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Trustee Lauren Sheprow, left, and Deputy Mayor Kathianne Snaden. Photo by Raymond Janis

The Village of Port Jefferson is nearing a crossroads.

Residents will enter the polls this Tuesday, June 20, to decide on a successor to Mayor Margot Garant. After 14 years leading the administration, the incumbent is stepping down to head the Democratic ticket for Town of Brookhaven supervisor against Deputy Supervisor Dan Panico (R-Manorville).

Garant’s seat is being contested by Deputy Mayor Kathianne Snaden and trustee Lauren Sheprow. In an exclusive office debate spanning nearly two and a half hours, the mayoral candidates pitched their respective visions to the voters.

Introductions

Defeated by just four votes in her first bid for trustee in 2018, Snaden won election to the board the following year and has since secured several liaison posts before taking over as deputy mayor in 2021.

She said she first ran for office “to be the voice” of the people, bringing their wishes to Village Hall and putting their priorities into action. 

“I am ready to run for mayor because I want to use all of that institutional knowledge, all of my experience, to do even more for the community,” she said.

Sheprow entered the board 10 months ago, unseating former trustee Bruce Miller during last year’s village election. She has since helped establish multiple advisory committees while serving as commissioner of communications, among other liaison positions.

She said she is running to take the village government in a new direction.

“I have been hearing a lot from residents and how they would like to see a fresh start for Port Jeff,” she said. “That’s what I was responding to when I decided to run.”

Petitions

This year’s mayoral contest took an unusual plot twist very recently, on May 30, when the Suffolk County Board of Elections opted to remove Sheprow’s name from the June 20 ballot over faults in her petitions.

“I take full responsibility for not putting my cover sheet on the petition submission,” Sheprow said. “But you know what? I don’t care. I’m running a write-in campaign. I would never stop fighting for the people of Port Jefferson.”

Snaden, whose campaign brought about the charges, said using the Freedom of Information Law to assess the opposition’s petitions is standard practice.

“We all have to follow the same rules,” she said. “It’s our job as candidates to know the laws and follow the laws.”

Budget

The candidates offered competing perspectives on the village’s present finances.

Snaden regarded the current fiscal health as “excellent,” noting the relatively low-interest rates the village pays when borrowing money.

She acknowledged “the budget can always use some tweaking,” adding, “there are some needs that I believe need an increase in budget.” 

Chief among them are salaries, Snaden said: “Bringing those numbers up would be imperative for getting the highest quality employees we can.”

Sheprow suggested the village’s Moody’s rating, a measure that calculates an organization’s relative credit risk, “can be improved,” saying her administration would strive for a AAA bond rating [compared to the current Aa3].

The trustee proposed instituting an advisory committee of certified public accountants and other financial professionals to assist the village board in preparing its budget.

“A zero-based budget is so important,” Sheprow said. “Also, having that budget committee [will help] create a budget that is responsible to the taxpayers.”

Revenue

The U.S. Environmental Protection Agency recently announced new regulations targeting existing power plants, placing a cloud of uncertainty over the Port Jefferson Power Station.

With questions surfacing about the possible decommissioning of the plant, the candidates were asked whether the village should begin preparing for further losses of public revenue.

Sheprow again advocated for expert consultation.

“I think we need to include the Advanced Energy Center at Stony Brook University,” she said. “Maybe we can come up with ideas about how to bring advanced energy initiatives into that location.”

Snaden said continued collaboration with wind power companies, such as Ørsted and Eversource, would remain pivotal in “bringing green energy to Long Island through the Village of Port Jefferson.”

To account for potential losses in public revenue, she also proposed “increasing our tax base through responsible development.”

Staffing

Both candidates agreed the administration is understaffed but departed on possible solutions.

Snaden emphasized hiring a planner for the building and planning department and additional personnel for the code enforcement department.

She indicated the practice of assigning multiple administrative titles to a single staff member is “absolutely not” sustainable.

“I think that’s where the budget needs to be enhanced — to hire the right people to head up these departments and divide up more of the tasks,” she said.

Sheprow maintained the hiring process should follow “a [human resources] system and policy.”

“The idea that I have, should I become mayor, is to bring in someone to take a deep dive into the organizational chart of the village,” she said. “I find there are some conflicts of interest for these positions and roles for people who wear multiple hats.”

