] (Year 2] [Year 3] [Year 4] [Year 5]

Revenue and Support
Best-case scenario $365,000 $522,000 $830,000 $1,079,000 $1,349,000
Base-case scenario $365,000 $522,000 $830,000 $951,000 $1,099,000

Worst-case scenario $365,000 $522,000 $830,000 $900,000 $951,000

Direct Costs
Best-case scenario $319,000 $372,500 $443,000 $501,000 $551,000
Base-case scenario $319,000 $372,500 $443,000 $474,000 $501,000

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Worst-case scenario $319,000 $372,500 $443,000 $461,000 $474,000
Indirect Costs
Best-case scenario $48,000 $54,000 $61,000 $66,000 $74,000
Base-case scenario $48,000 $54,000 $61,000 $64,000 $71,000
Worst-case scenario $48,000 $54,000 $61,000 $62,000 $66,000
Justification Narrative for Program Projections
In years four and five, the revenue and support for best-case and base-case scenarios are higher due to anticipated expansion in capital inflow following
successful advocacy and increased community outreach, resulting in larger donations from individuals and corporations and government grants. The reduced
worst-case scenario value reflects a supposed slowed growth and unsuccessful advocacy, leading to fewer grants, donations, and sponsorships. The higher best-
case and base-case scenarios for years and four account for an expected increase in expenditures (direct and indirect costs) due to increased activity. The worst-
case scenario reflects a projected slow