Expert Respiratory Care
Benefit from years of experience in respiratory therapy.
Meet Ailisa Theis: Daughter, Wife, Mom, and Respiratory Therapist
Get to know Ailisa Theis, a dedicated Senior Respiratory Therapist and Varsity Softball Coach with a passion for caregiving and coaching.
Passionate Daughter, Wife, Mom, Therapist, Coach
Ailisa Theis is more than a senior respiratory therapist and varsity softball coach; she's a dedicated daughter, loving wife, and nurturing mom. With a heart full of compassion, she brings expertise and empathy to her work, making a positive impact on both patients and players. From healing to coaching, Ailisa's commitment shines through, offering care and guidance with each role she undertakes.
Why Choose Ailisa Theis
Discover the unique qualities that set Ailisa apart.
Committed Coach
Develop skills in a supportive softball environment.
Family-Oriented Approach
Enjoy the balance of professional care and personal touch.
Leadership in Many Ways
Explore the exceptional services Ailisa Theis provides with dedication and expertise.
Respiratory Therapy Expertise
Comprehensive respiratory care for patients of all ages.
Softball Coaching Programs
Developing skills and teamwork for aspiring young athletes.
Family Support Services
Guidance and support for families in healthcare decision-making.
Mission
Apply the leadership skills acquired through Siena Heights University to the roles of Senior Respiratory Therapist and Assistant Softball Coach.
Vision
To consistently apply my expertise and compassionate approach while maintaining a positive outlook for all patients and athletes.
Values
To consistently uphold professionalism and diligence, while adhering to the ethical standards integral to the healthcare sector and the support of young athletes.
Goals
To consistently deliver exceptional patient care to those who require it. To aspire to become the next manager of the respiratory care department. To persist in mentoring young women in softball.
Frequently Asked Questions
Find answers to common queries regarding Ailisa Theis's services and availability.
What are Ailisa's working hours?
Ailisa works from 7 AM to 7 PM, ensuring ample availability for her clients.
How can I contact Ailisa?
You can reach Ailisa via email at ailisatheis822@gmail.com for inquiries or information.
What is Ailisa’s professional background?
Ailisa is a Senior Respiratory Therapist with extensive experience in patient care and respiratory health.
Does Ailisa coach varsity softball?
Yes, Ailisa serves as an assistant varsity softball coach, promoting teamwork and athletic development among her players.
What roles does Ailisa fulfill in her family?
Ailisa proudly balances her roles as a daughter, wife, and mom while managing her responsibilities professionally.
Resume
Education: Licensure:
Siena Heights University RRT, 2018
2023-present BLS, expires 2026
Contemporary Issues in Healthcare Administration
This is an overview of the trends and contemporary issues in the healthcare delivery system. It will examine the issues pertaining to the organization, roles, and relationships of consumers and providers of health services, as well as the various types of facilities and organizations, and current issues that impact the health care system.
Futurescan
This is a journal that was used to help understand the latest implications that affect healthcare organizations today.
Sustainability
Sustainability in healthcare refers to the implementation of practices that minimize environmental impact, promote patient well-being, and ensure the long-term viability of healthcare systems.
Economics
The future of healthcare economics is characterized by continued high growth and cost increases, driven by an aging population, technological advancements, and increased utilization, with healthcare's share of GDP (Gross Domestic Product) projected to rise.
Against Vaccine Mandates
Ailisa Theis and Nicole Shook
Against Vaccine Mandates
LDR614-OA: Contemporary Issues in Health Care Administration
October 6th, 2025
How many vaccines exist in the world today? As of 2023, there are over 25 licensed vaccines available globally to prevent various diseases. These vaccines target a wide range of infections, including: Measles, Mumps, Rubella, Polio, Diphtheria, Tetanus, Pertussis (whooping cough), Chickenpox, Influenza, Hepatitis B, Human papillomavirus (HPV), and COVID-19 (Fast facts on global immunization). There may be slight variations in the number of vaccines, depending on the country and the specific vaccines that have been approved. Also, new vaccines are constantly being developed and approved.
With as many different vaccines that are available, there are many that are recommended to be taken. But there are some that can be mandated. States require vaccines for kids in childcare and schools, with specific rules and types of vaccines varying by state. These include DTaP, Hepatitis B, and flu shots. Vaccines are also required for U.S. immigration and not getting them can block your application for legal status, according to the USCIS.
While getting certain vaccines is crucial, some people feel overwhelmed and oppose mandated vaccines. People who oppose vaccine mandates argue that they infringe on personal freedom, clash with religious and philosophical beliefs, could erode public trust, and lead to unfair treatment or coercion. They also doubt the need for mandates when other options exist, and question whether they're really effective.
Today, vaccine effectiveness and fatigue are major concerns, particularly in the wake of COVID-19. Many healthcare organizations require employees to get the COVID-19 vaccine to keep their jobs. There's been a lot of debate about the impact of vaccine mandates on the workforce and the ethics of requiring them.
Workforce effects on Mandating Vaccines:
Mandatory COVID-19 vaccination for healthcare workers started in 2021. The mandate came only a few months after the COVID-19 vaccine first became available in the United Sates (Hergott et al., 2025). After Italy's implementation in April 2021, various regional and national health authorities globally introduced different vaccine mandates for healthcare workers. In Italy, unvaccinated healthcare workers were either placed on unpaid leave or reassigned to lower-risk roles to prevent viral spread. In Canada, starting December 2021, Alberta allowed unvaccinated healthcare workers to choose between rapid antigen testing or unpaid leave. Meanwhile, in British Columbia, unvaccinated healthcare workers faced termination at the end of the mandate deadline. Some regions adopted mixed approaches or implemented these measures gradually over time (Okpani et al., 2024).
