1. Executive Summary
   Draft a Clear Executive Summary (AKA "elevator pitch") for your presentation.  A good summary will help focus your audience's attention.  Remember, you are telling a business story.

      Capture the big idea of what you want to say in no more than 60 seconds

      Frame the problem or opportunity

      State your vision of the benefits that will result from your strategic plan

      Give a snapshot of how your plan will strengthen the organization and advance its mission. 

1. Data
   Identify key data related to the problem or opportunity.  Much of this data will be from work you did in JWI 581: Healthcare Informatics.

      Recap of the data you have gathered and analyzed

      What are the key data items that you will use in your presentation? 

      How will you display and communicate the data?  Be specific: e.g., " I will use(visual or tool) to present (data item) in support of (recommendation or idea)." 

1. Key Steps and Resources

Craft a clear map of what happens and when. Identify key resources needed for the project.

      Key milestones or components of project

      Include a timeline for each milestone or component

      What workforce changes will be required?

      What additional resources will be needed?

1. Financials 
   Your initiative is not going to get approved unless you can demonstrate a positive return on investment.  In preparing for your Board Presentation, you must address key financial questions.

      How much will the strategic initiative cost?

      How much profit or savings will your initiative produce for the organization?

      What are the anticipated financial returns on investment for this project? 

      What non-financial benefits will this initiative provide for your organization and/or the wider community?

1. Risks and Rewards 
   A Board presentation from the CEO can't be all about the good with none of the bad.  You have a responsibility to educate the Board about the risks relative to the rewards.

      What are the risks (from inside AND outside forces) that could undermine the success of you plan?

      How can these risks be well managed and mitigated?

      How can you assure the Board that your strategic plan offers the right risk-reward balance?