var textForPages =["  HOPE HOPE White Plains Hospital Annual Report | 2020-2021  ","    ","       2020-2021 ANNUAL REPORT 1   ","HOPE ON THE HORIZON As we reflect on the past year—and look ahead to brighter days—we are grateful for the way our staff and our community rose to the many challenges posed by the pandemic. COVID-19 brought anxiety, fear, sad- ness, and countless other emotions into our daily lives at White Plains Hospital. It tested the strength and resilience of everyone on our staff, from our front- line clinicians to our en- gineers, administrators, environmental service workers, and security staff. It threatened the safety of our patients and our em- ployees and challenged the way we practice medicine, forcing us to innovate in rapid time to devise new solutions and strategies to deliver the highest levels of patient care. We are so appreciative of the dedication and skill of our healthcare heroes. Their efforts reflect the culture of excellence that we have worked so hard to cultivate at White Plains Hospital. Having this culture in place gave us the ability to react to the pandemic with precision and continuously deliver critical and exceptional care throughout this most challenging year. Going above and beyond is what we do every day—and never more so than during this crisis. From the leadership team who hunkered down in a “command center” for weeks on end; to staff extending themselves into brand new roles; to our nurses and technicians becoming family surro- gates for our patients; and our engineers increasing our ICU beds from 16 to 82 at lighting speed—every- one stepped up. Ultimately, we were able to send more than 2,700 COVID-19 pa- tients back to their families. We are in awe of the way our neighbors across Westchester supported us through donations of PPE, food, and monetary dona- tions, and cheered us on every step of the way. They also did their part to “flat- ten the curve” by enduring months of sheltering in place, attending school and work remotely, and con- tinuing to practice health vigilance. Together, we experienced humanity at its best—and along with vaccine to protect against COVID-19, it has brought us hope and the promise of a more normal life right around the corner. At our Hospital, we are also continuing to maintain our focus on a brighter future. We are looking ahead to many exciting developments that will help us   “Together, we experienced humanity at its best—and along with vaccine to protect against COVID-19, it has brought us hope and the promise of a more normal life right around the corner.”  2 WHITE PLAINS HOSPITAL "," deliver on our promise of providing the community with exceptional care, close to home. In June of 2021, we will open our new Center for Advanced Medicine & Surgery. This outpatient facility will continue to transform our campus by housing many of our specialty physicians under one roof and will connect to both our Cancer Center as well as our Main Hospital. Among the many benefits to our community is the convenience and access to quality care the new Center will provide. Patient care will be coordinated across departments, allowing patients to see their physician and receive diagnostic testing during the same visit if needed. The Center will also feature state-of-the-art operating rooms, hyperbaric chambers to heal wounds, and cutting-edge imaging—including the only PET– MRI Scan in Westchester that provides the most detailed looks at the body’s organs, which in turn will support our goal of providing the very best healthcare for those patients suffering from cancer or other diseases. LAURENCE SMITH Chairman of the Board of Directors This building is the latest representation of our dedication to our community to bring advanced healthcare to Westchester, and later this year, we will also begin a cardiac surgery program in part- nership with Montefiore. Currently, almost 80% of patients who need heart surgery leave Westchester County for care and this program is a great example of how we have worked hard to bring complex care close to home. This year may have been the most challenging in our 128-year history. But it has shown us that our staff and our supporters throughout the community can come together to accomplish incredible things. We are grateful for the support and commitment that fuels us in our mission to serve our community. It’s that very mission that makes White Plains Hospital the premier Hospital in Westchester. SUSAN FOX   2020-2021 ANNUAL REPORT 3 President and CEO "," COMMAND CENTER For eight weeks at the beginning of the pandemic, the White Plains Hospital Senior Leadership Team hunkered down in a single room to plan how to address the crisis. On March 9, 2020, when White Plains Hospital admitted its first coronavirus inpatient, a shift began to occur within its walls. Fairly quickly, the Hospital’s multidisciplinary teams of nurses, doctors, respiratory therapists, and many others learned to successfully tend to thousands of COVID patients—but at the very beginning, the palpable sense of anxiety and urgency over how to handle this unknown virus was felt by the whole staff. The flow of new information was fast and coming from many directions. New regulations and mandates were introduced daily by New York Governor Andrew Cuomo and the Senior Leadership Team was faced with the challenge of determining how to transform the Hospital—ultimately expanding capacity by 50%—while making sure our staff and patients remained safe and protected against a virus that we knew little about. 4 4W W H H I I T TE E P P L LA A I I N N S SH HO OS SP P I I T TA A L L "," HERE’S A GLIMPSE AT WHAT IT WAS LIKE: DR. MICHAEL PALUMBO, EXECUTIVE VICE PRESIDENT, AND CHIEF MEDICAL OFFICER: “THE HOURS WERE LONG; THE STRESS WAS HIGH.” “We were spending nine to 14 hours a day in that room, seven days a week. For five or six weeks, none of us took a single day off. Our phones were constantly ringing, text messages and emails were going off all day, we got to be on a speed-dial basis with our people at the Department of Health. There was no end to the variety of questions that popped up, whether they were around medical treatment, family concerns, how to handle the stress that the staff was under, worrying about our supply of PPE, what to do about testing, etc.” LEIGH ANNE MCMAHON, EXECUTIVE VICE PRESIDENT, PATIENT CARE SERVICES AND CHIEF NURSING OFFICER: “PRESSURE WAS COMING FROM EVERYWHERE.\" “How are we going to figure this out? is what we were all thinking. We knew that the staff was depending on us, the patients in this community were depending on us, so we felt that pressure to step up. We had pressure coming from the government because they were saying we had to increase our bed capacity by 50%; there was pressure from the staff over PPE supplies. There was pressure over ventilators; we saw from what was happening in Italy and China that COVID patients require ventilators. We just knew everyone was looking to us and depending on us to figure this out.” DR. PALUMBO: “THE RULES KEPT CHANGING.” “The virus was spreading so rapidly, and we kept getting conflicting news: How long from infection before a person develops symptoms? What are the quarantine rules? The CDC would say one thing, and the state wouldn’t adopt it, or they flat-out said they disagreed. And part of the challenge to the team in that room was to understand everything that we were hearing, and always put the patient first, while also making sure that we were protecting our staff and not taking any unnecessary risks.” MCMAHON: “WE’VE GOT TO KEEP EVERYONE CALM.” “It was hard to know what to do; we really didn’t have all the answers. But we knew as leaders, we had to keep cool and just say, ‘We are going to figure this out.’ We knew we had to keep staff calm.” MCMAHON: “WE HAD TO FORMULATE A GAME PLAN.” “As healthcare providers, we are not used to working in confusion. We are meticulous; we’re educated; we’re very mindful—each step we take is prescriptive because we have patients’ lives that are impacted by every decision we make. And, with this, we didn’t have time to work the way we normally do; we had to adapt quickly. Information was coming at us non-stop and as leaders, we 2020-2021 ANNUAL REPORT 5 ","  “The hours were long; the stress was high.” Pressure “WE HAD TO was VERY, VERY non-  6 “THE RULES KEPT stop CHANGING.” 