Public meetings

To boost attendance at public meetings, Sheprow supported overhauling the village’s municipal website.

“It is not responsive,” she said. “If there’s a village board meeting coming up, it should be on the front page on the carousel of the website.”

She also favored a more dynamic social media presence on behalf of the village, with suggestion boxes and other modes of “active responsiveness” between board members and residents.

“I think we need to set up — here we go again — another committee to hear and review complaints and take [them] forward to the Board of Trustees.”

Snaden discussed the value of live streaming public meetings.

“Bringing the meetings to [residents] in their living rooms, recorded so they could watch at a later date, was key” during the COVID-19 public health emergency, Snaden said, proposing to expand and enhance these methods post pandemic.

She also touched upon the role of the Port eReport in dispersing information to the public.

In welcoming more citizens into the local decision-making process, Sheprow expressed pleasure at the reformation of the Port Jefferson Civic Association, saying, “That means the people care, that the people in the community want to get involved.”

She said the chance for more frequent communications between residents and trustees during board meetings is “a huge opportunity for us.”

Snaden said, “Regular meetings with whoever wants to have a voice,” combined with an active social media presence, would be crucial for welcoming more residents into the process.

“I also believe there’s an aspect of people going to meetings when there’s a negative issue or problem,” she added. “As a person who always looks for the positive in things, I like to believe that a portion of the people not coming to meetings are very happy with what’s going on.”

Open government

Another central administrative function is the swift distribution of time-sensitive documents, such as public minutes and agendas.

Snaden returned to hiring when asked about expediting the release of these materials.

“That rests now on the clerk’s [Barbara Sakovich] responsibility list,” she said. “She’s just overwhelmed with the amount of work,” adding, “I believe we could help by bringing in more people to divide up those duties to get [those documents] out there.”

Sheprow favored implementing a “proactive communications system,” including an internal newsletter, to bring the information to staff and the public more expeditiously.

“We need somebody who’s creating content,” she said. “The content would include a press release after every meeting [saying] here’s what happened.”

Building density

During the May 1 public hearing on possible zoning code changes for the Maryhaven Center of Hope property, several community members voiced concerns about increased villagewide building density.

Sheprow raised objections of her own.

“The proposals and the sketches that have been drawn for this space are looking like we’re bringing city life into a transitional [not entirely commercial nor residential] area of Port Jefferson,” she said. “The surrounding communities are horrified by the prospect of seeing four stories from their backyards.”

Snaden noted, “Density is already here,” referring to some existing apartment and condominium developments neighboring Maryhaven.

In moving through the building and planning stages, she said, it will be necessary to continue consulting traffic and environmental studies, which she indicated are “always done as a matter of course.”

“Residential use has been proven to be the softest use, environmentally speaking,” the deputy mayor added. “My concern is that if we don’t move ahead with … some type of a code change, then as of right, an office park could move in, causing more issues for the neighboring community.”

Parking garage

The village is also working to mediate longstanding parking issues, with both candidates detailing how a proposed parking garage could offset shortages.

“There has to be a careful balance with that — without overbuilding but creating the parking spaces that are needed,” Snaden said of the parking structure.

She also supported continued public-private partnerships for shared parking agreements.

Sheprow called for establishing a parking committee, composed primarily of business owners, to help manage the village’s municipal parking apparatus.

She referred to the proposed garage as “an idea I think residents need to hear and weigh in on.”

Flooding

During a recent climate resilience forum at Village Hall, local architect Michael Schwarting shared alarming projections of more frequent and intense flood events in Lower Port. Each candidate was asked how the village could mitigate these concerns.

“Utilizing an engineer or planner to lead that process,” coupled with a new grant writer to help underwrite new projects, could “move the village forward conceptually,” Sheprow suggested.

Snaden proposed daylighting hidden underground water bodies to offset increases in flood load. “I would like to continue building bioswales,” she added, “making gardens in conjunction with these bioswales.”

Concluding remarks

Sheprow expressed appreciation for the residents throughout the campaign process.

“I’m having a lot of fun talking to people and learning more about everyone in our community,” she said. “There’s a lot of love for this community, and I would just be grateful to represent them and have their trust put in me.”

Snaden reiterated her past experiences in positioning her for the responsibilities of mayor.

