Catholic Health patients identified as having food insecurities will be able to take home a bag with enough food for three days. Photo from Long Island Cares
A local health care system and nonprofit have joined forces to help patients in the area.
Catholic Health and Hauppauge-based Long Island Cares food bank have been working together to help patients battling food insecurities.
“We have to engage health care partners in the fight against hunger,” said Jessica Rosati, Long Island Cares vice president for programs.
A pilot program was launched last summer in Catholic Health emergency rooms, including St. Catherine of Siena Hospital in Smithtown and St. Charles Hospital in Port Jefferson, to identify residents who need grocery supplements. The initiative includes health care practitioners screening emergency room patients for what are called “hunger vital signs.” If a screener deems a person is food needy, the patient can take a bag that has enough food for one or two people for three days.
Dr. Lawrence Eisenstein, Catholic Health vice president and chief public and community health officer, said there has been data showing that 10-15% of Long Islanders experience food insecurities.
“We don’t want people leaving our hospitals and going to a home with no food,” Eisenstein said.
The doctor said questions asked during screening include if there is enough food in the patient’s home or if they have enough money to buy more. Eisenstein said the bags are meant to be a bridge until a person can receive additional help. Health care professionals will also ask patients if they need help connecting with the Supplemental Nutrition Assistance Program, also known as SNAP, or social services.
Rosati said food insecurity is a social determinant of health.
“It makes a lot of sense for health care providers to start screening individuals for food insecurity, simply because it has such a strong correlation with other diseases and disorders,” she said. “If we can treat people when they immediately come in, then we have a better chance of linking them with the appropriate services so they have all of their needs met — not only their physical health, but everything else.”
Eisenstein added that the hope is to prevent unnecessary readmissions. He gave the example that if a patient with congestive heart failure may not be able to afford nutritious food, they may be back in the emergency room with health problems.
He said unnecessary admissions might mean financial consequences for a health care system, but ensuring people don’t return to the emergency room unnecessarily is part of a hospital’s mission “to be humane and serve the most vulnerable.”
According to Rosati, more than 1,000 meals in to-go bags were distributed at all six Catholic Health hospitals to date. She added all the food included in the bags are nonperishable, shelf stable, and staff ensure food is nutritionally sound before being purchased.
She added Catholic Health officials approached Long Island Cares about initiating the program and the health care system has taken ownership of the program and found donors to expand it. She commended Catholic Health for its efforts, adding that such an initiative is “imperative for people’s overall health and the success of their health,” and hopes other providers will take note.
Bags are now also being distributed throughout the Catholic Health’s ambulatory care, walk-in clinics, home care operations and cancer institute locations throughout Long Island, including Smithtown, Port Jefferson, Commack and East Setauket.
Uniondale-based Harris Beach law firm recently donated $5,000 to the program, according to Long Island Cares, which will cover 2,000 meals.
Dr. Arif Ahmad, St. Charles and St. Catherine of Siena Acid Reflux and Hiatal Hernia Centers of Excellence Director Photo courtesy of Catholic Health
Catholic Health is expanding its service offerings with the opening of the Acid Reflux and Hiatal Hernia Centers of Excellence at St. Charles Hospital in Port Jefferson and St. Catherine of Siena Hospital in Smithtown. The Centers will offer minimally invasive surgical procedures as a permanent solution for acid reflux and repair of hiatal hernia.
Heartburn and gastroesophageal reflux disease (GERD), also known as acid reflux, is a chronic condition affecting 20 percent of people in the United States. Common symptoms include acid reflux, heartburn, nausea, persistent regurgitation, difficulty swallowing, chronic cough and chest pain.
“We are delighted to provide this much-needed service in our community for those who are suffering from chronic heartburn and acid reflux, looking for a long-term solution,” said St. Charles and St. Catherine of Siena President James O’Connor. “Our goal is to improve the quality of life for patients suffering from heartburn and GERD, with an individualized treatment plan and successful outcome.”
“Many patients want to eliminate dependence on medications and are concerned about long-term side effects,” said St. Charles and St. Catherine of Siena Acid Reflux and Hiatal Hernia Centers of Excellence Director Arif Ahmad, MD. “Most patients continue to regurgitate in spite of medications. Minimally invasive surgical techniques are safe alternatives that should be considered.”
For more information, call 631-474-6808 for St. Charles Hospital and 631-862-3570 for St. Catherine of Siena Hospital.
Randolph G. Howard, Jr., MHA, FACHE, has been named Chief Operating Officer at Catholic Health’s St. Catherine of Siena Hospital (SCSH). A retired army officer, Mr. Howard has 20 years of experience in healthcare administration.