6 W W H H H I I T T E EP PL L LA A AI I I N N S S H H O OS SP P P I I T T A A L L L p "," 2 20 0 02 2 20 0 - - -2 2 20 0 02 2 21 1 1 A A N N NN N NU U A A AL L LR R RE E P P O O R R RT T T “INFORMATION WAS COMING IN FROM ALL DIRECTIONS.” needed BE FLEXIBLE. FLEXIBLE.” 2 7 to ge repared “OUR CULTURE GOT US THROUGH THIS.” ...fas 7 We t p t "," knew we had to digest that information and do what was necessary.” DR. PALUMBO: “WE NEEDED TO ACT FAST.” “There are numerous examples of things— like changing the visitor policy and enacting temperature screening for staff—that we chose to start before they became mandated by the state. We’re a smaller organization than some other hospitals; we’re lighter on our feet. We were able to react as quickly as we could to make sure we were doing the right thing.” DR. PALUMBO: “WE OPERATED LIKE A DECISION- MAKING TEAM.” “The whole senior team was there in that room, acting in a unified manner. We are a strong and cohesive team—and we operated that way from day one. We made decisions together, relying on the subject-matter expertise that was in the room to inform the decision. So, I had expertise around things like ordering medication and developing physician protocols, while Leigh Anne had more control over PPE and how supplies were distributed and what to do about ventilators. Everyone had a role, and everyone was counting on people to do their role.” DR. PALUMBO: “WE WERE FIGHTING THE VIRUS— AND THE RUMORS.” “We were holed up in that room for most of the day and talking about coronavirus constantly, but we realized quickly that people outside of that door didn’t know what we knew. There were all sorts of rumors and myths going around— misinformation from the news, from colleagues, from peers. So we had to be very communicative: information had to go out to the general staff and then we had to tailor communication for physicians. I started doing one-hour video updates for staff and almost 600 people attended the first one. That was a testament to how much people needed the knowledge and needed to feel like they were connected to their medical community and their hospital.” Both McMahon and Dr. Palumbo agree that the culture already in place at White Plains Hospital was key to getting through the earliest days of the crisis. They stress that the staff’s commitment—both to one another and to exceptional patient care—as well as the effective communication structure and collaborative atmosphere that exist within the Hospital allowed the senior leadership team to do what had to be done. “This was the most stressful experience I’ve ever encountered,” says McMahon, who has worked in healthcare for nearly 40 years, “but we knew there was no way we weren’t going to succeed.” 8 WHITE PLAINS HOSPITAL "," 2 9 2 0 0 2 “THIS WAS THE MOST STRESSFUL EXPERIENCE I’VE EVER ENCOUNTERED, BUT WE KNEW THERE WAS NO WAY WE WEREN’T GOING TO SUCCEED.” 20 0 - - 2 2 0 02 2 1 1 A A N NN NU UA A L L R RE EP PO O R RT T9 ","A PANDEMIC STAR IS BORN EVS worker Gina Rejas went viral as the face of unsung heroes on the front lines. Expecting the unexpected has become an everyday mindset over the past year as the world has adjusted to life amidst the COVID-19 pandemic. But Gina Rejas, a Peruvian immigrant who works in the Environmental Services department as a housekeeper on the 3F Unit could surely never have expected her surprising COVID story: the Mamaroneck resident took to Facebook in early April to share a photo of herself at work in her PPE gear—full-body gown, gloves, a mask, and a full- face shield—along with a message, in Spanish, “This is my chance to thank New York for making my family’s dreams come true.” When her son-in-law shared the post on Twitter, it became a viral hit, quickly earning more than 160,000 likes. Rejas received coverage on local News 12, and national news including CNN, NPR, MSN, Telemundo, Vice and various other news outlets as she became the face of the many essential workers and unsung heroes who captured public interest in the earliest days of the pandemic. Rejas, who has worked at White Plains Hospital for five years, says of all the attention she received: “I’m so happy and humbled to have been recognized for the hard work that we engage in every day to support the patients in the hospital.” She notes that her devotion to her job on the front lines is shared by her coworkers—many of whom are 10 also immigrants. “I was happy to be able to represent the very important work the EVS department does every day to be impactful. We try to have good vibes and bring happy energy in to our work for the patients,” she explains. At the time of the post, Westchester was one of the first hotspots in the nation for COVID-19 cases and Rejas’ unit was solely devoted to COVID patients. Fear of infection was palpable but Rejas was not deterred. “In the beginning, it was very difficult,” Rejas recalls of the worry about getting sick. “But we embarked on this together, all of the hospital staff. We are like a family here. Every day I go to work and encounter the staff and all of our nurses and I’m inspired to do my part to help keep everyone safe.” And she stays inspired, she says, “every time I see a patient be able to walk out \[of the hospital\] and rejoin their families.” The most touching part of Rejas’ viral post, however, may have been the gratitude she expressed for her adopted home state of New York. “I’m beyond grateful for every opportunity that I’ve had since moving here, and happy to lend a hand at such a difficult time that we’re all going through,” she says. For Rejas, living in New York, working at the Hospital, and seeing her two daughters go through college has been “my version of the American dream.” WHITE PLAINS HOSPITAL   “I’m so happy and humbled to have been recognized for the hard work that we engage in every day to support the patients in the hospital.” — GINA REJAS —   "," 2 1 2 0 0 2 2 0 0- -2 2 0 0 2 2 1 1A AN N N NU UA A L L R R E E P P O OR R T T1 11  ","365 DAYS AND COUNTING Since day one, the 4F unit has been taking care of COVID patients. Like a scene from a TV medical drama playing out over and over again, the team on 4F, a step-down unit at the Hospital, has been on high alert since the very first coronavirus patient arrived at White Plains Hospital on March 9, 2020. The unit, a multidisciplinary team of doctors, nurses, nurse technicians, respiratory therapists, social workers, and other clinicians, has been exclusively treating COVID-19 patients for more than a year. “4F was chosen as the COVID unit because we knew we had all levels of care covered,” says Jennifer Bello, Senior Director of Nursing for Critical Care. “If patients needed standard medical care as well as if they progressed and needed a higher level of care—we had that all on the same unit.” The transition took an all-hands-on-deck approach. To support the clinicians caring for patients on 4F, members of the Hospital’s engineering, environmental services, facilities, project management, and logistics teams worked collaboratively to enact remarkable and rapid changes. Together, they repurposed and redesigned 4  spaces, brought on additional intensive-care capacity, constructed negative-pressure environments for increased patient safety, and ensured convenient storage for PPE and other crucial supplies. “We built an additional supply chain inventory space for them inside that hot zone,” says Ky Pringle, Director of Supply Chain & Logistics. “We added covered carts with a compliment of supplies (PPE and medical supplies) that would prevent the clinical team from exiting the hot zone to obtain what was necessary to care for patients. Doing this helped to minimize the possibility of cross contamination.”  