By “voting my opponent in as mayor, you lose me entirely — you lose my experience, knowledge and love for this community,” Snaden said. “However, if you vote for me, Lauren stays on as a trustee, and you have us both.”

Voting information

The public will be the ultimate arbiter of these two mayoral candidates on Tuesday, June 20. Voting will take place at Port Jefferson Village Center, where polls will be open from 6 a.m. to 9 p.m.

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A special election for Brookhaven Town Clerk will take place Tuesday, Jan. 17. Above, Kevin LaValle (left) and Lisa Di Santo, respective nominees for the Republican and Democratic parties. Photos by Raymond Janis

Early voting is underway for the next Brookhaven town clerk, and the two major party candidates are making their pitch to the voters.

Former Town Clerk Donna Lent (I) retired in November, triggering a special election for her unexpired term ending in 2025. Town of Brookhaven Councilman Kevin LaValle (R-Selden) and community advocate Lisa Di Santo, the Democratic Party nominee, will square off at the polls Tuesday, Jan. 17.

During a joint meeting of the Selden and Centereach civic associations Thursday, Jan. 5, the two candidates were questioned on a range of topics related to the operations of the Town Clerk’s Office. Civic members generated some of the questions with others fielded from the audience.

Introductions

Di Santo is a former social studies teacher who taught students about participation in government. She also served as a trustee of the South Country school board in East Patchogue, where she lives. 

“I have always participated in government, and I feel that I can be an independent voice of reason in the Town Clerk’s Office,” she said. “We have many of the same people filling many of the same positions over and over again. … That leads to a bit of stagnation, and I think it’s time for a fresh set of ideas, a fresh set of eyes, on what’s happening in the Town Clerk’s Office.”

Before entering government, LaValle owned a title agency. He then received a loan mortgage originator’s license and has worked in mortgage banking ever since. The councilman worked on the staff of former Suffolk County Legislators Dan Losquadro (R) and Tom Muratore (R). He was elected to serve Brookhaven’s 3rd Council District in 2013 in an area which includes Lake Grove, Centereach, Selden and parts of Lake Ronkonkoma, Farmingville, Port Jeff Station and a piece of Holbrook. 

 “I think I’ve accomplished a great deal as councilman, but I come before you now, again, to say that as town clerk, I am going to bring a new energy,” he said. “I am going to bring a new work ethic to the Town Clerk’s Office that has not been seen before.”

Duties of town clerk

Both candidates were asked about the function of the town clerk. For Di Santo, the clerk must ensure the accurate recording of Town Board meetings and the efficient filing of legal records, among other tasks. She emphasized the significance of the Freedom of Information Law request process.

“One of the most important things has to do with [being] the appeals officer for FOIL requests that come to the town,” she said. “People who live here and pay taxes should be able to access that information.”

The Democratic candidate also said the incoming clerk must assess and modernize the existing technology in the office. “I have spoken with some people who work in the Town Clerk’s Office and told me that their technology is at least 10 years out of date,” she said. “That is something that is certainly personally scary to me.”

LaValle viewed the clerk’s role as threefold, that is to “secure, maintain and distribute vital records of the residents of the Town of Brookhaven.” He referred to the office as a “vital hub,” servicing residents in the best and worst times.

“I believe the efficiency could be improved in the Town Clerk’s Office,” he said. “Cybersecurity, I think that’s something we can take to another level.”

He viewed the clerk as a service provider rather than a policymaker or revenue generator, noting that empowering and providing the staff with the necessary resources will be critical. “As the clerk, the focus will be about making sure the staff has the tools to be able to do their job,” he said.

Cybersecurity

Addressing the September ransomware attack against the Suffolk County government, LaValle assessed shortcomings within the county’s IT network. He described the need for coordination between departments, recommending the town continues its transition to cloud technologies to avert a similar scenario.

“The cloud is probably the best security that you can have, but we have to stay vigilant and make sure we’re looking at new technologies as we move along to make sure our information stays secure,” the councilman said.

Di Santo concurred that replacing outdated technology will be a priority. She stressed the need to properly oversee the transition to new platforms and work out any technical or logistic challenges that may arise.

“When you have new technology, one of the things that is crucial is to make certain that the staff is comfortable with that technology, that they’re fully trained so that they are able to use that to the best of their ability,” she said.