Limited information exists on how mandated vaccination policies affect the primary care clinic workforce in the United States, particularly regarding differences between rural and urban areas, especially for COVID-19. As the pandemic persists and new disease outbreaks and vaccines are expected, healthcare systems require more data on how vaccine mandates influence their workforce to inform future decisions. Qualitative analysis revealed a decrease in clinic morale, minor yet significant impacts on patient care, and varied opinions regarding the vaccination mandate (Hatch et al., 2023).
How does the workforce vaccine mandate have an effect on workplace morale? The increase in stress and burnout following the mandates was notably substantial. This caused exacerbated staffing pressure, mixed opinions on vaccine mandates would cause friction among healthcare workers, and some believe there was an ethical conflict with the COVID-19 mandates. Some reported that it compounded existing high stress levels related to the overall challenges of COVID-19 care. Staffing issues caused by the mandate were most frequently identified as the primary source of stress or decreased morale (Hatch et al., 2023).
Staffing was also an issue due to the vaccine mandate. Many healthcare employees did not want to take the mandatory COVID-19 vaccine. However, by not doing so, those would lose their jobs, causing more strain on those who welcomed the vaccine. Employers nationwide are dismissing workers who refuse vaccine mandates, while some individuals prefer to quit rather than receive the shot (Hsu, 2021).
Vaccination mandates have been linked to increased distrust in officials, strained healthcare resources, political division, and reduced willingness to receive both COVID-19 and unrelated vaccines like chickenpox. These mandates are seen as a contentious public health measure, debated publicly and among healthcare workers. Healthcare workers are often targeted for vaccine mandates due to their moral duty to prevent harm to patients and their crucial societal role, especially during a pandemic. Even before COVID-19, vaccine hesitancy among healthcare workers was a public health issue (Politis et al., 2023).
Healthcare workers' reasons for vaccination hesitancy, both prior to and during the COVID-19 pandemic, include mistrust of authorities, waiting for more reliable data, and doubts about vaccine safety and effectiveness. Some healthcare workers believed vaccination was unnecessary, favoring natural immunity or thinking that those previously infected shouldn't be vaccinated. Opposition to COVID-19 vaccine mandates was also driven by safety concerns, which are often heightened considering that even for the well-established flu vaccine, concerns about short-term side effects, as well as potential long-term risks like Guillain–Barré syndrome and thimerosal exposure, influenced healthcare workers opinions (Politis et al., 2023).
Vaccine Fatigue
Vaccine fatigue refers to people’s inertia or inaction towards vaccine information or instructions, often caused by perceived burden and burnout. This fatigue can harm both individual and public health and may reduce people’s willingness to get vaccinated. The range of issues, from vaccine efficacy and equity to the need for booster shots, contributes to the accumulated burden and burnout, which can deepen people’s “vaccine fatigue." Additionally, confusing and conflicting media reports about vaccination may worsen the situation (Su et al., 2022).
Extended exposure to pandemic stressors like mask mandates, lockdowns, and vaccination policies might have led to a passive or resistant attitude toward vaccines, vaccine information, or public safety. Furthermore, the relaxation of health mandates, decreased urgency for influenza vaccination post-pandemic, and continued politicization of vaccines probably increased vaccine fatigue among the public (Nofzinger et al., 2025).
Vaccine fatigue has several negative consequences. Reduced involvement of healthcare workers may lower vaccination rates, raising the risk of outbreaks of preventable diseases. When healthcare professionals show signs of vaccine fatigue, it can diminish public confidence in these health measures. This cycle of fatigue and low vaccination uptake further stresses already overwhelmed public health resources (CNBC, 2025). Sameera et al. (2025), highlight the need for continuing professional education and support for vaccine education.
Vaccine Effectiveness
Vaccines are generally considered safe and effective, and COVID-19 is a newer vaccine that was introduced and is still being evaluated. Healthcare workers were at increased risk for contracting COVID-19 during the pandemic, and within months of a vaccine becoming available, it quickly became mandated throughout organizations. Healthcare workers were more than 10 times more likely to contract this virus than the general community, due to lack of personal protective equipment and exposure, demonstrating the need for a mandate (Marra, 2021). Vaccination of healthcare workers is associated with fewer patient transmission, less nosocomial infections, and reduced mortality (Sameera et al., 2025). With vaccines, infections disease rates decrease while health outcomes and enhanced public safety improve (Hodge, 2025).
The COVID-19 vaccine first became available in December 2020 in the United Sates as an option to minimize the effect of COVID-19 (Hergott et al., 2025). Within 4 months it started to become mandated across healthcare organizations. By September 2021 it was estimated 70% of healthcare workers were fully vaccinated against COVID-19, however this was lower than what was needed to keep healthcare workers and patients safe (Hergott et al., 2025). A higher percentage was needed to reduce the spread. Herd immunity refers to enough people in a population being vaccinated to where the spread of an infectious disease is less likely to spread (Cleveland Clinic, 2022). According to Liu, et al. (2022), herd immunity would require a coverage of 93% or higher. However, the study found that immunity varied on variant, and a result of the lack of prior natural immunity. Although a higher percentage of vaccination would be required for herd immunity, it was determined that even when herd immunity was not reached, vaccines could reduce infections of COVID-19 by 50-62%.
Many studies were performed that show the effectiveness of COVID-19 vaccines. Studies were done after one and two doses. Thirteen studies evaluated over 173,000 healthcare workers for vaccine effectiveness (Marra, 2021). What they found was those with at least one dose had an estimated vaccine effectiveness of 92.8%. Seven of the thirteen studies evaluated the effectiveness of two doses and estimated the effectiveness to be 93.5%. Between December 2021 and April 2021 these thirteen short-term vaccine effectiveness studies, demonstrated the vaccines decreased COVID-19 symptoms (Marra, 2021). When the COVID-19 vaccine was first released, uptake was high due to mandating and perception of risk (Sameera, et al., 2025). However, vaccine fatigue and perceptions of disease severity have caused booster coverage to be less as time went on.