In his new role, Mr. Howard will oversee SCSH’s daily hospital operational and administrative functions; design and implement business strategies; set comprehensive goals for performance and growth across all clinical services lines; and continue to ensure patient safety and patient satisfaction.
“We are very fortunate to have Mr. Howard part of St. Catherine’s senior leadership team,” said SCSH President James O’Connor. “With extensive experience in hospital operations, system integration and facilities management, Mr. Howard has proven his steadfast leadership, strategic capital planning and keen decision-making skills in addressing various operational issues. As St. Catherine’s COO, Mr. Howard will further enhance our hospital’s mission in providing the highest quality of care to our patients.”
Prior to joining Catholic Health, the Centerport resident served as Northwell Health’s Senior Vice President, Corporate Facilities Services where he oversaw property management for 18 million square feet for all Northwell-affiliated hospitals, as well as over 800 non-hospital properties.
St. Catherine of Siena Hospital, 50 Route 25A, Smithtown hosts a community blood drive by the New York Blood Center in St. Vincent’s and St. Raphael’s Conference Room on Monday, Aug. 8 and Tuesday, Aug. 9 from 7 a.m. to 8 p.m. All presenting blood donors will receive a voucher to redeem a free pint of beer, cider, wine, or soft drink from a participating brewery or pub. Reservations preferred but walk-ins welcomed. Call 800-933-2566 or visit www.nybc.org to register.
Dominick Pernice. Photo from St. Catherine of Siena
Dominick Pernice, RT, MBA, has been named chief operating officer at Catholic Health’s St. Catherine of Siena Hospital (SCSH). For the past 13 years, Mr. Pernice has served as the administrative director of imaging services and cardiac catheterization at SCSH and St. Charles Hospital in Port Jefferson.
In his new role, Mr. Pernice will oversee SCSH’s daily hospital operational and administrative functions; design and implement business strategies, plans and procedures; set comprehensive goals for performance and growth across all clinical services lines; and continue to ensure patient safety and patient satisfaction.
“We are very fortunate to have Mr. Pernice as part of St. Catherine’s senior leadership team,” said James O’Connor, SCSH president. “Over Mr. Pernice’s long career at St. Catherine and St. Charles hospitals, he has proven his steadfast leadership, strategic planning and keen decision-making skills in addressing various operational issues. In addition, Mr. Pernice was instrumental in developing the imaging services at Ambulatory Care in Commack. As St. Catherine’s COO, Mr. Pernice will further enhance our hospital’s mission in providing the highest quality of care to our patients.”
Prior to joining Catholic Health, Mr. Pernice served as assistant director of radiology, supervisor of magnetic resonance imaging and ultrasound, evening imaging supervisor and radiologic technologist at Long Island Jewish Medical Center in New Hyde Park. Mr. Pernice earned his Master of Business Administration at C.W. Post University and is a Six Sigma Green Belt.
In response to an easing of state regulations and their approach to patient care, area hospitals are relaxing restrictions about patient visitors.
Cheryl Miranda, director of Patient Experience at Huntington Hospital, has been planning the new visitation policy since the beginning of the month. Photo from Huntington Hospital
Starting this past Monday, Huntington Hospital will allow patients who do not have COVID-19 to have one visitor per day, between 2 p.m. and 6 p.m. St. Charles and St. Catherine of Siena hospitals also allow one COVID-19 negative visitor per day during those same hours.
Huntington Hospital is responding to the medical, emotional and personal need its patients have for the support of family and friends during whatever health challenges they face.
“There is nothing like having your loved one at your bedside, holding your hand,” said Cheryl Miranda, director of Patient Experience at Huntington Hospital, which is a part of Northwell Health.
Family also provides helpful information, helping medical professionals know whether a patient’s behavior is different from normal
“As a nurse, I’ve always felt that family is part of the caregiving circle,” Miranda said. “The family knows their loved one better than anyone. They will help us provide better care.”
St. Charles Hospital and St. Catherine of Siena started allowing one hospital visitor per COVID-negative patient per day starting about four weeks ago.
Stony Brook is making several changes to its visitation policy.
As of April 1, the hospital is allowing two visitors for patients in labor and delivery, for pediatric patients and for patients in end-of-life situations. This will increase from one to two.
Patients receiving same day surgical procedures will also be allowed a patient visitor until a procedure begins. The visitor is required to wait outside during the procedure and then can return during the patient’s release from the hospital.
Inpatient child psychiatry will also allow a visitor, as will cancer center and outpatient offices.
Approved visitors to Stony Brook must wear a mask that covers their nose and mouth the entire time, will have symptom checks, including thermal scanning, will not be allowed outside the patient’s room, must maintain six feet of distance and must wash their hands on entering and leaving the room.