12 WHITE PLAINS HOSPITAL Adjustments were also made to the workflows of support staff including food-service workers and members of the housekeeping staff to ensure maximum patient safety and clinical effectiveness. No detail was overlooked. “All teams—nursing management, senior manage- ment, EVS—everyone worked together to bring 4F to where it needed to be,” says James Ingersoll, Director of Engineering. "," FDespite the overwhelming changes and the non-stop Not surprisingly, the 4F staff encountered every possible patient scenario, and felt the entire range of emotions that go with providing care on the frontlines of the pandemic. Watching patients leave the Hospital and rejoin their families was the best reward, staffers say. “One firefighter, when he finally got to go home, the whole fire department came by the ED and there was a parade. That was very touching for us,” notes Joanna Leguerre. The appreciation from patients’ families also helped to keep spirits boosted on the unit, says 4F nurse Aimee Monaghan, RN: “At the end of the day, you wonder if you did everything you could. There’s nothing better than hearing that we are doing a good job and that patients are thankful for our care.” onslaught of patients, “There was no panic,” says Jennifer Henry, nurse manager on 4F. The attitude was, “We have to get together, figure out what we’re going to do, and do it for the patients.” Joanna Leguerre, Nurse Technician, adds, “4F has always been a tough and re- silient floor and we’ve been able to work really well to- gether, so we just pulled to- gether and made do.” Throughout the year, the 4F unit maintained a high level of patient care, ultimately responsible for nearly half of the Hospital’s COVID patients. “We were their second family; from the bottom of our hearts, we wanted to take good care of them,” says respiratory therapist, Ashvini Patel.   “We have to get together, figure out what we’re going to do, and do it for the patients.” — JENNIFER HENRY, NURSE MANAGER —  2020-2021 ANNUAL REPORT 13 "," 1 1 4 4 W “4F HAS ALWAYS BEEN A TOUGH AND RESILIENT FLOOR AND WE’VE BEEN ABLE TO WORK REALLY WELL TOGETHER, SO WE JUST PULLED TOGETHER AND MADE DO.” — JOANNA LEGUERRE, NURSE TECHNICIAN — W H H I IT TE E P PL LA A I I N NS S H H O O S SP P I IT T A AL L  "," Perhaps the biggest takeaway for the staff on 4F is the critical nature of teamwork. Delivering patient care during the direst of circumstances, side by side, made a lasting impression. “We were always tight knit, and we worked together well through this—thank God we had each other. We bounced ideas off each other, and it was nice to know someone was always there,” says Jeannine Chillino, RN. Overall, adds Jennifer Bello, “This year has shown us that together, as an organization, we can handle anything.” 2020-2021 ANNUAL REPORT 15  ","COMING TOGETHER Effective emergency management throughout the pandemic required a little help from our friends. Anyone who has driven past the White Plains Hospital Emergency Department during the past year has likely noticed the large Western Shelter tents sitting prominently in the parking lot. And those who have been inside the tents, being screened for COVID- 19, have undoubtedly observed the orderly and efficient processes being carried out within. What may go unnoticed, however, is that this operation exists largely because of the partnership between the Westchester County Office of Emergency Management (OEM) and a group of White Plains Hospital employees who volunteer their time on the Hospital’s Emergency Response Team. The Emergency Response Team consists of “23 active members who come from different departments across the Hospital,” says Ed Tangredi, Director of Emergency Management at White Plains Hospital and head of the team. Fifteen years ago, when the team first started, it functioned as a decontamination unit and then began regularly handling a variety of emergency functions. When COVID hit, they swung into high gear. “The first thing we were dealing with was how to isolate COVID and potential COVID patients. So, the Emergency Response Team and Hospital leadership together came up with the concept of screening patients in a tent,” Tangredi explains. When he realized the Hospital did not have a structure large enough to accommodate the need, Tangredi knew exactly who to call for assistance: Dennis Delborgo, Director of the Westchester County Office of Emergency Management, one of the Hospital’s integral community partners. “They were ready to help immediately. They came out with the Western Shelter tent and deployed the National Guard to help the Emergency Response Team to set it up,” he says. “It was a real collaborative effort.” (What started with one tent would eventually become two in the Emergency Department parking lot as well as one at Scarsdale Medical Group and one in Armonk at the White Plains Hospital Medical & Wellness urgent care location). Throughout the pandemic, the County’s OEM continued to play a vital role in helping the Emergency Response Team and the Hospital-at-large. “They were so supportive right from the beginning and they continued to call us to check and see what we needed throughout the year.” Among other things, Tangredi notes, the OEM helped the Hospital secure crucial PPE including N95 respirators, surgical masks, gloves, gowns, and face shields; replaced an air-conditioning unit in one of the tents; assisted with other supplies; and provided additional logistical support when we needed it. “We have enjoyed a very positive working relationship for many years with the Emergency Management Team at White Plains Hospital,” Delborgo explains. “We have collaborated on training, drills and exercises, and have worked together on numerous past emergencies. Those opportunities provided a solid foundation for which to work together on the COVID response.” For Tangredi, the collaboration between the Hospital and the County OEM is “a great example of how COVID brought people together.” Proud to be such an integral part of the pandemic response, he says, “As a Hospital, we’re the beacon in the city and in the community, and we’re all on the same page with our community partners —we support one another.”  16 WHITE PLAINS HOSPITAL ","“THE FIRST THING WE WERE DEALING WITH WAS HOW TO ISOLATE COVID AND POTENTIAL COVID PATIENTS.”  2 7 2 0 0 2 2 0 0- -2 2 0 0 2 2 1 1A AN N N NU UA A L L R R E E P P O OR R T T1 17  ","HEALING MR. HEALY Throughout his terrifying ordeal, COVID survivor Sean Healy says the staff’s care and compassion were a constant source of hope on his path to recovery. After 32 years as a nurse Kimiko (Kimi) Williams, BSN, RN, knows that certain cases stand out as particularly memorable. “There are a handful of patients who have touched me in my career that I know I’ll remember forever. Sean Healy is one of those patients,” says Williams, Nurse Manager on 5I, where Healy spent 28 days battling COVID. “I think everyone on the unit recognized quickly that Sean was just a special person who really, really wanted to live.” Healy—a Thornwood res- ident who owns a travel agency and a tax prepara- tion business in the Bronx, can’t say enough about the care he received from Williams, as well as every staff member he encoun- tered at the Hospital. “I kept telling Kimi, ‘You have a lot of incredible individuals within your team, and there is no chink in your armor.’ It was remarkable because everybody was passionate and empathetic and extremely professional from start to finish. Everybody had a positive attitude; even the cleaning staff was super friendly. The food was great, too,” Healy says. “I swear, it was like being at a five-star hotel,” he jokes. Healy first came to White Plains Hospital in early December after testing positive for COVID a few days earlier. With typical COVID symptoms but in relatively stable shape, Healy was given the oral steroid albuterol and sent home to self-isolate and monitor his pulse to be sure it didn’t drop below 90. When it dipped into the low 80s just two days later, Healy returned to the Emergency Depart- ment and was admitted on December 11. “I didn’t know where I was for the first week, I was in and out of consciousness. I was on the verge of going on a ventilator, but the doctors pulled me through,” Healy recalls. “The doctors were great—especially my primary doctors, Dr. Goldstein and Dr. Yu; they communicated with my family every step of the way.” With Healy in rough shape when he first got to 5I, Williams recalls that the staff “was pretty worried about him. He needed a lot of oxygen; he wound up getting to the point where he was on the highest oxygen possible.” Healy himself was preparing for the worst possible outcome:   “There are a handful of patients that have touched me in my career that I know I’ll remember forever. Sean Healy is one of those patients.” — KIMIKO (KIMI) WILLIAMS, BSN, RN —   18 WHITE PLAINS HOSPITAL "," 2 9 2 0 0 2 2 0 0- -2 2 0 0 2 2 1 1A AN N N NU UA A L L R R E E P P O OR R T T1 19  "," 2 2 0 0W WH H I IT T E E P P L L A AI IN N S S H H O OS S P PI IT TA A L L ","“That first week, I gave my wife my laptop and gave her all the passwords, told her where all our accounts and the life-insurance policies were,” Healy explains. Healy notes that Williams and the rest