Long-term effectiveness of COVID-19 can be defined as a time of greater than 5 months after the second dose of the vaccine (Marra, 2021). Sixteen studies were performed on nearly 18 million individuals, with 10 of them showing long-term vaccine effectiveness of COVID-19 being 84.2% effective at reducing symptoms (Marra, 2021). However, these results varied based on which variant was present at the time of the study. Ssentongo et al. (2022) found that vaccine effectiveness with all COVID-19 infections declined from 83% in the first month of vaccination series to 22% at 5 months or longer. Furthermore, Petráš et al. (2022), demonstrate that two doses demonstrated early on protection against COVD-19, yet the risk of new antigenically distinct variants could influence effectiveness. Long-term effectiveness showed the vaccine reduced symptoms, but did not necessarily reduce chances of contracting COVID-19.
Vaccine effectiveness is evaluated over time, with short term being one month and long term being roughly six months and longer. Feikin et. al., found that protection against severe cases remains high in long and short term, however protection against infection and symptoms starts to diminish by six months (2022). Vaccines in general are considered safe and effective, however COVID-19 is newer and long-term effectiveness and risks are still being evaluated.
Ethics on Mandating Vaccines
Ethics in regards to mandating vaccines involve moral principles around individual autonomy with public health needs, as well as responsible research and specific beliefs. Hergott et al. (2025) recognize that vaccine mandates are usually not supported by most courts or governments. However, private employers and the government are allowed to require their employees to be vaccinated as a condition of employment. According to Hodge (2025), the long history of vaccination is tied to the use of mandates. Mandating removes the choice, or gives an ultimatum to risk losing a job or opportunity if one chooses not to get a vaccine. Although it is argued that vaccine mandate infringes on personal freedom, local public health officials, federal, state and legislators have all leaned on vaccine mandates to promote the publics health and safety. Mandating vaccines can also clash with religious and philosophical beliefs as some religions believe their body is a temple of God, and getting the vaccine would go against this.
At a time when healthcare was critically staffed, and several employees were out sick, the question arises if it was ethically right to mandate vaccines. Mandating vaccines further reduced the workforce when staff tried to get an exemption and were denied. Hergott, et al. (2025) expand upon how mandating the COVID-19 vaccine caused a loss of critical employees when healthcare system was near the breaking point due to the large influx of critically ill patients and many employees needing sick leave themselves.
Vaccine mandates are driven by the need to quickly achieve public health goals of herd immunity. However, the mandates must be assessed for their safety and effectiveness. Transparency around evidence, safety and efficacy help people make informed choices with known risks disclosed (Akumiah, & Yaria, 2023). COVID-19 vaccination mandates had a short follow-up time post-vaccination, not allowing for thorough review (Wu, et al., 2021). When there are limited sample sizes and shorter time frames, testing and trials may not detect side effects. Unknown risks can be a concern with newer vaccines, when evidence and testing is still evolving (Akumiah, & Yaria, 2023). New technologies were used with COVD-19 vaccine development (Wibawa, 2020). mRNA vaccine safety was identified, where it could lead to inflammation and autoimmune conditions. DNA-based vaccines involve the chance of triggering mutagenic effects. When the COVID-19 vaccine came out these approaches were not used with any authorized vaccines prior, raising concerns on if they were truly safe.
Conclusion
Vaccines have long played a role in public health, and as of 2023 more than 25 licensed vaccines are in use worldwide. The COVID-19 pandemic challenged the limits, safety and ethics of vaccination. While vaccines have proven effective in reducing transmission and severity of symptoms, the implementation of mandates remains a concern for many.
The COVID-19 vaccines were mandated within months of becoming available. Multiple of these vaccinations involved newer vaccine technology, and due to how rapidly the vaccines were developed they were not as thoroughly tested as other vaccines are. The mandates were implemented with a goal of herd immunity and protecting those who were at high risk. Short- and long-term effectiveness of the vaccines demonstrated efficacy in reducing symptoms. However, long-term effectiveness declined over time with newer variants and vaccine fatigue.
Vaccine mandates require transparency, and informed consent. Mandates need to be backed with clear evidence and continually reassessed as new data emerges. Vaccines are a key part of public health, however effectiveness, mandates and fatigue remain major concerns. Balancing public health with personal rights is complex, and the ongoing need for data, studies and education can help reduce concerns around vaccine safety and effectiveness.