Hospitals had generally restricted most or all patient visitors over various periods in the last year amid the pandemic to limit the spread of COVID-19. Nurses throughout Long Island and the world have used tablets, phones and other technology to help their patients connect with family members, enabling them to see spouses, siblings, children, grandchildren and friends from hospital beds that often had them feeling isolated during their health battles.
Allowing visitors, who are still required to wear masks, will help hospitalized patients feel more normal and receive the kind of support that can brighten their day while shortening their hospital visit.
A hospital employee will screen patients on their way into the hospital, asking them questions about any possible symptoms and taking their temperature.
Visitors who are COVID-19 positive can’t enter. Additionally, visitors who come in from out of the state or whom they believe necessitates a screening will have a rapid swab.
“We are not asking everyone to be tested,” Miranda said.
The hospital is spreading the word about its new patient visitor policy by changing its on-hold messages, is sharing information on TV sets and is telling families directly during virtual visits that one person at a time can come to the hospital.
Patients can determine who visits, which includes family members and friends.
“There is nothing like having your loved one at your bedside, holding your hand.”
— Cheryl Miranda
Miranda said the medical staff is well-prepared for an increase in visitors through the hospital.
“I don’t have to tell anybody in this building to follow precautions,” Miranda said. “We’ve all been through this for 13 months now and there isn’t anyone” who needs reminding about personal protective equipment, hand washing or social distancing.
Initially, Huntington Hospital workers will escort visitors to patient rooms, reminding them about safety policies.
During visits, patients and visitors are expected to wear masks. If a family member comes during mealtime or brings food, the patient can eat, but should do so at a safe distance.
Miranda, who has been at Huntington Hospital for 20 years, realizes the suffering patients and their families have endured during the pandemic.
“To tell someone they can’t be here is an awful, awful thing,” Miranda said. “My heart goes out to the families that haven’t been allowed to be here” and to the patients who “haven’t been able to have their loved ones at their side.”
Miranda has been planning this new visitation policy since the beginning of the month.
The hospital has learned numerous lessons about health care, including by providing virtual support for patients.
In addition to bereavement support groups, which have been particularly busy as families mark the one-year anniversary of the loss of a loved one, the hospital is adding a long-haul support group.
Starting on Thursday, April 8 at 2 p.m., Huntington Hospital will offer support to people who have a lingering cough, ongoing debilitating fatigue, body aches, joint pain, shortness of breath, loss of taste and smell, difficulty sleeping, headaches and brain fog.
People interested in joining that group can email Kacey Farber at [email protected].
Dr. Jean Cacciabaudo, associate medical director at Huntington Hospital and a cardiologist, will sit on the long haulers support meeting. Cacciabaudo, who had COVID-19 and has some long haulers symptoms, will attend not just for herself, but to provide the physician’s perspective.
Miranda said the bereavement support groups have helped family members amid a loss.
“It’s the beauty of humanity, when we reach out and help each other,” Miranda said. “There’s no magic solution for grief and loss. For some people, it’s just about remembering all the wonderful things they had when they had that person and sharing that with other people. It’s about not being isolated. That’s a big key.”
St. Catherine of Siena Hospital in Smithtown will host a community blood drive in its Medical Office Building, 48 Route 25, Lower Level Conference Rooms on Monday, March 8 and Tuesday, March 9 from 7 a.m. to 8 p.m. To remain in compliance with the federal guidelines for social distancing, appointments are strongly recommended; walk-ins welcome. To make an appointment, please call 631-862-3523 or 800-933-BLOOD or visit www.nybc.org.
St. Catherine Chief Nursing Officer Mary Jane Finnegan gives a flu shot during a free mobile clinic at the end of September. Photo from St. Catherine hospital
They lost patients, sleep and time with their families and yet, through some of the most difficult conditions in over a century, they persevered, brought together by the shared goal of saving lives threatened by the pandemic.
The Times Beacon Record Newspapers is pleased to honor the health care workers who put themselves in harm’s way to offer comfort, cures and solutions for COVID-19.
State Sen. Jim Gaughran (D-Northport) described health care workers as “heroes beyond belief.” He added, “There are folks who have gotten sick and died, simply because they were just doing their jobs.”
Unusual Requests
Indeed, in some cases, these health care workers took on tasks that aren’t typically a part of their job description or training.
Tricia Coffey on the phone at Huntington Hospital. Photo from Coffey
Take Kristen Thomas, a registered nurse at Mather Hospital in Port Jefferson. A priest came up to her in the halls of the hospital to ask for an unusual favor. A person had died and the family, who couldn’t be by his side, asked for last rites. The priest knew he couldn’t enter the room.
He asked, “Would you mind taking holy water and anointing the patient?”
She approached the patient, made the sign of the cross and prayed, as the priest stood outside the door.