Staffing

After conversations with staff members, Di Santo painted a bleak picture of the current situation within the Town Clerk’s Office. “The office is actually understaffed,” she said. “Morale is really not very good in the office. You have a lot of turnover, so it’s very difficult to have the best customer service when you have staff changing and needing to be retrained.”

She reiterated that “a fresh set of eyes” from somebody outside government will help identify areas for improvement and generate potential solutions.

LaValle said he would prefer close collaboration with the Town Board, analyzing any barriers to efficient staff operations. He then stated a desire to fund personnel better.

“I want to be able to go in, take a real good look at what is going on in the office,” he said. “Do we need more employees? Should we pay our employees more?”

He also advanced the need to offer a vision the staff can get behind. “We have to work with the employees and build a team concept,” he said. “I want to make this the best clerk’s office in New York state. Without our employees buying into my leadership and what I want to do, that’s not going to happen.”

Resident access

Both candidates addressed the need to decentralize the office, to move services out of Town Hall and into the various hamlets and villages throughout the township. LaValle introduced a multipronged approach, including attending community meetings and building a more prominent multimedia presence.

“I want to be a town clerk going out to various functions,” he said. “A lot of people here see me in a lot of different events. That’s something I’m going to continue to do because I think the outreach of going out to the public and showing them what the clerk’s office does … is fundamentally important.”

He added, “I want to be able to go out and bring back some transparency — new social media platforms, doing videos on Channel 18 talking about what we can do to help residents.”

Di Santo said she has heard from multiple residents that resident access to public records can be slow. She again centered on requests for public information.

“The town clerk is the final appeals officer for the FOIL law,” she said. “In some cases, those requests get bounced from one department to another and the clock seems to run out.”

She added, “People who are residents, our taxpayers, are asking for information from their town, and in many cases it seems that it is being stonewalled. The town clerk has a responsibility to provide that information.”

Open government

Candidates were asked what the term “open government” means and how they would bring town government closer to the people.

“Open government means giving everyone the opportunity to participate at their fullest,” Di Santo said. “I would, as town clerk, try to appeal to the Town Board members to make many of the meetings much more accessible to the many people in the town who work.”

She also proposed bringing the operations of the Town Clerk’s Office to local libraries and other community forums. “The town clerk [could] go into each and every one of those council districts several times a year, appear at the senior centers and the local libraries to have discussions with people,” she said.

Like Di Santo, LaValle stressed he would maintain an active community presence if elected. “I want to go out, I want to be at senior centers, I want to be at civic meetings, I want to be in chambers of commerce, talking about what the clerk’s office does,” he said. “You have to get out there. You have to be a part of the community.”

Brookhaven residents will decide on these two candidates this Tuesday, Jan. 17. Polls open from 6 a.m. to 9 p.m., and residents can report to their regular polling place on Election Day.

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File photo by Heidi Sutton/TBR News Media

Staff shortages, a growing issue nationally, have made their way to the Village of Port Jefferson.

Earlier this month, the Port Jeff Village Board of Trustees accepted the resignation of Joe Palumbo, the village administrator. This departure comes on the heels of various other vacancies throughout the village government.

Public sector staffing shortages are not unique to Port Jefferson. Americans are voluntarily quitting their jobs at record numbers, likely compounded by the COVID-19 pandemic and its disruptive effects on the workforce. Climbing quit rates nationwide have given rise to a phenomenon called the Great Resignation. 

In an exclusive interview, Mayor Margot Garant gave her thoughts on the issue of staff shortages, outlining the challenges of keeping positions filled.

Mayor Margot Garant, above. Photo from Port Jeff Village website

‘The challenge we have in general when filling these positions, of course, is competing with the private sector.’ — Margot Garant

“The challenge we have in general when filling these positions, of course, is competing with the private sector, which is allowing for a much more flexible work environment,” she said. 

Garant said the recent departures from the village government are out of her control. The private sector often offers higher pay with a better work-life balance. 

“We cannot do a work-from-home program because people are bound to the collective bargaining agreements, which doesn’t give us that flexibility,” the mayor said.

The civil service system also imposes a set of strict criteria that complicates the staffing of small municipalities, according to Garant. To remediate these concerns, the administration has emphasized hiring and promoting internally, and dispersing responsibilities between multiple offices, a maneuver Garant said can save time and energy.

