Downey Community Health Center

that they had been our partner in not bringing it into the building for those really critical two months, where we all saw the news from New York of what was going on in nursing homes,” Rosenberg conveys. This unexpected gesture fostered a continued sense of loyalty and solidarity among the team, creating a supportive environment that proved crucial when the facility eventually faced its first COVID cases in June. “I always say I want staff to feel like family. And that was a time where the staff really made me feel like they were my family, and it was very special,” he says. In terms of the day-to-day employee approach, Rosenberg admits, “When you have over 200 employees, there’s a lot of delegation. The Health Center the time to secure PPE and have a solid pandemic plan in place. “That comes back to the benefit of being independent,” Rosenberg adds, noting the advantages of being able to make rapid decisions without navigating a corporate hierarchy. STAFF APPRECIATION AND LOYALTY During Nurse and Nursing Home Appreciation Week in May 2020, Rosenberg implemented a unique bonus program, providing the 200 staff members with appreciation bonuses for still not having a single case of COVID at Downey Community. “I could talk about COVID all I want, but I really can’t govern them outside of work. And in that really early sensitive time, they didn’t go to a big party, they didn’t go around people. So, they didn’t bring COVID into the building. I was really appreciative 5 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 03 DOWNEY COMMUNI TY HEALTH CENTER