“A moment like that, you never really plan to do that,” Thomas said. “We tried to give the family a little bit of closure. They didn’t get to attend the normal [rituals].”
For the community and health care workers, normal took on new meaning, especially in the first few months of the pandemic, when Suffolk County became an epicenter of the virus.
With family unable to sit by the bedside, nurses often stepped up, holding up iPad and phones so the family could spend time together virtually.
Marilin Dilone, Emergency Department nurse at Stony Brook University Hospital, called the young family of one of her patients.
Marilin Dilone, emergency department nurse at SBUH decked in full PPE gear. Photo from SBUH
His wife “put the baby on the phone — the baby looked like he was maybe 10 months old. The baby was making noises. I swear [the patient] opened his eyes. The wife is crying. Such a moment, we take for granted. He could hear her say, ‘I love you.’ To be able to provide that was very humbling for me.”
Like Dilone and so many other nurses, Robert Collins, a nurse at Mather Hospital ,shared how he held an iPad up to patients whose conditions were deteriorating so they could say goodbye to their families.
He had to stay in the room because some of the patients couldn’t hold the iPad.
“You do that once or twice, it kind of sticks with you,” Collins said.
Deep Connections
The connections the medical staff made to the families of patients extended well beyond the typical interactions.
“We had patients for an extended period of time,” said Patricia Coffey, nurse manager of the Critical Care Unit at Huntington Hospital.
Coffey, who spent 11 weeks actively caring for patients as her managerial duties “went to the wayside,” said the staff talked to families for extended periods of time. She spoke with some families daily, spending as much as two-and-a-half hours each day on the phone.
The nurses felt like members of the family because the normal support system couldn’t provide bedside support.
“You were channeling the family to the patient,” Coffey said. The nurses were “rooting so hard” for the patients.
When one of those patients who was in the hospital died after a long battle, she said it was “unbelievably heartbreaking — you felt like one of your own family members had died.”
She still keeps in touch with family members.
Mather Nurse Robert Collins. Photo from Mather
Coffey said one of her neighbors was admitted to the hospital with COVID and was on her floor. Coffey’s children and her neighbor’s children grew up together and their daughters were friends.
She not only spoke with his wife every day during her 60-hour weeks, but she also called her coworkers over the weekend to ask how he was doing.
The conversations with the neighbor’s wife were “a little hard. I wanted to be honest with her. He was very critical. At the same time, I was trying to be hopeful. It was a hard balance.”
Coffey said he was “one of the lucky ones who survived.”
Dilone of SBUH described how the work was more physically demanding.
She would “try not to ask for people” as she didn’t want to expose others if it wasn’t necessary. “You are taking care of patients more by yourself, turning them and doing chest PT [physiotherapy] — it was physically more demanding,” Dilone said.
Dark Moments
Watching patients who died took its toll, even on people who have been in the medical profession for decades.
MaryJane Finnegan, chief nursing officer at St. Catherine of Siena Medical Center in Smithtown, described the unusually high number of people dying from the virus. The hospital was running out of space for the dead. The morgue was filled and an additional refrigeration truck outside also filled quickly.
Mather Nurse Kristen Thomas. Photo from Mather
“One day, eight people died — usually in a week, you can have eight people die, but not eight in a day,” Finnegan said.
Nikki Fiore-Lopez, chief nursing officer at St. Charles Hospital in Port Jefferson said a nurse was present for the death of her mentor. Watching her die was “one of the darkest moments” for the nurse, Fiore-Lopez said.
Many medical professionals encouraged their patients to fight through the worst of the virus.
Stony Brook’s Dilone stayed with a patient whose blood oxygen level kept dropping. She wouldn’t let him fall asleep because she was worried he’d get intubated. She reminded him of his family and that he needed to help himself.
“I felt like Nurse Ratched,” Dilone said, referring to the dreaded nurse from the movie “One Flew Over the Cuckoo’s Nest.”
Dilone spent hours with this patient. Later, a doctor told her keeping the man awake prevented him from getting intubated.
Unexpected Challenges
With a virus no one had battled before, health care workers had to be flexible, learning about everything from new protocols for admitting patients to the latest and best treatments.
Chief Nursing Officer at St. Charles hospital Nikki Fiore-Lopez delivers flowers to patients at Christmas with Foundation Board Chair member Doug Casimir in 2019. Photo from St. Charles
The staff had to confront the “speed with which everything changed,” said Dr. Eric Morley, associate professor and clinical director in the Department of Emergency Medicine at Stony Brook University’s Renaissance School of Medicine. “Every day, there were new protocols, new ways to deal with things.”
Hospitals had to create a forward triage system to deal with the flood of COVID patients amid all the other potential emergencies hospitals routinely have.
These efforts required hundreds of employees to “get on the same people to sort people out,” Morley said. Training staff to manage the flow of patients required constant communication.