“Right now, we’re looking to absorb some of the responsibilities of the village administrator between Barbara Sakovich, our clerk; the treasurer’s office; Kevin Wood, who’s in charge of all our technology; and Rich Harris in the Building Department,” Garant said, adding, “We are also bringing on a new deputy clerk. … That is an appointed position, and we’re thrilled to have that happen because she knows us, she’s a resident and it’s a promotion from within.”

Village resident Ana Hozyainova closely followed the issue of staffing shortages during her recent candidacy for trustee. In an interview, she criticized consolidating multiple responsibilities to a single person, arguing that this practice leads to conflicting obligations and confusion for village employees.

“The head of the [building] department, who resigned in March, was replaced with a temporary person who shares a prosecutorial role in the village administration,” she said. “To me, these two positions should not be combined because one role is a prosecutor who addresses negligence or incompatibility with the code, and the other helps to resolve those things.”

Hozyainova said that a growing number of vacancies on various boards are also causing concern, adding that she is most alarmed by the vacancies in the Building Department.

“The Building Department provides permits and helps the village residents and businesses navigate the building code,” she said. “There is no plan reviewer at the moment, no senior planning person, and these are essential positions that help interface between the businesses, the residents and the government.”

Hozyainova believes there may be unnecessary delays for residents and business owners if these positions remain unfilled: “When there’s a lack of those positions on a permanent basis, the communications start to break down and the permitting process is extended unnecessarily.”

Hozyainova fears staffing shortages will result in two principal consequences: a lengthier permit application process and rising costs.

“At the moment, many of the plans are being sent to an external agency for review,” she said. “An external agency generally costs more than an internal agency.” With too many transient agents, she also believes there is less institutional memory within village government, which can be exhausting for permit applicants.

Garant presented a contrasting judgment, stating that the critical positions within her administration are in place. With these spots filled, she maintains that there will still be an effective administration and delivery of village services. 

In areas where diminished services may be of concern, the mayor said outside consultancy firms can operate as a “stopgap” at a reasonable expense to the taxpayer.

“We’re very careful not to give them carte blanche,” Garant said. “Usually, we’re very conscious of making sure that compensation does not exceed the amount we would be spending on the individual employee.” She added, “Nine times out of 10, we’re actually saving money because we’re not responsible for the benefits package for the outside consultant.”

On the whole, Garant suggests difficulties staffing a small municipality are inevitable given growing nationwide economic uncertainty.

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Boat mooring fee moves forward, new parks and recreational program fee increases to take effect Jan. 1

Town of Huntington will host a Organ Donor Enrollment Day Oct. 10. File photo by Rohma Abbas

Huntington’s elected officials have adopted a $199.7 million operating budget for 2019 on a party-line vote at their Nov. 20 meeting, as Republicans and Democrats were split over town staffing changes and increases to fees.

The adopted 2019 budget raises $122.8 million through the tax levy, roughly $3 million more than the current year, representing a 2.53 percent increase. It falls under New York State’s mandated tax levy increase cap by approximately $80,0000, including $371,000 in rollover savings from 2018 and accounts for growth in the town’s tax base valued at roughly $400,000.

Supervisor Chad Lupinacci (R) amended the 2019 budget prior to approval to reinstate funding for four legislative secretaries — one for each town council member — which had been slashed from his first proposal. Lupinacci said a $200,000 federal grant received for the Huntington Youth Bureau’s drug and alcohol programs also helped free up funds.

“I think it’s a good budget that will be very responsible to constituents that keeps within the tax cap…” 

— Chad Lupinacci

“I think it’s a good budget that will be very responsible to constituents that keeps within the tax cap, and it had good planning for the future in capital expenses and programs, so we can continue to hold our triple AAA credit rating that is very important,” he said.

Democratic council members Mark Cuthbertson and Joan Cergol voted against the supervisor’s 2019 operating budget, arguing it was too much for Huntington’s taxpayers.

“The supervisor is asking residents to accept a double whammy: increased taxes and high, in some cases, first-ever fees for services they rightly feel are already funded by their taxes,” Cergol said.