of the clinical staff “gave it to me straight. I appreciated that they were being honest about my progress and there was no sugarcoating.” He was given two plasma infusions and two doses of remdesivir. The first dose offered mild improvement; the second had a greater impact. To help combat the virus, Healy also needed to stay in a prone position—chest down—for much of his stay in the Hospital. Healy recalls his respiratory therapist, Jungsun Shin, taking time to help him get into the correct position. “She was so patient and gentle,” he says. “And from that point on, my breathing improved dramatically.” Despite some relief from proning and the medical treatment he was receiving, COVID kept a tight grasp on Healy. “Days turned into weeks,” says Williams of his condition. “It just took a really long time for him to heal.” Throughout that time, Healy maintains that the Hospital staff’s care and compassion were a constant source of help and hope. Especially without family visitation, he came to rely on the friendly communication to keep his spirits up. “Kimi would come in to check on me all the time. The nurses and techs came in every few hours to take my vitals and to help make me comfortable. They made sure I was soothed and calm. And everyone made time to chat,” Healy says. One last bit of above-and-beyond care occurred toward the end of Healy’s stay, when a Hospital social worker, Nicole DeVivo, was able to secure him a spot at Burke Rehabilitation Hospital despite complexities with Healy’s insurance company. Healy spent eight days at Burke before finally going home in mid-January. Returning to White Plains Hospital for the Hospital’s Day of Hope celebration on March 9, 2021, Healy was able to reunite with some of his former caregivers and share his gratitude. “I told them, ‘Thank you for saving my life. Without the level of care and professionalism I received at your Hospital, I would not be here today,’” he notes. “I’m alive, and that’s an amazing thing to be able to say.” 2020-2021 ANNUAL REPORT 21 “I’M ALIVE, AND THAT’S AN AMAZING THING TO BE ABLE TO SAY.” ","GOING THE EXTRA MILE The team of WPH hospitalists battling COVID day in and day out saw it all—and handled it with grace. Since the beginning of the COVID outbreak in March 2020, more than 500 coronavirus patients at White Plains Hospital have been cared for by members of the WPH hospitalist team. Hospitalists—doctors who focus on internal medicine and provide general care in a hospital setting—are crucial clinicians at any time, but never more so than during the past year. “Our hospitalists go the extra mile in the care of their patients routinely, but specifically during the COVID outbreak, they truly went above and beyond their call of duty,” says Dr. Rodney Ashir, the Director of WPH’s Department of Hospital Medicine. Many of the hospitalists volunteered to be part of the COVID team, adds Dr. Ashir, stepping up to provide critical care for the sickest of patients right from the start, when confusion and fear over how the virus could spread was high. “The first three months of the pandemic were really intense for us,” says Dr. Gina Cook, who has worked as a WPH hospitalist since 2018. “We had to take on the responsibility for this whole new disease that no one knew much about, without really knowing how to treat it or how to manage it.” Information about coronavirus came rapidly and often haphazardly, and hospitalist Dr. Travis Howlette points out that there were no specialists to turn to for guidance. “Policy changes, treatment recommendations, and guidelines for handling COVID-19 kept coming around the bend,” he says, “and there was no expert, no coronavirus specialist; whoever had been dealing with COVID-19 the longest was the expert of the day.” Howlette drew on his experiences coming from Elmhurst General Hospital in Queens, where conditions had been among some of the worst in the nation when he joined the WPH COVID team in the fall of 2020. Being flexible and adjusting on the fly was crucial— and it came somewhat naturally to this group of hospitalists, says Dr. Kimberly Farrell, who came to WPH in 2018. “We are all fairly new doctors and where we were in our careers made it easier to adapt and roll with the punches. All of our medical training and all of residency is flipping a switch and being thrown into a new situation every few weeks, and we aren’t too far out from that,” she explains of their comfort level in managing the unknown nature of this disease.    “Our hospitalists go the extra mile in the care of their patients routinely, but specifically during the COVID outbreak, they truly went above and beyond their call of duty...” — DR. RODNEY ASHIR —    22 WHITE PLAINS HOSPITAL ","         2020-2021 ANNUAL REPORT 2 23 3   ","  24 2 WHITE PLAINS HOSPITAL 4 “THE FIRST THREE MONTHS WERE REALLY INTENSE FOR US.” ","The critical status of so many patients, however, was something they all needed to adjust to. “I spent my days off studying ventilator management and brushing up on ICU-level care,” shares Dr. Kristina Krecko, who started at WPH just a few months before the onset of the pandemic. The doctors also had to learn to work around necessary protocol changes due to COVID-19. “We had to change the way we practiced based on the limitations that the virus imposes on patient care,” Dr. Farrell says, pointing by example to things like the timing of when to order a CT scan. “You have to know that your scan will be done not exactly when you need it, but at the end of the day because it’s a COVID patient and they will contaminate the room,” she explains. Another major shift for these doctors was the level of their communication with patients’ families. Because of visitation limits due to the virus, Dr. Krecko explains, “we made it a priority to be as patient-focused as possible, spending a large portion of our day calling or doing video conference calls with family members to give them updates.” They were also constantly faced with dramatic scenarios of sharing the worst news with family members. Dr. Cook recalls one elderly patient, whom, she says, “came in walking and talking and shortly thereafter was completely decompensated, and within 24 hours he had passed. Trying to explain to his family what had happened and trying to console them was one of the hardest things I’ve had to do,” she notes. There were high points, too, the doctors say, noting the patients who spent weeks on ventilators and made it off the COVID unit, heading to rehabilitation and eventually home. “We saw them when they wanted to give up, but we were their cheerleaders and reinforced that they had to fight. To know we saved their lives really stands out,” notes Dr. Cook. The hospitalists all cite the support from their fellow staff members and the hospital leadership as crucial to being able to perform the way they did. “The communication between all the teams at the Hospital has been incredible,” says Dr. Farrell. “We were always running through the pros and cons of different treatment modalities and sharing experiences that came up with different patients to help figure things out.” And, adds Dr. Howlette, “we could not have done what we did without the support of the nursing staff. The effort and care and emotional support they put into everything they do is on another level.” The willingness of Hospi- tal leadership to embrace innovative approaches was another important success factor, Dr. Howlette says. For example, when a medication called baricitinib re- ceived FDA emergency use authorization, Dr. Howlette thought it could benefit a lot of the COVID patients, so he says, “I reached out to the higher-ups about it and they were very receptive; we were quickly able to offer the medication. There really has been tremendous synergy amongst all levels.” That synergy, they all say, was a key factor in their ability to save lives.   “We were their cheerleaders and reinforced that they had to fight. To know we saved their lives really stands out.” — DR. GINA COOK —  2020-2021 ANNUAL REPORT 25 "," NEUTRALIZING THE VIRUS EARLY A determination to find better options for COVID-19 patients led White Plains Hospital to become one the first hospitals involved in monoclonal antibody treatments. In November 2020, when former President Donald Trump became infected with COVID-19, he was given an antibody cocktail developed by Tarrytown-based biomedical company Regeneron, which helped to slow down his symptoms and speed his recovery. The treatment’s success spurred the US Food and Drug Administration to issue emergency-use authori- zations for Regeneron’s treatment, known as COV-2, as well as another mono- clonal antibody (mAb) cocktail, bamlanivimab, developed by drug manu- facturer Eli Lilly. The high-profile nature of the President as a patient brought these mAb treatments into the awareness of the general public, but a group of doctors at White Plains Hospital were already well entrenched in its path to availability. About eight months after the pandemic began, the Hospital became involved in a mAb treatment trial with Regeneron, recruiting eligible, early- stage COVID-19 patients for the antibody treatment research. “These monoclonal antibody treatments consist of synthetic antibodies, created in a lab, which function like naturally occurring antibodies and fight infections before they spread, which can prevent patients from experiencing severe symptoms that lead to hospitalizations,” explains WPH Associate Medical Director, Dr. Neritan Mani, who is overseeing White Plains Hospital’s mAb program. The treatments are not effective in COVID-19 patients who are already severely ill with the virus, but, explains Dr. Mani, “using therapy early on in the course of the disease can overwhelm it and suppress it.” Patients receive the antibody cocktails as an infusion treatment administered through an IV and the process is supervised by a doctor or nurse practitioner who monitors the patient for side effects or concerns. While science brought about these treatments, Dr. Mani credits dedication from compassionate doctors seeking to help their patients with bringing this treatment to White Plains Hospital so quickly. “Our doctors were desperate to have something better to offer their patients,” says Dr. Mani of the early days of the pandemic. The trial phase, he   Between December 2 and March 31, nearly 614 COVID-19-positive patients were treated and 93% of those avoided hospitalization.  2 2 6 6 6W W WH H HI IT TE E E P P L L A A AI IN N S S H H HO OS S P P I I T T TA AL L ","    explains, involved “10 of our doctors who worked on their time off to help test these experimental treatments, driven by the hope that trying these new therapies would be able to help our patients.” The trial helped to pave the way for the successful mAb clinic and treatment program that is currently underway at White Plains Hospital. “It really took a village to get everyone as efficient as we could, since time is of the essence for this treatment,” notes Dr. Rashmi Dubey, a WPH Hospitalist for five years, and the physician lead for the clinic, located on the main level of the Hospital. Dr. Dubey’s main role is screening and accepting patients into the program, and coordinating and communicating with physicians in the ED and the patient’s primary care provider. She also follows up with patients and all associated caregivers after the infusions. Dr. Dubey says that through the initial phases of study and treatment, it has been determined that the ideal candidates are high risk, older adults with underlying conditions who were recently diagnosed with COVID-19 and are within 10 days of experiencing symptoms, but are still well enough to be out of the hospital and don’t require oxygen supplementation. In just four months time, the program is seeing great success: between December 2 and March 31, the Hospital has treated 614 COVID-19-positive patients and nearly 93% of patients avoided hospitalization. In addition, less than 1% of patients receiving the treatments experienced any side effects and of those who did proceed to be hospitalized, no deaths or intubations occurred. The mAb cocktails, Dr. Mani says, “are one of the best things we have out there” for fighting coronavirus. Proud that White Plains Hospital was one of the earliest adopters of mAb treatments, Dr. Mani believes it shows how a community hospital can “step up, take on research, and bring new therapeutics and new technologies of care for patients with COVID.” He adds, “Our doctors pushed to make positive change happen. I think that’s very significant.”  Dr. Rashmi Dubey (far right) along with her team at the mAb clinic (from left to right) Nancy Passaro, Nurse Manager; Celia Caceres, Nursing Technician; Lindsey Johnson, Travel RN; Janis Rodriguez-Santiago, RN. 2 7 2 2 0 0 0 2 2 2 0 0 0 - - - 2 2 2 0 0 02 2 2 1 1 1 A A AN N N N N N U U UA A A L L L R R RE E EP P P O O O R R R T T T 2 2 27 7 ","CARING COMES FULL CIRCLE When stress among staff members runs high, the Care Code team is there to help. White Plains Hospital has always placed a premium on the physical and emotional wellbeing of its staff members. After all, how can caregivers provide optimum patient care if they aren’t being well cared for themselves? The Hospital offers numerous programs centering on wellness, spiritual health, and stress management for employees. One innovative program, called Care Code, saw skyrocketing popularity this past year as the Hospital’s clinicians and frontline workers sought inspiration and relief in the face of the pandemic. Aimed at giving employ- ees a safe and welcoming way to debrief and decom- press, Care Code is an interdisciplinary program involving participants from the Hospital’s Caregiver Support, Holistic Nursing, Pastoral Care, Healing Touch, and Vol- unteer Services departments, who provide staff members with healing services including medita- tion, prayer, guided imagery, breathing exercises, and aromatherapy. The program, which launched in the summer of 2017, was steadily gaining popularity among staffers when COVID-19 hit in March 2020 and the need for support grew exponentially. “The Care Code team had already gained trust from the staff and we were looked at as support, but when COVID hit, the intensity of their needs changed,” notes Care Code team member Laura Himmelstein, a clinical social worker, certified healing practitioner, and the Coordinator of the Hospital’s Caregiver Support Program. The Care Code team supplemented its regularly scheduled visits by providing on-demand requests for support, set up an employee hotline for immediate response and referrals, stationed themselves at entrances and exits during shift changes for added visibility, and added “hallway visits,” where staff members would see the team with its cart and stop for a quick snack and/or debriefing. From March 2020 through May 2020, the team interacted with a record number of Care Code participants, providing 947 Care Codes in March; 1,974 in April; and 1,042 in May. During the visits, frequent themes arose. “At the beginning, there was a lot of fear to work through,” recalls Rabbi Fredda Cohen, the Director of Pastoral Care and one of the founding members of Care Code. “Also, the moral distress of not being able to do enough for patients was very high.”   “While we could not change the reality we were all facing, we were able to be with staff members and share in the pain together.” — TOYOKO YASUI, RN —   28 WHITE PLAINS HOSPITAL "," 2 9 20 0 2 20 0- -2 20 02 2 1 1 A AN N N NU U A AL LR R E EP PO OR R T T2 29  "," 3 3 0 0 W “WE LEARNED THAT THE HEALTHCARE WORKERS JUST WANTED AN INTERPERSONAL TOUCH, AND SMALLER ACTS OF APPRECIATION.” — LAURA ROMEO SOBEL — W H H I I T TE EP PL LA A I I N N S S H H O OS SP PI IT T A AL L  "," Many employees also didn’t want to burden friends and families by sharing their intense experiences. “They were afraid of scaring people. That came up a lot,” notes Himmelstein. The Care Code team helped employees to absorb and sift through these emotions. “While we could not change the reality we were all facing, we were able to be with \[staff members\] and share in the pain together and provide a sense of cohesiveness and connectedness,” explains Care Code member Toyoko Yasui, RN, the Hospital’s Holistic Nurse Coordinator. As the pandemic evolved, so too did the Care Code visits. When the number of COVID-positive patients began to wane in the summer, they saw subtle shifts. “We learned that the healthcare workers didn’t necessarily want to be celebrated as heroes anymore. They just wanted an interpersonal touch, and smaller acts of appreciation,” explains Laura Romeo Sobel, the Hospital’s Volunteer Services Manager, who initiated the Origami Heart Project based on that desire. She enlisted dedicated Hospital volunteers, who missed interactions at the Hospital and wanted to give back, to make origami hearts with uplifting messages tucked inside; ultimately, they distributed more than 1,700 hearts to hospital staffers to provide a small boost of inspiration. The Care Code members say the act of giving care to staff provided them with positivity throughout the crisis. “Being able to be part of something that was entirely good and was focused on being connected as humans, it was like the lifeline through all the craziness,” shares Sobel. Adds Yasui: “Doing this gave us a sense of meaning, hope and gratitude.”   