Even some of the smaller elements of managing the crisis took Morley’s time, such as getting new traffic signs to direct people to an alternate site.
Hospital managers were continually confronted with numerous unexpected challenges.
Ken Roberts, president of Mather Hospital, said the hospital had to ensure the PPE was hospital grade and not counterfeit.
“There were a lot of suspicious and unscrupulous suppliers when supply and demand was unbalanced, and everyone was in crisis,” he explained in an email.
Health care workers tapped into their personal skills to connect with patients.
Angel Figueroa, a registered respiratory therapist at SBUH who grew up in New York City and learned Spanish thanks to his Puerto Rican heritage, walked into some rooms and spoke Spanish to patients.
When he greeted patients in Spanish, “I would see their eyes open up [and think], ‘Somebody understands me.’”
They would ask him numerous questions, particularly because the medical information came at them so quickly.
Mather’s Collins described how the routine changed so dramatically the moment he arrived at work.
Mather President Ken Roberts holds a sign thanking health care workers. Photo from Mather
“Rapid response bells were going off as soon as you walked in,” he said. “You didn’t take your coat off” before patients needed attention. “People were not doing well. That was happening more frequently than before. That was an adjustment.”
On the other side of the struggle, health care workers felt a tremendous sense of relief when patients continued their recoveries at home.
“When people were discharged, the staff was thrilled,” St. Catherine’s Finnegan said. “We’d play the [Beatles] song, ‘Here Comes the Sun.’ A lot of hospitals did that. People would gather as many as possible to wish the person well as they were wheeled out.”
Teamwork
Through the difficulties, though, Morley appreciated the support from the community and the families, along with the teamwork and camaraderie from so many departments and staff that all pulled together.
Roberts expressed similar sentiments.
“I was extremely pleased at the teamwork displayed by all hospital staff during the height of the pandemic,” he said.
The Mather president was also grateful for the letters, cards, donated meals, handmade masks and donated PPE.
“The local communities we serve gave us and continue to give us tremendous support and encouragement,” Roberts said. “That has meant so much to the staff to know that the community was supporting them and recognizing their efforts.”
Stony Brook Respiratory Therapist Angel Figueroa wearing mask and shield. Photo from SBUH
Coffey, from Huntington Hospital, was impressed with how, even amid such extraordinary and challenging times, numerous groups collaborated.
“In many ways there were positive things — the community, the team, everyone working together,” she said. “Parts of it were so uplifting. As hard and as difficult and sad and heart wrenching [as it was], so many other parts, you just saw such humanity. It was amazing.”
Lasting Thoughts
Finnegan said the staff was incredibly appreciative of all the food local restaurants donated.
In fact, some of them joke that they gained the “COVID-19,” referring to the weight they put on while they were working numerous shifts and benefiting from all the donated food.
Morley “rediscovered” Twinkies during COVID in the break room. He has since been able to lose the weight the snack cakes added.
While gyms were closed, Collins relieved stress by buying a 400-pound tractor-trailer tire that he flipped up and down along his driveway. He also took a sledgehammer and “beat on it.”
The exertion would make him tired enough that the stress would dissipate for the day.
Dr. Eric Morley from SBU participates in COVID testing. Photo from SBU
Ultimately, what made an ever-expanding job — that affected so many aspects of health care workers’ personal and professional lives — manageable was the shared sense of purpose and the inspiration people drew from each other.
“The fact that the staff was out there doing it” helped give her energy, St. Charles’ Fiore-Lopez said. “We had patients to care for, we had shifts. We had days and weeks and months to get through. They put one foot in front of the other and I needed to do the same.”
Morley appreciated the way the Stony Brook staff pulled together during an intense and challenging time.
“Although it was grueling, it was a special thing to go through with that group of people,” he said.
Healthcare workers Feliciano Lucuix, Gene Rogers and Carolyn Germaine share their stories of testing positive for COVID-19 earlier this year, saying that their stories should serve as a warning during this second viral wave. Photos from St. Catherine and Mather
Health care professionals often sympathize with their patients, offering support as they deal with painful and difficult symptoms. With COVID-19, some health care professionals in the local area also became patients themselves. Feliciano Lucuix, Gene Rogers, two patient care assistants at St. Catherine of Siena Medical Center, and Carolyn Germaine, Director of Nursing for the Transitional Care Unit at Mather Hospital, shared their experiences with TBR News Media.
Feliciano Lucuix
Feliciano Lucuix, whose last name is pronounced like “lou quicks,” battled through COVID-19 in the first few weeks after the pandemic hit Long Island. A patient care assistant at St. Catherine of Siena Medical Center, she was in a restroom in March with a COVID-19 patient who vomited on her. Days later, she said she had a high fever and struggled to breathe.