Cergol proposed a series of changes to the supervisor’s 2019 tentative budget Nov. 20, seeking to reduce the tax levy increase from 2.53 down to 1.85 percent. Her proposed changes would have eliminated 12 town jobs — three confidential secretaries, a chief of staff, three executive assistants and five deputy department directors — many of which were created in August. The councilwoman said slashing these positions would save the town approximately $800,000 in salaries, increasing to nearly $1 million when including the cost of health care insurance benefits.

“The supervisor is asking residents to accept a double whammy: increased taxes and high, in some cases, first-ever fees for services they rightly feel are already funded by their taxes.”

— Joan Cergol

“Naturally, I would prefer to have no tax increase at all, but I well understand we have contractual obligation expenses and a 9 percent increase in health care insurance costs the town has no control over,” Cergol said. “For the sake of every taxpayer, we have an obligation to exercise control when it comes to the hiring of personnel, specifically jobs that are exempt from civil service, otherwise known as patronage jobs.”

She also sought to strike and remove the town’s plans to implement a boat mooring fee in Huntington Harbor. Cuthbertson voiced his support for Cergol’s proposed amendments.

“At a time when homeowner’s budgets are squeezed, and they have lost most of the state and local deduction on their income taxes, the Republican administration should not be asking for increases that serve no purpose other than doling out patronage,” the councilman said.

Despite his support, Cergol’s first proposal to slash $1 million from the budget failed by a 3-2 party-line vote. Her second proposal to eliminate $200,000 by cutting staff positions and the proposed boat mooring fee failed to find any support among the board members.

Lupinacci defended his staffing decisions, stating the Town of Huntington will have less full-time employees going forward next year, and changes were in line with his goals that include improving transparency and efficiency by cutting “red tape.”

New 2019 Park & Recreational Fees
Below are few of the new 2019 park and recreational fees
Adult Resident Recreational ID Card, 2 years      $40
(new) Adult Resident Recreational ID Card, 1 year     $25
Resident Recreational ID Card – Senior/Disabled      $15
Golf Card, valid for 1 year     $45
Golf Card, every 2 years        $60
Beach Resident Daily Permit      $30
Non-Resident Daily Permit         $75

“I think these are all worthwhile goals that we will continue to accomplish, and to meet these goals we need to have staffing changes,” he said.

The board also voted 3-2 to increase and add several additional park and recreational fees next year. Some changes in the legislation include increasing the cost of a two-year resident recreational card from $20 to $40, increasing the cost of a daily beach pass for Huntington residents from $25 to $30, and implementing new special event permit fees for John J. Walsh Memorial Park in East Northport, Peter A. Nelson Park in Huntington and picnic site fees for Sgt. Paul Tuozzolo Memorial Spray Park in Elwood.

The registration costs for several town-run summer programs including Camp Bright Star, Teen Leadership and preschool camps were increased as well.

“We’re always looking at and reviewing fees every year as part of the budgeting process to ensure the fees actually cover associated program costs,” the supervisor said. “We revise rates for various programs and actions, to make sure taxpayers are not on the hook for programs they don’t use.”

Lupinacci said costs of the town’s recreational ID card fee, $20, had not been increased in more than a decade, and the new $40 fee more accurately reflects its “true value going forward.” The town will also be offering a new one-year recreational ID card for $20.

Cergol and Cuthbertson were against increasing recreational fees, which will take effect Jan. 1.

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Feds recommend trio of changes in staffing, hiring and overtime management to facility’s new leadership

Northport VA Medical Center. File photo

A federal investigation into Northport Veterans Affairs Medical Center’s four community living centers has shown a troubling trend of chronic nursing staff shortages and excessive overtime, issues that could have placed patients “at a higher risk for adverse events.”

In one case, federal investigators found a nurse’s assistant worked double shifts for six straight days — more than 96 hours in a single week – while expected to diligently oversee a patient requiring one-on-one care.

As the Northport facility is the only VA Medical Center on Long Island it serves more than 31,000 patients per year and oversees several outpatient clinical sites. Its four nursing homes are located in two buildings, with an approximate capacity of 170 beds.

The Office of Inspector General, a division of U.S. Department of Health & Human Services, charged with independent oversight of Department of Veterans Affairs programs, received several anonymous complaints about the quality of care received at Northport VAMC in 2017 following the deaths of two patients.