2020-2021 ANNUAL REPORT 31 ","VACCINES: OUR HOPE TO END THIS PANDEMIC MAKING IT ALL HAPPEN — Behind the scenes, Director of Pharmacy Patricia Byrne and her team of pharmacists worked tirelessly with the State Department of Health and Pfizer (the first vaccine approved under EUA) and led an in-house committee to make our vaccine administration program possible, ensuring all necessary communications, plans, logistics, and protocols were in place for the months ahead.      TRAILBLAZER — Respiratory therapist Brian Benjamin, who has been on the front lines of this pandemic caring for patients on ventilators, was the first White Plains Hospital employee to receive the vaccine, administered by Director of Occupational Health Kristine Sposato. A CAUSE FOR CELEBRATION! — After months of anticipation, White Plains Hospital received its first allotment of COVID-19 vaccines on December 15, 2020. White Plains Mayor Tom Roach joined WPH leadership as the first five employees from our Hospital, representing the ED and COVID units, received the very first doses later that afternoon. SEPARATING FACT FROM FICTION — With the vaccines being rolled out quickly, White Plains Hospital helped to reassure employees of their efficacy and safety through a series of PSAs and webinars led by Chief Medical Officer Dr. Michael Palumbo and featuring clinical experts from across the Hospital.    32 WHITE PLAINS HOSPITAL ","ONE FOR THE TEAM! — Senior Director of Clinical Education Bernadette Amicucci administers the COVID-19 vaccine to IT Systems Engineer Marcus Billups. As of April 1, 88% of Hospital staff had been vaccinated! PROTECTING THE PROTECTORS — Colorectal Surgeon Dr. Kimberly Yee and Director of Surgery Dr. Kaare Weber proudly display their vaccination cards outside the Auditorium after receiving their second doses.    LEADING THE WAY OUT OF THE PANDEMIC — President and CEO Susan Fox has led by example and been a strong vaccine advocate both within the Hospital and in the community-at-large, urging staff in weekly communications to sign up for vaccines and continually reinforcing the message externally.    2020-2021 ANNUAL REPORT 33 TAKING IT TO THE STREETS — Once the public became eligible, White Plains Hospital partnered with the NYS Department of Health to get the vaccine into the arms of those who need it most. WPH Director of Quality Dr. Rafael E. Torres and County Executive George Latimer are pictured together at a recent pop-up distribution site in New Rochelle. ","PHILANTHROPY Philanthropy has been a cornerstone of the Hospital’s success since the very beginning. Community support enhances our power to heal and makes a difference in the lives of our patients. We are exceedingly grateful to our 2020 donors who partnered with us to create a healthy and vibrant White Plains Hospital. $ 1 0 0 , 0 0 0 + Anonymous Barclays Investment Bank PLC Wendy and Howard Berk Carol and Edmund Blake Foundation Carole and Daniel A. Burack Kylie and Louis R. Cappelli The Louis R. Cappelli Foundation, Inc. Nancy and Chuck Clarvit Debbie and Michael Doppelt Kate and Scott Eichel Marjorie Feder Cristina and Richard E. French Friends of White Plains Hospital Hope and John L. Furth Mario J. Gabelli Gabelli Funds Patricia and Steven Gerleit Adrienne and Barry W. Gray Dorothy Greenspan Jennifer and Bud Gruenberg Hearst Foundations Heineken, USA Cindy and Tod Johnson Shelley and Martin Kaufman Wendy and Scott Kleinman Myung-Ho Lee, MD Eileen and Peter M. Lehrer Marcia and William G. Levy Hannah Low and Family Carol and Albert Lowenthal The Marble Fund MasterCard International Morgan Stanley Foundation PepsiCo, Inc. Helen Portugal Alix Prince Marie A. Promuto Regional News Network Estate of Albert Shapiro Gabriella and Erik L. Siegel Laurie Siegel Fiona and Steven Silver Carla and Laurence Stein Betsy and Walter Stern Joan G. Toepfer Trust Andrea and Robert S. Tucker George M. Van Cleave The George M. Van Cleave Family Foundation Wapehimoc Trust Elaine and Alan G. Weiler The Weiler-Arnow Investment Company Harriet and Paul M.* Weissman Dorothy and Arthur G. Zuch $50,000+ Combe Michael & Susan Dell Foundation Meg and David Lazarus Oak Foundation Estate of William F. and Phyllis Reed Megan* and John Shapiro Iris and Michael Smith Margaret and Laurence R. Smith James A. Weil $25,000+ Joseph & Sophia Abeles Foundation, Inc. Mark Alexander, MD Atlas Air Worldwide Ruth and John Baldovin Shari and Joel Beckman Eileen and Jay Bloom Brae Burn Country Club Elizabeth and Steven Caspi Morgan and Joshua Caspi Thomas Ciminello Geralyn and Ralph Della Cava Lisa and Stephen Eisenstein Epic Renaissance LLC David Fein Elaine Fein Fein Foundation Fenway Golf Club, Inc. Bette and Peter Fishbein Rella M. Fogliano Nancy and Bruce D. Frank Dara and Jon Gruenberg Sheree and Marc Holliday Robert Horan Gloria and Henry Jarecki, MD JP Morgan Chase Foundation Laurie Kayden Foundation The Kwiat Family Aileen and David Landes Susanne and John A. Manley Gloria R. Marone Carol and Raymond* Mastoloni Margaret L. Mastronardi The Charles A. Mastronardi Foundation MBIA Foundation Inc. Giulio Monaco JoAnn* and Joseph M. Murphy, Sr. Old Oaks Foundation, Inc. Randi and Michael R. Potack David Potack Regeneron Pharmaceuticals, Inc. Renaissance Westchester Parking LLC The Ritz-Carlton New York, Westchester Ritz-Carlton Westchester I Ritz-Carlton Westchester II Barbara and Jeffrey G. Schlein Schlein Foundation, Inc. Silvia Schnur Monica and John Sganga The Smart Family Foundation of New York 34 WHITE PLAINS HOSPITAL "," Mary Elizabeth and David M. Stern Robert Stone* Ruth and Andrew Suzman TOMCON Industries, Inc. Harry D. Triantafillu Fund Unitex Healthcare Laundry Services Verde Electric Corp. Jane Veron and Andrew Feldstein Lucille Werlinich Nicky and Denis Ziman $10,000+ Barbara Ann Abeles Alera Group Inc. Susan K. Allen Linda and Earle Altman American Anesthesiology of White Plains/NAPA The Jack and Mimi Amsterdam Foundation Anatol & Arthur Charitable Foundation Anonymous Armour Family Foundation Stacey and Richard Baumer Sue and Martin Berger & Family Amy Bermingham and Charles Wilson BlackRock Brenda and Charles J. Block Jane W. Bloomgarden, PhD and David K. Bloomgarden, MD Nina and Philip Blumenfeld The Briar Foundation The Brightwater Fund Victoria and James Bruni Terence Burd Bunge North America Anna and Vincent R. Cappucci Change Healthcare The Chin Family Fund C. M. Smith Agency, LLC Louise and Robert Cohen Stefanie and Eric Cohen Sunny and Dana Comfort June and Eric Coppola The Dahl Family Sandra and Daniel Costin, MD Arnold J. Davis DCW Media Mark L. Deutsch Robert V. Deutsch Jean and J. Michael Divney Ann J. Edwards Empire General Contracting Corp. Dasha A. Epstein Falconwood Foundation, Inc. Dvora and Alfred Fields Susan Fox and Jeffrey Menkes Amy and Mark Frank Fudan Alumni USA, Inc G. A. Fleet Jennifer and Adam Galeon Garfunkel Wild, PC Bonnie and Peter Gatof Anne and Michael George Marjorie Gilbert Pam and Jeffrey Gittleman Debra and Charles N. Glassman, MD Diane and Marc Greenwald Greenwich Breast Cancer Alliance, Inc. Elizabeth and Steven Gruber The Harousseau Family Phyllis and Andrew L. Herz Amy and Douglas Hirschhorn, PhD Elizabeth and Thomas Hollahan Sarwat Jafri and Ata Rehman Susan and John Jureller Renee and Daniel Kaplan, Esq. Zachary Kaplan Mitchell Katz Leona Kern Cheryl and Steven Kessner Helen and Robert J. Kestenbaum Kathy and Thomas King Leslie and Jordan Klein Clarissa and Steven Lefkowitz Mimi and Jules Leibman Robin and Stanley Levin Carol and John* Loomis Judy and Jay S. Lupin, MD The Lupin Foundation Major League Baseball Charities, Inc. Maurice Amado Foundation MEDNAX Services, Inc. Metropolis Country Club Susan and Eric Miller Susan and Ira Millstein Ellen and Abraham Mittelman, MD Katherine Moore David & Katherine Moore Family Foundation Hailey and Larry Nance Janet Nast* New York Recycling, LLC Charles and Richard Oestreich Foundation, Inc. Brenda and David