Feliciano Lucuix, a patient care assistant at St. Catherine hospital, was a COVID patient herself earlier this year. Photo from St. Catherine
When her symptoms started, she had a 99.7-degree fever and pain throughout her body. She lost her sense of smell and her fever climbed to 102.8. She took a COVID test, which would take three days to provide results.
Before her diagnosis, she reached a point where she couldn’t tolerate losing her appetite and having her throat “feel like sandpaper,” she said.
Lucuix, who never smoked and practices yoga twice a week and swims, drove herself to the hospital, where she remained for six days, from March 24 through March 30. During that time, her daughter and son couldn’t visit.
Her son called every day and spoke to the nurses. Lucuix said he didn’t believe her when she said she was okay. The son also spoke with the doctor, who said his mother’s condition was improving.
While she endured challenging symptoms and discomfort, she appreciated the help and attention she received.
“Everybody take care of me wonderful,” said Lucuix, who was born in Argentina to an Italian mother and a French father and speaks Spanish, Italian, English and some French.
Even after she left St. Catherine, she couldn’t return to work for 37 days, as she traversed the slow road to recovery.
During Lucuix’s rehabilitation, her son, whose wife had his first child and Lucuix’s fourth grandchild, urged her to consider retiring.
Lucuix couldn’t wait to return to the COVID floor at St. Catherine. She has used her experience to offer patients on her floor empathy and support.
“I tell my patients, I take their hands, I say, ‘Listen, I was in there, too. I know what you’re feeling,’” she said. “I know you’re scared. I know you’re feeling you can die. If I can do it” then the patient can, too.
COVID-19 continued to affect her in other ways, even after her fever broke and she started to recover. Lucuix had headaches and started to lose her hair. She also had trouble sleeping, as viral nightmares interrupted her rest. Her doctor recommended that she speak with a therapist.
“I feel more comfortable every day,” she said.
Lucuix does what she can to protect herself, including taking vitamins, using personal protective equipment and washing her hands regularly.
Lucuix shares her experiences with her coworkers and her patients. She has also donated her antibody-filled plasma twice.
“I donated blood so other people can survive,” Lucuix said. “I’m proud to do that.”
Lucuix’s daughter, who works as a Patient Care Assistant, is following in her footsteps. Her daughter has applied to nursing programs to study to become a registered nurse. Lucuix with her granddaughter about considering the same field.
They would “like her to follow” in their footsteps, Lucuix said.
Lucuix said she is prepared to help patients during the second wave, which started to hit the Long Island community amid the colder weather and as families and friends gather in smaller groups.
“I’m ready to fight again,” Lucuix said. “I want to be strong for my patients, strong for my family.”
Gene Rogers
A patient care assistant at St. Catherine of Siena Medical Center, Gene Rogers started to feel ill March 23. He had a 101-degree temperature and was told to take a few days off, drink plenty of fluids, and take Motrin. He locked himself in his room, in case he had COVID, preventing his wife Bethan Walker-Rogers, their 16-year old son Phoenix and 10-year old son Charlie and even his dogs from having any contact with him.
St. Catherine Patient Care Assistant Gene Rogers suffered in th ER during his own bout with COVID. Photo from St. Catherine
Two days later, he was so uncomfortable that he decided he needed to go to the hospital. Walker-Rogers asked if she wanted her to drive him, but he said she should stay home and take care of their younger children. The Rogers also have an older child, Maya, who is 21.
As he drove, Rogers said he felt the car swerving when he passed a police officer.
“I was shocked he didn’t pull me over,” Rogers said.
When he arrived at St. Catherine, his temperature had spiked to 103.8.
Mary Jane Finnegan, Chief Nursing Officer at St. Catherine, offered Rogers reassurance.
“I don’t remember the whole thing about the ER that night,” Rogers said. “I remember [Finnegan] coming over to me and saying, ‘We’re going to take good care of you.’”
Like Lucuix, Rogers had no appetite. He was also having trouble breathing. The nurses kept telling him to lay on his stomach.
He had an odd sensation in his feet and was achy. He was in the hospital for eight days.
Rogers felt that the entire staff lived up to Finnegan’s promise. When he had a fever of 104.1, the nurses put ice packs under his arms.
“I’m putting them at risk while they are taking care of me,” he thought to himself on the bed. “Everyone I see, I try to say, ‘Thank you.’”
Walker-Rogers works in the dietary department at St. Catherine. Even while he was in the hospital, she couldn’t visit. She did walk by and look in the window, but she wasn’t allowed in.
Rogers entered the hospital on March 26 and was discharged April 3.
Although he was eager to return to work, a low-grade fever and, eventually, double pneumonia, kept him out for seven weeks.