References
Akumiah, F., & Yaria, J. (2023, September 8). The equitability of universal vaccine mandates – A bioethical analysis of COVID19 vaccine. African Journal of Bioethics. https://doi.org/10.58177/ajb230004
Centers for Disease Control and Prevention. (n.d.). Fast facts on global immunization. Centers for Disease Control and Prevention. https://www.cdc.gov/global-immunization/fast-facts/index.html
Cleveland Clinic. (2022, March 16). Herd immunity: History, vaccines, threshold & what it means. Cleveland Clinic. https://my.clevelandclinic.org/health/articles/22599-herd-immunity
CNBC. (2025, June 10). Field: Vaccine fatigue has caused flu vaccination rates to fall slightly. CNBC. https://www.cnbc.com/video/2025/06/10/field-vaccine-fatigue-has-caused-flu-vaccination-rates-to-fall-slightly.html?&qsearchterm=vaccine+fatigue
Ethical considerations for a COVID-19 vaccine mandate. Society of Critical Care Medicine (SCCM). (n.d.). https://www.sccm.org/blog/ethical-considerations-for-a-covid-19-vaccine-mandate#:~:text=If%20basic%20requirements%20for%20HCW,Issues%20to%20Consider
Feikin, D. R., Higdon, M. M., AbuRaddad, L. J., Andrews, N., Araos, R., Goldberg, Y., Groome, M. J., Huppert, A., O’Brien, K. L., Smith, P. G., WilderSmith, A., Zeger, S., Deloria Knoll, M., & Patel, M. K. (2022, March 5). Duration of effectiveness of vaccines against SARSCoV2 infection and COVID19 disease: Results of a systematic review and metaregression. The Lancet, 399(10328), 924–944. https://doi.org/10.1016/S0140-6736(22)001520
Hatch, B. A., Kenzie, E., Ramalingam, N., Sullivan, E., Barnes, C., Elder, N., & Davis, M. M. (2023, June 27). Impact of the COVID-19 vaccination mandate on the primary care workforce and differences between rural and urban settings to inform future policy decision-making. PLOS ONE, 18(6). https://doi.org/10.1371/journal.pone.0287553
Hergott, M., Andreski, M., & Rovers, J. (2025, January 7). Vaccine hesitancy among health paraprofessionals: A mixed methods study.PLoS One, 20 (1) https://doi.org/10.1371/journal.pone.0312708
Hodge, James G, Jr,J.D., L.L.M. (2025, July). On The Efficacy and Legality of Vaccine Mandates.American Journal of Public Health, 115(7), 985-987. https://sienaheights.idm.oclc.org/login?url=https://www.proquest.com/scholarly-journals/on-efficacy-legality-vaccine-mandates/docview/3232513605/se-2
Hsu, A. (2021, October 24). Thousands of workers are opting to get fired, rather than take the vaccine. NPR. https://www.npr.org/2021/10/24/1047947268/covid-vaccine-workers-quitting-getting-fired-mandates
Liu, H., Zhang, J., Cai, J., Deng, X., Peng, C., Chen, X, Yang, J., Wu, Q., Chen X., Chen, Z. Zheng, W., Viboud, C., Zhang, W., Ajelli, M. & Yu, H. (2022, January 31). Investigating vaccine-induced immunity and its effect in mitigating SARS-CoV-2 epidemics in China. BMC Med 20, 37 https://doi.org/10.1186/s12916-022-02243-1
Marra, A. R., Kobayashi, T., Suzuki, H., Alsuhaibani, M., Bruna, M. T., Luigi, M. B., Mariana de, A. A., Salinas, J. L., Edmond, M. B., João Renato, R. P., Luiz, V. R., & Schweizer, M. L. (2021, October 21). The short-term effectiveness of coronavirus disease 2019 (COVID-19) vaccines among healthcare workers: a systematic literature review and meta-analysis. Antimicrobial Stewardship and Healthcare Epidemiology, 1(1)https://doi.org/10.1017/ash.2021.195
Nofzinger, T. B., Huang, T. T., Lingat, C. E., Amonkar, G. M., Edwards, E. E., Yu, A., Smith, A. D., Gayed, N., & Gaddey, H. L. (2025, June 17). Vaccine fatigue and influenza vaccination trends across pre-, peri-, and post-covid-19 periods in the United States using epic’s cosmos database. PLOS One, 20(6). https://doi.org/10.1371/journal.pone.0326098
Okpani, A. I., Adu, P., Paetkau, T., Lockhart, K., & Yassi, A. (2024, Feburary 15). Are covid-19 vaccination mandates for healthcare workers effective? A systematic review of the impact of mandates on increasing vaccination, alleviating staff shortages and decreasing staff illness. Vaccine, 42(5), 1022–1033. https://doi.org/10.1016/j.vaccine.2024.01.041
Petráš, M., Máčalík, R., Janovská, D. et al. Risk factors affecting COVID-19 vaccine effectiveness identified from 290 cross-country observational studies until February 2022: a meta-analysis and meta-regression. BMC Med20, 461 (2022, November 25). https://doi.org/10.1186/s12916-022-02663-z
Politis, M., Sotiriou, S., Doxani, C., Stefanidis, I., Zintzaras, E., & Rachiotis, G. (2023, April 21). Healthcare Workers’ attitudes towards mandatory COVID-19 vaccination: A systematic review and meta-analysis. Vaccines, 11(4), 880. https://doi.org/10.3390/vaccines11040880
Sameera, A., Alyafei, A. A., Semaan, S., AlNuaimi, A. A., & Al Muslemani Maryam, A. (2025, June 11). Coronavirus Disease 2019 and Influenza Vaccination Compliance Among Healthcare Workers at the Primary Health Care Corporation, Qatar, 2020–2024: A Retrospective Study.Cureus, 17(6), 9. https://doi.org/10.7759/cureus.85761
Ssentongo, P., Ssentongo, A.E., Voleti, N. et al. SARS-CoV-2 vaccine effectiveness against infection, symptomatic and severe COVID-19: a systematic review and meta-analysis. BMC Infect Dis22, 439 (2022, May 7). https://doi.org/10.1186/s12879-022-07418-y
Su, Z., Cheshmehzangi, A., McDonnell, D., da Veiga, C. P., & Xiang, Y.-T. (2022, March 9). Mind the “vaccine fatigue.” Frontiers in Immunology, 13. https://doi.org/10.3389/fimmu.2022.839433
Wibawa, T. (2020, October 19). COVID-19 vaccine research and development: Ethical issues. Tropical Medicine & International Health, 26(1), 14–19. https://doi.org/10.1111/tmi.13503
Wu, Q., Dudley, M. Z., Chen, X., Bai, X., Dong, K., Zhuang, T., Salmon, D., Yu, H., & for the others [if more authors] (2021, July 28). Evaluation of the safety profile of COVID19 vaccines: A rapid review. BMC Medicine, 19(1), 173. https://doi.org/10.1186/s12916021020595
Vaccination requirements | USCIS. (n.d.-b). https://www.uscis.gov/tools/designated-civil-surgeons/vaccination-requirements
US Healthcare Systems
The Board of Governors Examination in Healthcare Management Knowledge Areas
10 Core Knowledge Areas
The purpose of the Board of Governors Examination (BOG) Knowledge Areas is to comprehensively test and ensure that healthcare executives have a broad-based, professional-level knowledge of 10 key areas required for effective leadership in healthcare management.