A. Oestreich Osaka Gas USA Corporation Claire and JP Paquin Molly and Kendall Pease Phyllis and L. Bradford Perkins Perkins Eastman Marola and Charles J. Persico Andrea Pines and Mark Goldberg Josephine and Vincent Pizzimenti Stacey Pellegrino and Michael Posen Posen Construction Services, LLC Beth and Peter P. Post QueBIT Ivie and Bruce Rader RBC Capital Markets Angela and Gary Retelny William D. Robbins Leo Rosner Foundation, Inc. Jodi and Peter Roth Ginny and Brian Ruder Estate of Irwin Rydell Sara Sadan, MD and Ehud Sadan Joan and Jack Saltz Michael & Helen Schaffer Foundation Kate and Arnold Schmeidler Lynne and Jeff Schwartz Barbara and Paul Schwarz Tracy and Evan Segal Neena and Deepak Sheth Shmerler Foundation, Inc. Cynthia Shmerler and Ford Levy Susan and William Shmerler Robin and Gerald Silk Anna and Joseph Simone Simone Healthcare Development The Slayton Family Foundation Judy Soley Paige and Rocco Sollecito Gerri and Andrew Sommers Monica Rieckhoff, MD and John Spiro, PhD Jonathan F. Spitalny Jill and Richard Spitz Kimberly and Stuart Spodek Julie and David Stonberg Martha Washington Straus — Harry H. Straus Foundation, Inc. TD Bank Lauren Thaler and William Null Shari and Jonathan Turell Jane E. Turley 2020-2021 ANNUAL REPORT 35 ","PHILANTHROPY (Continued) The Turner Construction Company Foundation Tara and David Vogel HG Vora Capital Management Sejal and Parag Vora Lance R. Wachenheim Kim and David Wagman Susan and Barry Weisfeld Cristina and Robert Weisz Barbara and Barry D. Wenglin, MD Ruth Winkelman Wender Foundation, Inc. Nina W. Werblow Charitable Trust Medical and Dental Staff of White Plains Hospital Xylem, Inc. Lindsay and Jordan Zaken Hope and Simon Ziff Lynn Zimmer Lynn & Robert Zimmer Foundation $ 5 , 0 0 0 + Abbe Berman Foundation Trust Nancy Abbe Stacey and Joel Alsfine Anonymous Ron Arnon Baruch Arnon Eda and Steven Baruch Eslyn and Richard Bassuk Froma and Andrew Benerofe The Shirley G. Benerofe Foundation Inc. Janelle and Greg Berger The Martin S. Berger Family Foundation Elizabeth and Jeffrey Berman Mary and James Blum Wendy S. Blum BNY Mellon Frances Bordoni Brahman Capital Corp. Ismail Bruncaj Burke Rehabilitation Hospital Jeri and Andrew Casden, M.D. Deborah and Pierre J. Cherki Ona and Julius W. Cohn Robin and Jim Coogan Credit Suisse Linda and Ernest L. Daigle Melodie and Louis Della Cava Rosalie and Ralph* Della Cava Estate of Thomas Doran Bettina D’Aloia and David Raizen Victoria and Mark Drozdov Jane Eger, PSY.D. and David A. Eger, MD Eleos Capital, Inc. Bobbie and Robert Falk Feuerring Foundation Ariel and Douglas Frankel Dawn and Richard French III Laurie and Stephen Girsky Micaela and Charles Goldberger Yvette and Lawrence Gralla Bonnie M. Greenwald, MD and Joshua A. Greenwald, MD The Grove at Valhalla Rehabilitation and Healing Center Joseph Guarracino Health Research Incorporated Mary and Philip M. Hogan Harry Hutzler Anne and Timothy Jones Dr. Rudolph & Mildred Joseph Foundation Jzanus Patrice and David Karp Judy and David S. Katz Isabel Kessler April and Evan Kimmel Janny Lee and Arthur Bruhmuller Lisa and Michael Leffell Linda and Warren L. Lesser LH Financial Services The M&T Charitable Foundation Michael G. Manasse Rosita Manocherian Amir & Rosita Manocherian Family Foundation Laura and Will Manuel Nicola Meskin Eileen and Michael Meyers Stephanie and William Miller Beezy and Milton Mitler Nicoletti Hornig & Sweeney Dayna and Steve Novenstein Palladium Capital Group, LLC Michael J. Palumbo, MD Honorable Amy Paulin and Ira Schuman PCSB Community Foundation Marybeth and Jay Petschek Betty and Carl H. Pforzheimer III Jean Pollak Jean and Henry Pollak Fund, Inc. Lucile & Maurice Pollak Fund Abby Popper Harriet Rader Charles S. Raizen Foundation Deborah and Gary S. Raizes, MD Suzanne T. Reiffel, PhD and Robert S. Reiffel, MD Paula and Daniel Reingold Nataly and Toby* G. Ritter Victoria Ritter Robert Martin Company Anne and Stuart Robinowitz Miriam and David Rocah Valerie Salwen, PsyD and Stephen Rogowsky Melissa and Neil Roth, M.D. Pamela and Paul Rubin Salesforce Henrietta Sanford Barbara J. Santangelo SBI Consulting The Schaffer Family Foundation Jill and Robert Serling Holly and David Sherr Brenda and Richard Siegler Carol D. Silverman Priyamvada and Akarsh Singh Janice and Ira Starr Joseph F. Stein Family Foundation, Inc. Mara and Brandon Steiner Judith and Jack Stern, MD Randy E. Stevens, MD and David Henkoff Francis J. Van Bortel and Dorothy Greey Van Bortel Fund Barbara and Theodore J. Vittoria, Jr. Suzanne and Alan Waxenberg Nettie Webb, Ed D Joan and Carl* P. Weber, MD Theodore and Renee Weiler Foundation Denise and Neal Weiner Elaine R. Weinstein ASW Cares for Kids Westmed Medical Group Elizabeth and Kenneth Whitney Joan Wiener Susan and James Winter Nancy and Elliot K. Wolk York International Agency, LLC Mohammad Zafar 36 WHITE PLAINS HOSPITAL ","$ 1 , 0 0 0 + 311 North Street LLC Virginia Aaron Marlene and Judah Aber Richard Adelaar The Adelaar Foundation AKF Group Shantanu Alam Elinor and Richard G. Albert Sharon D. Alfonso Toby and Sheldon Alter, M.D. Anonymous Anthem, Inc. Apple Bank for Savings Allison and Justin Arest Scott Arnold AstraZeneca Jill and Carl Austin Baird Foundation, Inc. Marilyn and Donald Bakalor Bank of America Karen Banoff Hayat and Munir Barakat Valerie and Michael Barbara David Barish Barish & O'Brien Foundation Rachel Bartash and Jeffrey M. Vainshtein, MD Peter Bauer Evelyn and Nick Beilenson Jean and Paul A. Bello Leigh and Fred Berardinone Karen and Frederick K. Berdon Ann Berdy Leslie Berger Mendell and Jeffrey Mendell James Berkrot Allison and Jeffrey O. Berman, M.D. Melissa and Eric Berridge Jessica and Jeffrey Berson Lisa and Mark Bezos Sarah and Steven Binetter Amy and Steven Blecher Allison and Joshua Block The Bobra Family David Bocian Lisa K. Borowitz Arnold Bortman Family Foundation Melissa Boxer Barbara and Gary Brandt Cheryl and David Brause Katherine and John Breese Cheryl and Joel Breitkopf Joan and Alan Brout Jillian Buckner Frank Burgel Wendy Busch Laura Butterfield and Peter D. Wolfson Jane R. Cahn Lori and Benny A. Caiola Kristine and Steven Cappo Joan* and Leo R. Cardillo, MD Melvin Carlin Carmody, Torrance, Sandak, Hennessey, LLP Liane and Marc Carter Cathy's Specialty Biscotti Co., LLC Rachel and Moshe Chalchinsky Adrienne E. Chambers Charities Aid Foundation of America Christine and Jeremy Chase Jenny Choi Chubb Group of Insurance Co. CIGNA Healthcare Celestine Civetta Joyce and Fred Claar Lois Kohn-Claar and Gary Claar Larry Cohen Collection Bureau of the Hudson Valley Compass Group, North America Betty and Stuart Cotton Elinor and Michael Crames Joan M. Cronin James Crossen Crothall Healthcare, Inc. Jennifer and Alejandro Cruz Cuddy & Feder LLP Renate and Cormac Daly Barbara Dannenberg Gordon Davis Kristin L. Davis David Susan Dees Nicholas DeGregorio Callirhoe and Chris Demetriades Nola and Stephen Deutsch Diameter Capital Partners, LP Isvial Ding Susan and Scott Douglass DrDoug.com Mary Lou and Vijay D’Silva Jeffrey M. Duban Marcie and Robert Dubow Edward B. Dunn The Dunn Family Foundation Carolyn and Scott Earthy Gail and Robert* Edelstein Melissa and Jason Eisenberg Theodore D. Eisler Empire BlueCross BlueShield Sandra and Bill Ettelson Stephanie and Andrew Falk Lori and Lance Falow Farida Studio Inc. Robert B. Fath, Jr., MD Colleen M. Fay, MD Jodi and Joshua Feldman Mindy and Andrew Feldman Rosalyn and Richard Feldman Edinardo Figueiredo Dorothy and Kenneth J. Finger Jill Fischer Judith Fisher Michelle and David Fishman Meira and Thomas Fleisch Christine and Allen Flissler Eva Franqui Hadley Freeman Cindy Frenchman Darren Friedman Kristin and Gary Friedman Karen and Edward Friedman Patricia and Norman Friedman Lisa and Jeremy Gans Meredith and Joel Gantcher The Gao Family Sherry Xianghong Shi and Feng Gao Anthony Garbarino Jayme Gasthalter Nancy and David Gavrin Amy and Larry Geiger Ellen and Moshe Gelboim Caron and Steven Gelles Regina Gellin Cane The Gellin Zalaznick Foundation Inc. Lilia and Seth Gendler, MD Arlene and Clifford Gibbs The Estate of Lawrence Gibstein Judith and David Gilberg Ilyse Glickman and David Rosen Jessica and Brian Goldman Goldman Sachs & Co. Helyn Goldstein and John Ferebee Marcy Berman-Goldstein and Barry Goldstein Betsy and Mark Gordon, MD Alison and Greg Gordon 2020-2021 ANNUAL REPORT 37 ","PHILANTHROPY (Continued) Roberta and Peter Gottlieb Robin and Scott Gottlieb Laura and Michael Graffeo