Yet again, he isolated from the family and his dogs, who were scratching at the door regularly to see him.
During the worst of his condition, Rogers lost 35 pounds, which, he said, he has since regained.
Rogers added he never considered leaving his profession or St. Catherine.
“The people here are like my second family,” said Rogers, who has been at St. Catherine for 35 years. “I see them more than I see my own family.”
Rogers’s mother, Janice Foote, who lives in Raleigh, North Carolina, suggested that it might be time to retire or to do something else.
He said he had to return.
“I love my job,” Rogers said. “I enjoy what I do. I couldn’t wait to come back.”
When he started to work, Rogers said he was short of breath from running around.
Recalling the uncertainty and difficulty he and his family faced when he was sick, Rogers said his wife asked him what she’d do if anything happened to him. During the worst of his experience, Rogers said his oldest daughter Maya got so upset that she had to leave and take a walk.
As for how the experience affected him professionally, Rogers said, “you definitely look at it from a different perspective, being in someone else’s shoes.”
Rogers described himself as the type of person who is always asking if a patient needs something else.
“It look at it even more now, after being to that point” with his own illness, Rogers said.
Rogers’s daughter Maya, a junior at St. John’s University in Queens, is following in her parents’ footsteps. A biology major, she aspires to be a physician and is leaning towards emergency medicine.
Carolyn Germaine
Of all the tangible and intangible gifts Carolyn and her husband Malcolm Germaine have exchanged during the over four decades they’ve known each other, this had to be the worst.
Carolyn Germaine, the Director of Nursing for the Transitional Care Unit for Mather, had to make it through high fevers and extreme nausea during her fight with COVID-19. Photo by Stu Vincent/Mather
Director of Nursing for the Transitional Care Unit, Carolyn Germaine contracted COVID-19 in March and, soon thereafter, passed it along to Malcolm.
Her husband was choking at night and, despite being a nurse, Carolyn Germaine felt helpless, particularly in the earlier phases of the disease when health care workers weren’t using steroids that have become a part of more effective treatment.
“I feel terrible he got sick,” Germaine said. “It’s not something you ever want to bring home with you.”
Germaine’s battle with COVID-19 started March 23, when she developed a fever and aches all over her body that felt like every one of her joints had arthritis. By the 26th, she had a positive diagnosis. When she started to feel better, she thought she might return to work.
The next morning, she woke up with a 103-degree fever and, like so many other COVID patients, struggled to catch her breath.
“Nurses are bad patients,” Germaine said. “We think we can manage everything ourselves.”
Nonetheless, by Tuesday, the 31st, she recognized that the oxygen in her blood, which she tested on her own at home, was dropping to the low 90s. She went to the ER, where she convinced her colleagues to let her return home.
Another hospital official called and said, as Germaine recalled, “What are you doing? You need to come back.”
She was admitted on Tuesday evening, where she struggled through the most extreme discomfort she’s ever had. Her nausea, fatigue, and brain fogginess made her so uncomfortable that she asked her doctor to knock her out.
“It’s terrifying because you are isolated, and you want to stay isolated,” Germaine said. She didn’t want any of her friends or staff members to come into the room, where she could expose them to the virus that was challenging her system.
Germaine described the care she received as “exceptional.” The staff at Mather regularly checked in on her, even if it was just from the door. Struggling with thirst, she received numerous drinks at the door.
She knew the staff managed through extreme stress. Even in her brain fog, she could hear all the code blues and rapid response alerts all day.
“I’ve been in the hospital for 33 years and that doesn’t happen,” she said. “If there’s a code blue or rapid response, those are rare occurrences.”
While she was trying to recover in the hospital, Germaine said she was incredibly short of breath, even when she made the short walk from the bed to the chair. She forced herself to go back and forth, which she knew was better than remaining in bed all day.
Germaine vomited so frequently that she lost 15 pounds in the five days she was hospitalized.
“I didn’t think I was ever going to feel better,” said Germaine, who also lost a sense of smell that has only partially returned nine months later.
When she finally left the hospital, it took her five weeks to return to work. Germaine credits her daughter Laura, who lives with Carolyn and Malcom and is a social worker at Northwell, with taking care of her parents. Somehow, despite being around them through the worst of it, Laura, who is hoping for a “normal” wedding next summer, didn’t get sick.
During that period, the Germaine’s first grandchild, Greyson, was born April 12. She and her husband couldn’t visit him in person right away.
An avid walker who runs up and down the stairs at the hospital, Germaine needed a few more months to feel more normal.
She said she has also felt some sense of survivor’s guilt, because she wasn’t able to help out at the hospital when the need was the greatest.
Germaine said the staff has already been dealing with the effects of the second wave.
