Westport Health District 2027 strategy
Strategic priorities slide with three themes and five columns
A strategy slide fails when it lists initiatives without saying what they are in service of, so the themes have to sit above the work rather than beside it. This one covers a 2027 plan for Westport Health District, a fictional regional health service, with three themes and five funded workstreams.
What is on the slide
- Headline
- Westport Health District 2027, with a two line intro noting every workstream reports against the theme above it rather than against the budget line.
- Themes
- Access, care inside 30 minutes of home for nine in ten residents. Workforce, grow and keep the clinicians the district already trains. Digital, one record a clinician can read wherever the patient turns up.
- Urgent care
- Two clinics open 8am to 10pm, staffed by nurse practitioners with a GP on call, targeting 14,000 presentations diverted from the emergency department.
- Rural outreach
- A weekly clinic in each of six shires from two fitted vans, covering antenatal, chronic disease and wound care, measured on travel time saved per patient.
- Staff pipeline
- Forty student placements a year with housing in two rural towns, a return of service scholarship for eight nursing students, aiming at a vacancy rate under 6%.
- Records platform
- One record across hospital, community and urgent care, starting with discharge summaries, with no new system built until the two existing ones can be read side by side.
- Home monitoring
- Blood pressure and oxygen monitoring for 900 chronic disease patients, alerts to community nursing with a call inside four hours, funded from readmission savings.
When this is the right slide
Themes over workstreams suit a strategy slide where a handful of ideas have to frame several funded programs that each need a few sentences.
What to swap it for
Pillars: Balanced Scorecard 2x2. Swap to the balanced scorecard when the four standard perspectives fit better than a set of local themes.
What this slide shows
The headline reads Westport Health District 2027 with a two line intro beneath it explaining that three themes frame five workstreams and that every workstream reports against its theme rather than against the budget line. Three outlined chips run across the canvas under the intro: access with the aim of care inside thirty minutes of home for nine in ten residents, workforce with growing and keeping the clinicians the district trains, and digital with one record a clinician can read wherever the patient turns up. Below them sit five dense columns, each with a peaked coloured header carrying the workstream name and three short paragraphs underneath. Urgent care, rural outreach, staff pipeline, records platform and home monitoring each get a scope paragraph, a stage paragraph and a measure or dependency paragraph. The five columns use five tints from the theme, and nothing on the slide carries a dollar figure, because funding levels change more often than the strategy does.
Who this slide is for and when to use it
Board strategy sessions, staff briefings on a published plan, and the summary page of a longer strategy document. The audience needs to see the whole plan on one page and to understand which parts are underway. It is the wrong slide for approving a single program, which needs its own case with costs and a timeline, and the wrong slide for a public audience, who will read five workstreams as five promises without the context that stages them. There is also a hard limit at five columns. A district with eleven programs has to group them, and the grouping conversation, which of these are really the same program, is usually more valuable than the slide that comes out of it.
How to adapt it
First, write the themes as outcomes rather than as departments. Access, workforce and digital work here because each one names something a resident or a clinician would notice. Finance, operations and IT would have named the org chart instead. Second, give every column the same three part structure: scope, stage, measure. Consistency is what lets a reader compare five programs that have nothing else in common. Third, leave the money off unless the meeting is about the money, and put budget on its own slide where it can carry a table. If the organisation already reports against the four balanced scorecard perspectives, the scorecard layout will fit its language better than a set of local themes, and it keeps each perspective's objectives and measures in one quadrant.
What makes this slide work
Each workstream states its stage, not just its intent
Records platform says phase one is discharge summaries and phase two is medication reconciliation, and adds that no new system is built until the existing two can be read side by side. A strategy slide that only lists ambitions gives a board nothing to govern; naming the current phase gives them something to ask about next quarter.
Every workstream carries a measure
14,000 presentations diverted, travel time saved per patient, a vacancy rate under 6%, a call inside four hours. Five measures in five different units, each matched to what the workstream actually controls, which is more useful than a single overall metric that none of the five teams could move on their own.
Three themes, five workstreams, no one to one mapping
The themes are not headings over columns, they sit as chips across the top, so a workstream like home monitoring can serve access and digital at once. That reflects how strategy works, and it avoids the forced arrangement where a program is assigned to one pillar because the layout demanded it.
Questions people ask
What is the difference between a theme and a priority?
A theme is the outcome a group of work is in service of, and a priority is a piece of work you are funding this year. This slide puts three themes above five workstreams, so a reader can see both. Mixing the two levels on one row is the most common reason a strategy slide reads as a list.
How many strategic priorities should a slide show?
Five workstreams is the practical maximum on this layout, and three to five is the right number for most organisations. A list of nine priorities is not a strategy, it is a work program, and it usually means the hard decision about what not to do has been deferred to whoever reads the slide.
Should each priority have an owner on the slide?
Not on this layout, which carries a name and three short paragraphs per column. Owners belong in the accompanying document or on a follow up slide where they can be listed with the governance. If the purpose of the meeting is accountability rather than direction, a table with owner and status is the better shape.
Should budgets appear on a strategy slide?
Usually not. Money invites a line by line discussion that crowds out the direction the slide exists to set, and budget figures date faster than strategy does. Keep the funding envelope for its own slide, where a table can carry allocation, spend to date and remaining, and let the strategy slide stay about intent.
How do you show progress on this slide?
In the stage paragraph of each column, in plain words: stage one is live on four junctions, phase two is medication reconciliation, sixty vehicles are on order. That reads better than a percentage, which implies a precision that multi year programs rarely have and which nobody can verify from the slide.
How often should a strategy slide be rebuilt?
Annually for the themes, quarterly for the stage paragraphs. The value of the slide comes from its stability: a board that sees the same five columns each quarter learns to read the changes. Rewriting the themes every quarter is a sign that the strategy is being rediscovered rather than delivered.
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