Jody and Allen S. Greenbaum, M.D. Andrew Greenberg The David and Alan Greene Family Foundation, Inc. Greystone and Co., Inc. Nora and Robert Groban, Jr. Amy Grossman GTL Construction, LLC. Amanda and Jeffrey Hack Ellen and Kamran Hakim Janet Han Regina Han and David Jansky Adam Handwerker Jeffrey and Jamie Harris Family Foundation Marcy and John Harris Mara and Fredric D. Harris, MD Sheila and Christopher Healy Leslie and Steven Heineman Gayle Helman Brandy Hendelman Karen and David Hershberg Nancy and James Heymann Deborah Hillman, MD and Neal D. Goldberg, MD Jill and Mark Hirsch Robin Hirsch and Richard Spiro Abby and Brendan Hoffman Eileen Hoffman Janet and Leslie Horrell Stephanie and Jeff Hurwitz Investopedia Stacey Jacobson Tracy and Marc Jaffe Seema Jaggi and Michael Daniel Jatoma Charitable Foundation John Jay Lodge #653 Linda and Gerald Joseph Matilda and Gary Joseph Lisa and Michael Josephson Rosalind Karlitz Nancy and Stephen Karotkin Rita J. Kashner Joseph Kaufman Rachelle Kaufman Ronnie Kaye Wilma and Howard Kaye Marilyn Keosayian Hela and Peter Kindler Barbara L. Klauber Judith and Jerome Koch Susan and Daniel Kornstein Francoise and Steven Kosson Wendy and Douglas Kreeger Garett Kreitz Wendie and Bernard Kroll Lori and Steven Kron Jesse and Joan Kupferberg Family Foundation Aaron Lamport Debbi and Peter Landau Phyllis and Edward Lashins Wang Mei Lau Alberto Laveron Simavilla Monica Leary Wilma and Walter Leinhardt Paul Lemberg Anna and Vladimir A. Lemin Jonathan E. Lewis Deborah and Eric Lichtenstein Lincoln Financial Foundation, Inc. Anthony F. Loiacono, MD Ilyssa and Eric Londa Roberta and J. R. Lowell George Maganas Linda Jackson-Maier and Kenneth Maier Carolyn Mandelker Egesta Mani, MD and Neritan Mani, MD Barbara and J. Robert Mann, Jr. Anney Mannancheril, MD Judith and Michael* Margulies Marie Marich Jennie Mariotta Harriet and Judd Marmon Marilyn and Charles Marsden Margery and Edgar M. Masinter Fran and Richard Mast Maryanne Mastoloni Dana Matsushita and David Siegel Deborah Mawhinney and Alan Marasco Lauren and Richard Maybaum Cathleen and John R. McCarthy Joelle and Rick McCarthy Tracy and Marc McCarthy William G. McCreery Brian McGrath Leigh Anne and Patrick McMahon Med-Metrix Carol and Philip Mehler Jacqueline and Richard Meisenberg Geraldine F. Merksamer Kim and Evan Meyers Laura and Michael Miller Marjorie and Morgan L. Miller Robyn and Todd Miller Rosemary and John Miller Ellen Miller-Wachtel Pamela and Howard Mizrachi, MD Judith and Joseph Modica Judy and Alan Morse, MD Judy Morse Linda and Robert Moser Wendy and Dan Moskowitz, MD Daryl and Michael J. Moss Mrija N. Mrnacaj Michelle and Joseph M. Murphy, Jr. Cindy and David Musoff Network for Good Naneen Neubohn Judith and Stuart T. Nevins, MD New Stars Summer Dance by Noa Davies & Sofia Hristidis Norger Foundation Catherine O'Brien Lynda and William Ortner Allison and Michael Ostow Kaminiben N. Patel and Maulikkumar Megha Pause Meditation LLC Jessica Peck Sharon Peckham The Peckham Family Foundation Leslie and Jeremy Perelman Mary and Richard Petriccione, PhD Carol and Felix Petrillo Michael V. Petrillo Stacey and Daniel Philips Sharon and Irving H. Picard Pilkington & Leggett, P.C. The Pilzer Foundation, Inc. Linda L. Plym Plym Foundation Margaret and Ronald F. Poe Gary Pollack Andrea and Andrew Potash Paula Preis Susan and Emil Press Thomas G. Preston Jan and Douglas Quartner Ellen J. Rabina Kerry and Joshua Raff, MD Barbara and John* A. Ramsdell, MD Michael Ranieri 38 WHITE PLAINS HOSPITAL ","Susan and Lewis Rapaport Francoise and Kevin B. Reilly, MD Valerie and Alan J.* Rein Marina Rekhlis and Scott Ring Cynthia and William G. Roberts, MD Linda Rodney and Marc Weinstein Michael Romita Jane Roos, PhD Cheryl and Richard Rosen Michael Rosen Dara and David Rosenberg Roberta and Joseph Rosenblum Ruth Rosenthal Nina and Ivan Ross Laurie and Eric Roth Elana and Peter Rothschild Rothschild & Co. Russell Rotter Laurie and Marc Rovner Pasqualina and Vito Sacchetti Eric Sacks Harriet Sadow Lynda and Robert Safron Abby and David Salzman Sandy and Joe Samberg Daniel E. Sammartino, MD Maricela and John Sanchez Sanofi Genzyme Jane Sapery Joan Saslow Laurie and Thomas Saylak Scarsdale Chinese Association Inc. Scarsdale Synagogue Temples Tremont and Emanu-El Robin Schafer and Andrew Itkoff Mark Scharfman Cathy Schauber Sylvia and Robert Scher Charitable Foundation Lucille and Lenny Schmolka Nancie and Steven R. Schnur Michele Schoenfeld Eva and Stephen Scholle Paula and Philip Schonberg Julia Schonfeld, MD and Mark Schonfeld Gail and Max J. Schwartz Judy and Edward N. Schwartz, PhD Peri Schwartz and Joseph Aronauer Swati Sehgal, MD Steven Seidman Judy Seiff and Joel Barth Susan and Eugene* Sekulow Matthew L. Shafiroff, MD Harold Shames Jane and Thomas Shandell Jane Silver and Stephen H. Shane Mari and Kenneth Share Jill and Samuel Sheppard Liliane and Jeffrey A. Sherman, MD Alex Shingler Lucy and Gjoko Shkreli Louise and David A. Shulman Irene and James F. Sieper, PhD Barry Silberzweig Louis & Martha Silver Foundation, Inc. Syd & Jan Silverman Foundation Lucy and David O. Simkins Ellen F. Simon Suellen and Howard Singer Florence and Warren J. Sinsheimer Deborah and Scott Smith Nancy and Fenton N. Soliz Abbey and Scott Solomon Susan Sonders Eric Sontag Jocelyn and Scott Sontag Hilda and Peter H. Spitz Anne and Mitchell Stafman Denisse and Alvaro Stainfeld Beth Zadek and Joph Steckel, MD Michael Steinberg Leonard L. Steiner George Stephenson Sarah Stern and Mark Rosenblatt William M. Stern Alexis Sternberg Beatrice Steyer Stillman Property Management Lauren and Kevin Stiroh Patricia Stix* Karin and David Strumwasser Ellen and Bob Sunness Naomi and Joel Talish Lauren Tanen Caroline and James Taylor Barbara and Richard B. Teiman Noelle and Jeffrey A. Tiesi Karen and Scott Tolchin Trump Tower at City Center Condominium Yue Tu Anne and John Uglum Urstadt Biddle Properties, Inc. Ann Marie and Louis S. Vaccaro Verizon Foundation Diane and Stanley Vickers Patricia and Frank Vitelli VNSW Foundation, Inc. Patricia Waldeck and Victor Goldberg Cassie Walden Jacqueline and Arthur Walker Susan and John D. Walker Carolyn and David Wasserman Maureen Way Linda and Philip Weber, MD Pamela Weber, MD and Kaare Weber, MD Stephanie and Ernie Wechsler Sharon and Jonas Weiner Rebecca and Neal A. Weinstein Bruce J. Wenig Wenig Brokerage Services, Inc. Westchester Jewish Center Westchester Reform Temple Westchester Women’s Bar Association Foundation, Inc. Bernadeth C. Wilson Yeniley and Christopher Winfrey Allison and Alexander Wohl Diane and Howard Wohl Lynne and Michael Wolitzer The Wolland Family Ann and David Yaspan Yaspan Unterberg Foundation Suzanne and Andrew Yearley Michael Yellen, MD Yael Zack, MD and David Zack Russell Zah Jon Zaretsky Lois and Bruce Zenkel Han and Sheng He Zhou Hilary and Matthew Ziffer Marion and Philip Zuckerman, MD 2020-2021 ANNUAL REPORT 39 Deceased (*) "," BOARD OF DIRECTORS 2020–2021 WHITE PLAINS HOSPITAL BOARD OF DIRECTORS CHAIRMAN OF WHITE PLAINS HOSPITAL BOARD OF DIRECTORS Laurence Smith* PRESIDENT & CHIEF EXECUTIVE OFFICER Susan Fox* EXECUTIVE VICE PRESIDENT/ CHIEF MEDICAL OFFICER Michael Palumbo, MD* SECRETARY Peter Fishbein* VICE CHAIRS Steven Baruch* Ann Edwards* Jennifer Gruenberg* William Null* IMMEDIATE PAST CHAIRMAN J. Michael Divney* 2020–2021 BOARD MEMBERS George Anastasian, MD Carl Austin Howard Berk Wendy Berk Victoria Bruni* Joshua Caspi Nancy Clarvit Alejandro Cruz Geralyn Della Cava Scott Eichel Aleida M. Frederico Andrew Herz John Jureller* Keith Kennerly Scott Kleinman Peter Lehrer Carol Lowenthal Richard Mast Brian Ruder Lucy Schmolka John Sganga Steven Silver Fenton Soliz Jonathan Spitalny* Andrew Suzman Robert Tucker Nettie Webb, EdD Richard Weinstein, MD* Kathleen Winterroll 2020–2021 FOUNDATION BOARD Jonathan Spitalny, Chair Wendy Berk Daniel Burack Roger Cappucci, MD Vincent Cappucci Geralyn Della Cava Scott Eichel Susan Fox Adam Galeon Dara Broxmeyer Gruenberg Scott Kleinman David Landes Janny Lee Mariano Rivera, Honorary Member Laurence Smith Brandon Steiner Rafael E. Torres, MD Alan Waxenberg Kaare Weber, MD Todd Weiser, MD Kathleen Winterroll Members of WPH Executive Committee are denoted with an asterisk (*) 40 WHITE PLAINS HOSPITAL "," A SPECIAL TRIBUTE TO OUR BOARD MEMBERS WHO WE LOVE AND LOST IN THE PAST YEAR. MEGAN SHAPIRO | ROBERT STONE | PAUL WEISSMAN ","                       A MEMBER OF THE MONTEFIORE HEALTH SYSTEM "];