Finance
Human Resources
Quality and Performance Improvement
Laws and Regulations
Governance and Organizational Structure
Healthcare Technology and Informational Management
Management
Business
Professionalism and Ethics
Healthcare
LDR-629 Overview US Healthcare Systems
Journal Entry
The main core knowledge area that is very prominent in the first week is healthcare. This area includes a wide range of organizations and professions involved in healthcare delivery. It covers managed care models, healthcare trends, and ancillary services offered. As healthcare has evolved over the last thirty years, so have regulations, competition, and technology. The population is becoming older, many are without coverage, and there are many issues ethically and socially.
Another core knowledge area is healthcare and information management. Over the last fifty years, technology and advancements in healthcare have grown rapidly. Healthcare has improved due to these advancements. There have been cures for certain diseases, new drugs, and advancements in procedures.
Lastly, laws and regulations were another area in the core knowledge. The Health Maintenance Organization Act (1973) helped create HMOs through grants. This was to help contain costs. HIPAA (Health Insurance Portability and Accountability Act) was also a big development in 1996. This changed the game completely. HIPPA is still used today and regulated today.
I think this week provided a solid introduction to the US healthcare system and helped build my understanding. I intend to explore certain areas in greater depth through additional research where I feel I need more clarity. As a respiratory therapist, some of this information is familiar, but as I advance in my career, I will need a deeper understanding of the complexities of the US healthcare system, particularly regarding healthcare policies and insurance procedures.
Project Management in Healthcare
Organized. Disciplined. Leadership.
Project management is the process of planning, organizing, and overseeing tasks to achieve specific goals within defined constraints of time, budget, and scope. It is the application of knowledge, skills, tools, and techniques to guide a project from its initiation to its completion, ensuring that objectives are met efficiently and effectively.
LDR-657 Project Management
PROJECT CHARTER Template
General Project Information
Project Name:
Non-invasive Skin Protection
Executive Sponsors:
Kristine Donohue (President of Corewell Health Taylor)
Department Sponsor:
Charles McFarland (Manager of Respiratory Therapy)
Impact of Project:
(How does it support Mission or Org. Goals?)
Improvement in patient satisfaction scores.
Saving on prolonged hospital stays.
New initiatives for protocols.
Project Team
Name
Department
Telephone
Project Manager:
Ailisa Theis
Respiratory
586-883-3945
Ailisa.theis@corewellhealth.org
Team Members:
Matthew Board
Director of Nursing
734-231-1234
Matthew.board@corewellhealth.org
Shantay Hand
ICU manager
734-123-3214
Shantay.hand@corewellhealth.org
Maria Dillard
Wound Care
734-591-1145
Maria.dillard@corewellhealth.org
Yolanda Perkins
IMC/ER manager
313-383-0008
Yolanda.perkins@corewellhealth.org
Stakeholders (List those who will be significantly impacted by this project)
Corewell Health Taylor (hospital as a whole)
Patients
Respiratory Department
Phillips Respironics (mask vendor)
Project Scope Statement
Project Purpose / Business JustificationDescribe the business need this project addresses
There has been an increase in skin breakdown due to continuous non-invasive ventilation usage. Due to skin breakdown, patients require additional skin care beyond their initial admission diagnosis. This results in additional medication costs, increased wound care supplies, and longer hospital stays. Doctors are not intubating in a timely fashion, and therefore, skin breakdowns occur due to prolonged wear. This will also affect patient satisfaction scores for the hospital.
Business Goals of The Project: List the measurable outcomes of
the project.
Be sure to QUANTIFY the goals! Example: Reduce cost by xxx. Or,
Increase quality to yyy
· Three different types of masks will be used to help reduce skin breakdown from continuous wear of the non-invasive ventilation device. As a result, the masks will be used to help rotate every four hours. Full face mask, total face mask, and under-nose mask. By rotating the masks, we can adjust the pressure points on the face, helping to alleviate skin breakdown. In addition, a skin barrier or barrier adhesive gel will be used, along with the rotation of the masks. Documentation will be done every four hours with skin assessment along with what type of mask is being used.
· Time of continuous non-invasive usage will be documented for each patient from the start of use to the end of use or until intubation or death.
· Lower number of skin breakdowns.
· Increase in patient satisfaction scores.
· The number of masks used on each patient for each month will be counted.
· Cost of masks each month will be looked at.
· Cost of skin barrier adhesive gel will be counted each month.
· The number of incident reports due to skin breakdown will be counted each month.
· How long does it takes for physicians to intubate after prolonged use of non-invasive ventilation.
Deliverables the actual “products” to be created (Ex: improved xyz process, employee manual on xyz, new website, new building)
New Intubation Protocols
New non-invasive protocols
New skin assessment protocols
SCOPE: List several areas of work that will be Included in the project
and list at least one area of work that will be Excluded, so that the client
is clear what is to be expected. SCOPE
SHOULD ALWAYS CONVEY THE TOTAL APPROX. PROJECT COST.
Example
Scope: This project involves selecting and installing a new camera security
system for the medical clinic. The system will include 8 HD cameras, 6 motion
sensors, 2 keypads, a DVR, and a central control console. The system will NOT
include training employees or software needed for remote control. The total
expected cost is $12,000.