Within a 90-minute period recently, the hospital had four rapid responses, which means a dramatic change for patients, either because of oxygen levels dropping, a change in mental status, a drop in blood pressure or anything that might require immediate attention.
The rapid response call brings a whole medical team to the bedside.
The hospital would normally have a few of these in a week but having four in 90 minutes is extraordinarily stressful.
“People who don’t work in the field do not understand the amount of stress that the staff is feeling,” Germaine said. “It’s the entire staff. It’s every department that works here. It’s a very unpredictable time.”
Unlike the first wave, when other states sent medical teams to help in Suffolk County, those states are in the midst of their own crises, which means that no help will be coming, she said.
Germaine urged people to wear masks, remain socially distanced and limit any gatherings, even during the holidays.
Despite the anxiety, tension and memory of her own hospitalization, Germaine said she never considered leaving the hospital or her profession.
“Nothing is more satisfying than taking care of patients and helping families,” Germaine said. “You’re made to do it. I can’t imagine not doing it.”
Having the virus affects Germaine’s approach to her job.
“Every personal experience makes you a better nurse,” Germaine said. “You can go to patients and their families from a place of knowledge.”
Wading River resident Bill McGrath donates blood at the NYBC location in Terryville. Photo by Julianne Mosher
Local hospitals are in need of blood, and they are joining forces with New York Blood Center to get the word out that a donation could save a life.
Dr. James Cassin, dental resident at St. Charles Hospital’s Dental Clinic, donating blood Nov. 10 at St. Charles Hospital’s Blood Drive. Photo from St. Charles
According to Andrea Cefarelli, senior executive director at New York Blood Center, because of the current pandemic, there is a huge shortage across the country with no sign of any more supplies incoming.
“This is a chronic deficit in blood donations so we’re trying to raise awareness,” she said.
Cefarelli explained that before the pandemic, 75% of blood donations came from the community.
“We came to you in your place of work, place of worship and schools,” she said. “It was super easy to donate blood.”
According to its Facebook page, NYBC provides lifesaving blood products and services to nearly 200 hospitals in New York, New Jersey, Long Island, the Hudson Valley, and parts of Connecticut and Pennsylvania.
But because of COVID-19, people aren’t going out to donate, especially since blood drives at schools, colleges, offices and other community groups have been canceled.
“Post-pandemic we’re running far fewer community blood drives and so it’s not quite as convenient,” Cefarelli said. “We have a deficit of 8,000 donations per month.”
According to NYBC, New York’s health care system requires 1,500 donations each day to treat patients ranging from trauma victims to newborns to cancer patients. The lack of blood donations is “particularly dangerous given the looming uncertainty surrounding the pandemic’s trajectory over the course of this winter,” she said.
Pre-pandemic, NYBC would host 550 community blood drives every month, but it is currently hosting just 280 blood drives per month.
To make up for lost blood, NYBC has teamed up with local and regional hospitals including Northwell Health and Catholic Health Services of Long Island to spread the word and ask people to donate.
“The lack of blood donations has caused shortages of blood types to be available in our blood bank which provides lifesaving blood to all the patients we serve within the community,” said Jon Zenker, the administrative director of Huntington Hospital’s laboratory. “We urge all members of the community who are able to donate blood to help us overcome this critical shortage so that we can continue to serve our patients and provide them with the highest quality of care.”
Greg Slater, a spokesperson with Catholic Health Services, said they have taken extra safety precautions to make people feel comfortable during COVID times.
“It takes a little bit of time to do, but it can be a lifesaving thing for someone else,” he said.
Cefarelli said the lack of first-time donors is also down because of the lack of blood drives in school. She is encouraging young people to lend a helping hand.
“If you bring a son or daughter who’s a first-time donor, who doesn’t have that school experience, we’re welcoming that,” she said. “Making it a fun and safe experience is super important to us.”
She’s also reminding people that blood drives are safe and can be hosted in a socially distanced fashion.
“We have churches, businesses and even some schools realizing that we can host a blood drive that is safe and socially distant,” she said. “We want other organizations to consider hosting a drive.”
Right now, donors can make an appointment online at any NYBC blood collection center. Upon arrival, their temperatures are checked, and masks are required.
Stony Brook University Hospital is also accepting blood donations at their own personal blood bank. According to Linda Pugliese, blood bank donor recruiter at the hospital, every day (except for Sunday) is a blood drive there.
“All of the whole blood and platelets that are donated in the hospital blood bank, stay at the hospital, and help provide patients with the blood products they need,” she said. “Donating at the Stony Brook University Hospital Blood Bank is truly an example of community service.”
Since they are not affiliated with NYBC, SBUH’s blood supply is currently stable, but their demand has reached pre-COVID-19 levels. “There is a critical need to meet the challenges for blood donations created by the pandemic,” she said.
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