Provide a Summary and Reflection of this case study:

Sue was just hired as the director of the Springfield Public Health Department. She had been an assistant director in a public health agency located in another state. She was excited to take her first director position. The previous director had been a very private person and rather reclusive. He had not involved many employees or community members in his decision making, and this tendency contributed to his resignation.Sue understood that, to do well, she would have to involve the key stakeholders. However, she was not certain with whom to spend her time.Her first day she had what seemed like hundreds of people wanting to schedule an appointment with her. At the end of the day, she spoke with her administrative assistant to talk about her schedule. She noted that people wanting to see her included physicians, nurses, the director of a regional laboratory, three community members, two health promotion specialists, a past donor, the mayor, a housekeeper, a union representative, and a Medicaid agency manager, among others. The demand made her feel overwhelmed. She left for the day wondering with whom she should spend her time.During the evening, she read guidelines regarding stakeholder management that the US Centers for Disease Control and Prevention (CDC)had published that suggested giving priority to stakeholders who can do the following:

Increase the credibility of your efforts

Be responsible for day-to-day implementation of the activities that are part of the program

Advocate for or authorize changes to the program

Fund or authorize the continuation or expansion of the program (CDC 2017a).

She also learned that she should classify her stakeholders according to level and type of involvement. She saw the following matrix and wanted to use it. She decided to identify her department's key stakeholders and classify them to their appropriate level of involvement.