This project aims to improve skin integrity in patients undergoing continuous non-invasive ventilation. Three different masks will be purchased. The hospital areas that will be involved in this will be ER (emergency room), IMC (intermediate medical care), and ICU (intensive care unit). This will not include 2nd floor medical and surgical, 2nd floor VIBRA, and 3rd floor rehab. Patients who do not use non-invasive ventilation continuously will not be included.
With the average of 10 continuous non-invasive ventilation usage occurring a month, the total price in supplies could be $3,500.00 per month. For the next six months, we could be expecting to spend $21,000 on this project alone.
Project Milestone and Dates Start, Progress, and End dates for Project. Be sure
to not omit the start and end dates.
(These dates should fit the needs of the project – not the dates of our class
)
Start: October 2025
Progress: December 2025
End: February 2026
LDR660-OA: Strategic Leadership
Simulation Reflection Journal Entry 2-8-26
This was an intriguing assignment. I wasn't quite sure what to expect initially. Trying this simulation for the first time opened my eyes to new perspectives. I recognize I have much to learn from this first experience with the simulation. I did not do as well as I thought I would have. I was getting frustrated with the simulation.
Gathering all necessary information is essential. As a future leader, you must understand all the players involved, both in real life and within this simulation. My role in this simulation focuses more on the business aspects, which I need to adapt for future application in the healthcare industry. Collecting the information was straightforward, but consolidating it and deciding on the necessary changes or strategies proved to be more challenging.
I recognize that I won't be perfect on the first attempt. Still, this encourages me to focus on understanding why some things work and others don't. I also need to learn the sequence of successful tactics. The order in which I apply each tactic will influence the simulation's result. I need to be able to recognize or accept the feedback that I receive from the “employees” of the simulation for it gives you hints on what needs to be done next.
I support team dynamics. During the simulation interviews, I noticed that team cohesion was lacking among some employees. Certain leaders were opposed to each other, with some being receptive to change while others resisted. The divisions resembled a military versus commercial split. Some aimed to focus solely on commercial, others solely on military, and a few wanted to develop both departments. Establishing cross-functional teams appears to be a promising solution to bring everyone together and ensure all voices are heard.
I understand why this simulation is part of the class. It requires you to strategically consider when and how to use each tactic effectively. To succeed, I need to apply my strategic thinking skills. What seems like the right move in one situation might not always be the correct choice. I need to be aware of my strategic skill and be more aware of the choices that I ultimately make.
I want to understand why some tactics are executed before others and recognize the right timing. I aim to gain insights into my decisions and their impact on outcomes. Next week, I plan to apply this knowledge, possibly in a different order. Each week, I strive to improve my simulation score. Ultimately, I hope to translate what I learn in the coming weeks into my healthcare career.
LDR 669 - Applied Leadership
Group Project Week 1
Page 1: Stakeholder Analysis & Mapping
Internal Stakeholder Assessment
Executive Leadership:
Influence: High. As executives have the power to decide on organizational direction, strategy, and resource allocation, executive support is of critical value to digital health integration.
Interest: High. Executives show strong involvement in programs that help organizations increase financial sustainability, business efficiency, and compliance, as well as long-term care accessibility.
Leadership Style: Primarily transformational leadership style a with strategic emphasis on performance, innovation, and alignment to Riverside’s mission.
Middle Management:
Influence: Moderate to High. The middle managers will implement the organizational leadership strategy, which will serve as direct input for employees.
Interest: Moderate. Interest levels depend on the impact on workloads, staffing, and overall accountability of respective departments.
Leadership Style: Primarily a transactional style mixed with situational leadership, with a Focus on managing performance, business continuity, and regulatory compliance. Middle management is recognized as having an essential impact on organizational sense-making and decreasing employee resistance to change.
Front-Line Employees:
Influence: Moderate. Formal authority is limited, yet the implementation success is directly related to the level of engagement of the employees on the front line.
Interest: Variable but increasingly High. Interest is influenced by burnout, staffing shortages, and whether digital tools reduce administrative burden and improve patient care.
Leadership Style: The supportive, relationship-oriented leader can best build trust, engagement, and psychological safety during times of change.
Exernal Stakeholder Assessment
Customers / Clients: Patients and families can be considered as having moderate influences through satisfaction and utilization of the services. Their interest is high since digital health does pertain to access, quality of care, and convenience, especially for rural and remote areas.
Suppliers/Partners: Technology vendors and healthcare partners have a moderate level of influence due to system dependency and interoperability. Their interest is centered around stable partnership, integration success, and long-term collaboration.
Community / Regulatory: Through the enabling of compliance authority, public accountability, and expectations about access to healthcare, community organizations, and regulatory agencies drive high influence. Their interest is high in quality outcomes, cybersecurity, and population health.
Stakeholder Influence Network
Stakeholders influence networks by shaping an organization's decisions, objectives, and operations through their interconnected relationships. These interactions form complex webs of power and impact that extend beyond simple lists.
Key influencers:Community Partnerships, which include local government relations, community organizations, and regional healthcare partners.
Coalition opportunities: Within local government relations, there are opportunities in prevention health programs and in partnering with school districts for student health services. Within community organizations, there are opportunities at senior centers to collaborate with aging services, with agricultural cooperatives interested in occupational health services, and in partnering with the tourism industry to provide visitor care and emergency services. Within regional healthcare partners, there are opportunities to offer more specialist consultations due to the nearest academic medical center being 120 miles away.
There is an opportunity to collaborate with a technology company to bring more advanced technology to the system, enabling more advanced applications. The technology company can also bring more to the community by providing access to those who do not have access to such technology. This can also have plans to help with low-income families so that it can be affordable to all. Not only with the financial aspect of technology, but there can also be classes to attend or a support group to help those who are not technologically savvy.
Potential resistance sources: There will be resistance with technology. The CMO is skeptical on technology that will distance providers from patients. There will be resistance from staff in relation to adapting to change. The community might push back as well due to financial issues or lack of knowledge.
Communication pathways: Communication must be everywhere. Stakeholders need to stay informed at all times. The CEO communicates with the board members and then relays information to senior leadership teams so they can pass it along to their teams. The CMO will communicate with all the physicians, while the DON will communicate with all departments within the healthcare system, such as nursing or allied health.
Page 2: Influence & Persuasion Strategy
Influence Tactics Selection
Primary influence strategies:Zhou et al. (2024) indicate that influence strategies increase customers’ willingness to engage in a focal firm’s environmental practices. Riverside Community Health Network intends to expand telehealth initiatives, implement remote patient monitoring, and enhance patient portal and digital engagement. Along with community health workers programs, diabetes, chronic disrase management, and mental health integration.
Stakeholder-specific approaches: Riverside Community Health Network uses the Salience Model (Power-Urgency-Legitimacy) approach. Arif et al. (2025) stated that stakeholder salience classifications in this study were derived by evaluating each stakeholder group’s relative power, legitimacy, and urgency using targeted survey items.
Credibility building methods: Advanced practice provider expansion, partnerships with nursing schools for pipeline development, technology-enabled care team models and retention and wellness programs.
Trust development strategies: Leadership must focus on building credibility, reliability, and emotional connection through empathy, transparent communication, and consistent actions. The CMO and DON’s strong relationships with the medical staff indicate that their credibility, reliability, and emotional connections are intact and that the staff trusts them.
Leadership Communication Plan
Key messages: Leadership must communicate clear, consistent, and authentic messages to align teams, build trust, and drive change. Core messages should center on their vision, actionable steps, and what the changes mean for the employees, while fostering a culture of transparency, empathy, and feedback. The CEO communicates with the board and focuses on the community. He focuses his attention on improving financial performance while maintaining services and balancing community missions with business realities. The CMO maintains communication with the medical staff, while advocating for maintaining a personal care approach and is passionate about community health. The DON keeps communication channels open with her nursing staff; she is okay with technology if it reduces administration burdens which helps with burnout reduction of her staff.
Communication channels: Aligns employees’ actions with company goals through consistent, two-way dialogue. This can be done through town halls, Microsoft Teams, or formal emails. Riverside Community Health Network uses basic email, limited secure messaging. Which indicates that it lacks an area of communication which can lead to disengagement and low morale.
Message timing: Strategic time to maximize impact, reduce uncertainty, and foster engagement. Information from leaders to teams maintains alignment. When communicating on the fly, it can dilute the message and can lead to inconsistencies, while delaying communication often causes rumors to spread and cause tension amongst employees. There is no data in the information provided regarding message timing. But with basic emails limited secure messaging and Epic underutilized it reads that employees do not receive messages in a timely fashion.
Feedback mechanisms: Some of the best mechanisms of feedback are anonymous surveys, focus groups, interactive Q&A sessions, department meetings, and 360 feedback. These sessions clearly outline employee's needs and organizational goals and can advise stakeholders how their input led to actions and build trust. It also can indicate that the organization is actively listening to the employees when employers provide immediate feedback to whatever method was used.
Relationship Building Strategy
Relationship priorities:In management, establishing solid relationships primarily depends on trust, genuine communication, mutual respect, and a common purpose. This is achieved through tactics such as active listening, adding value, following through reliably, and openly tackling conflicts. Managers focus on building rapport on a personal level by showing empathy, requesting feedback, and encouraging teamwork to enhance engagement, innovation, and staff retention. This must be done not only with upper and lower management, but with all employees and even in the community.
Engagement frequency:The engagement frequency should align with the department or management level. This can build trust, reduce conflicts, improve sustainability, and strengthen community support. It needs to be consistent and can be achieved through multiple communication channels.
Value proposition: There is value in many aspects. The community needs to be understood and valued within any changes that the healthcare system decides to make. The staff of the healthcare system needs to be valued and understood. The staff is key. Whatever promises are made, those promises need to be kept. This is how trust can be retained. Aligning goals and staying within the health system's mission, vision, and values will create a positive culture within and outside the organization.
Mutual benefit identification:If the healthcare system staff is taken care of, then the system will be too. This is what we call a “win-win.” If there are benefits for the community, then there are benefits for the healthcare system. For example, by partnering with a new technology organization, not only will the community benefit from having more access to technology, but also from easier access to healthcare professionals, which in turn will increase productivity and profitability for the healthcare system.
Page 3: Leadership Implementation
Engagement Approach
Initial contact strategy: Build trust with executive, clinical, and nursing leaders before bringing in frontline staff and community partners. Improvements to the digital health platform are presented to make care more accessible and ease workloads, not replace Riverside’s personal, community-focused approach. Trusted clinicians and nurses are chosen as change champions to help engage their peers and build credibility. Communication stays clear, focusing on how the changes support the mission and benefit both patients and staff.
Meeting and interaction plans: Riverside’s plans include establishing a cross-functional digital health steering committee with executive, clinical, nursing, IT, and finance representation. Regular, structured meetings are held with clear agendas, using a mix of leadership sessions, clinical workgroups, and frontline staff forums. Engagement emphasizes two-way communication, allowing clinicians and staff to provide input on workflows and patient impacts. Community feedback sessions are conducted regularly to incorporate patient and partner perspective into implementation decisions.
Follow-up processes: Riverside shares short summaries that show what was decided, who’s responsible, and the next steps. They keep track of progress using simple metrics like how staff are using technology, how it affects workloads, and patient outcomes. Staff and patient feedback is collected regularly to address and change the plan as needed. Leadership checks in every few months to make sure everything is on track and goals are being met.
Relationship maintenance: Focus on consistent, transparent communication with staff, providers, and community partners throughout the digital health initiative. Dukhanin et al. (2023) reinforces that directly involving key stakeholders improves outcomes, engagement, and satisfaction, which guides Riverside’s emphasis on leadership visibility, responsiveness to concerns, and shared decision-making. Ongoing training and support build staff confidence with new technologies, while partnerships with community organizations are strengthened to ensure efforts remain equitable and aligned with community needs.
Leadership Presence
Leadership presence means a leader's ability to connect with and motivate others toward common goals. It goes beyond just having a title or position. This presence is vital for shaping initial situations and influencing results, especially in fast-changing environments. This presence can be defined as showing specific behaviors to achieve desired effects. This way, leaders can systematically influence individuals, teams, and the organization (Kerns, 2019).
Professional presence goals: When integrating digital health for Riverside Community Health Network, it is important to demonstrate clear, consistent leadership. This leadership trait helps build trust and reduce uncertainty among stakeholders. Leaders of this organization need to balance financial discipline with Riverside’s focus on the community while staying true to the values of rural healthcare. By being seen as caring and knowledgeable, leaders can address frontline staff and community members effectively, encouraging teamwork during the transformation process.
Communication Style Adaptation:When adapting communication styles with staff and patients, leaders should use clear and straightforward language. Effective communication means adjusting messages for different audiences (Mansour et al., 2025). For example, use data for the board, focus on patient impact for clinicians, and stress accessibility for the community. To improve communication, encourage two-way dialogue by organizing listening sessions, staff meetings, and regular visits to clinics and hospitals.
Cultural Sensitivity Considerations: Riverside Community Health Network needs to deliver care that respects the cultural backgrounds of its older, rural, and diverse patients. Also, there are high rates of chronic diseases, mental health issues, and substance use. To help, leaders should take a supportive, trauma-informed approach that looks at environmental and socioeconomic factors. Lastly, challenges such as geographic isolation, transportation issues, and poor internet connectivity makes it important for leaders to recognize that missed appointments may be a factor. Leaders should commit to providing both in-person and telehealth options to improve medical access without worsening existing disparities.
Leadership Brand Development: To develop Riverside's leadership brand, the organization should focus on depicting leaders as approachable, mission driven, and open to new ideas, rather than just on the current structure. This approach aligns with the core values and the needs of the patients and staff. Leaders should be seen as caretakers of patient relationships, building trust and connections while also upgrading care delivery to improve patient experiences. To strengthen this brand and build trust, leaders need to work with staff on issues like burnout, staffing shortages, and workflow challenges, as these are current issues.
Influence Measurement
Influence Effectiveness Indicators: Leadership influence at Riverside can be assessed by monitoring voluntary participation among clinicians in digital health pilot programs, as engagement above mandatory requirements signals trust in leadership direction. A measurable reduction in resistance, such as informal shortcuts, complaints about technology, or underutilization of Epic and telehealth tools, indicates a need for change.
Relationship Metrics: The effectiveness of leadership can be evaluated by looking at how engaged and trusting employees feel, especially among healthcare staff who may be feeling burned out or considering leaving their jobs. The rates of retention and turnover among nurses and doctors can signal whether leaders are successfully addressing their teams' needs and creating a positive work environment. Also, how well different departments, such as healthcare professionals, IT staff, and administrators, work together is a good indicator of strong relationships.
Stakeholder Feedback Collection:Collecting ongoing feedback for stakeholders is necessary for leaders to guide change. By regularly conducting staff surveys and organizing focused group discussions, leaders can gather current information on clinicians' feelings, concerns, and report back to stakeholders. Also, for the stakeholders, feedback sessions with community partners, such as local governments, senior centers, and public health agencies, are important because they can help stakeholders stay aware of local issues, such as difficulties accessing technology and transportation challenges, and ensure that their strategies address these concerns.
Adjustment Strategies: Effective leadership means being able to adjust their influence based on feedback and results. When leaders notice that their team is feeling resistant or less engaged, it is important for organizational leaders to adapt their strategies to keep trust and credibility at the highest level possible for the organization.
References
Arif, M. S., Gunbeyaz, S. A., Kurt, R. E., & Heri, S. (2025). Stakeholder perspectives on multipurpose shipyard integration in indonesia: Benefits, challenges, and implementation pathways. Sustainability, 17(18), 8368. doi: https://doi.org/10.3390/su17188368
Dukhahin, V., Wolff, J., Salmi, L., Harcourt, K., Wachenheim, D., Byock, I.., Jajodia, A.
(2023, November 22). Co-designing an initiative to increase shared access to older
adult patient portals: Stakeholder Engagement. Retrieved from JMIR Publications:
https://www.jmir.org/2023/1/e46146?utm_source=chatgpt.com
Kerns, C. D. (2019). Leadership presence at work: A practice–oriented framework. Journal of Marketing Development and Competitiveness, 13(3). https://doi.org/10.33423/jmdc.v13i3.2241
Mansour, M., Hammad, S. S., Al-Anati, A., & Alkhowiter, L. K. (2025). “Saying no without saying no”: An organizational case study on assertive communication practices among nursing workforce in Saudi Arabia. Journal of Nursing Management, 2025(1), 6671562. https://doi.org/10.1155/jonm/6671562
Zhou, C., Xia, W., & Feng, T. (2024). Adopting relationship trust and influence strategy to enhance green customer integration: A social exchange theory perspective. The Journal of Business & Industrial Marketing, 39(8), 1669-1686. doi: https://doi.org/10.1108/JBIM-06-2022-0236