In September 2017, the OIG launched a year-long investigation into staffing shortages after receiving two further emails: the first from an employee at Northport VAMC, the second from a liaison to the House Committee on Veterans’ Affairs. The investigation produced a Sept. 18 report (click here to read the full report) that found Northport VAMC’s leadership knew about the staff shortages, forced administrative level nurses to care for patients, and yet still continued to accept new patients despite knowing they wouldn’t have the staff needed to provide the expected level of care.

Federal investigators recognized in August 2017 there was significant turnover in the leadership at the Northport VAMC, affecting key positions such as its director, acting chief of staff and acting nurse executive, who were cited “as catalysts for this change.” Staff members’ remarks indicated it’s given them hope for a better future.

The agency recommended a series of changes for the Northport VAMC pertaining to the nursing staff currently being enacted, and the facility says is bringing immediate tangible results.

Two patient deaths

Anonymous complaints about two patient deaths at the Northport VAMC in 2017 started the series of federal investigations into the facility.

The first death was a male patient in his late 60s who died as a result of choking on his food. Federal inspectors found insufficient evidence the man’s death was due to a lack of nurse oversight, as alleged in the complaints, but did conclude Northport VAMC had ongoing challenges in maintaining basic necessary staffing levels.

“Conditions such as staffing shortages could create an environment where the increased workload assigned to each staff member was such that it became more difficult to remain vigilant,” the report reads.

A forum was held for the Northport VA nursing homes staff to voice their concerns with the facility and its operation while an investigation of the first patient’s death was ongoing.

“Many [staff members] shared a concern about staffing levels being too low,” the report reads.

A second death raised claims of poor quality of care in the Northport vets nursing homes, after a patient in his mid-60s slipped, fell and fractured his hip. He underwent surgery and six days later stopped breathing. Allegations included the VA staff failed to protect the patient from falling and failed to properly provide
one-on-one observation post surgery, neither of which was substantiated by federal investigators.

The investigation into the second death showed the nurse’s assistant caring for him was on her sixth consecutive day of double shifts — 16 hours at a stretch. Investigators again cited “concern that working extra hours with double shifts could lead to staff becoming tired and less vigilant.”

A staff member working double shifts was not common practice, according to Northport VAMC spokesman Levi Spellman, who said union workers are contractually required to have 10 to 12 hours off between nursing shifts.

Closer look at staffing numbers

Records pulled by the federal investigators showed Northport VAMC has been chronically short of nursing staff dating back to at least 2016. Allegations were made that understaffing could lead to a higher rate of “nurse-sensitive outcomes,” such as surgical wounds getting infected, urinary tract infections, ulcers and pneumonia.

Northport’s four nursing homes were found to be short approximately 6.3 full-time employees in 2016 needed to meet VA’s recommended number of nursing hours spent with patients per day. By 2017, the facility’s staffing shortage had more than doubled, with 15.3 additional full-time employees needed. Northport VAMC’s nursing homes were only staffed at 60 to 80 percent of recommended levels over the two years, according to federal investigators.

Northport VAMC’s leadership attempted to tackle the short staffing issue by using “floating” shifts and overtime — sometimes mandatory, according to the federal report. Floating shifts meant staff from other areas of the VAMC were brought in to assist with patients in the nursing homes.

In 2016, Northport VAMC’s nursing home employees put in a  total of 19,991 hours of overtime. It nearly doubled by the end of 2017 as only 107.9 of the facility’s authorized 128 full-time positions were filled, according to Spellman, causing the facility’s overtime costs to skyrocket to nearly $1.5 million.

“Nurse managers had no mechanism to alert them if one of their unit nursing personnel worked excessive OT,” the report reads.

Federal investigators found part of the nursing homes’ staffing issues were due to an inability to hire and retain the members of its nursing staff. Northport VAMC got approval to hire 10 additional registered nurses and 10 nurse assistants as intermittent staff in November 2016, though the team wasn’t assembled until August 2017.

Often the process of hiring new nursing staff was delayed. In one instance, Northport’s leadership said two applicants interviewed and hired in January 2017 were told they would not start working until July.

“This delay in hiring often resulted in the loss of selected applicants who took other jobs,” the report reads.

The leadership of Northport VAMC said the high cost of living on Long Island has also made finding and maintaining a full-time staff difficult.

“Not only does this affect our ability to retain talent, but to recruit it as well,” spokesman Spellman said.

Steps to improvement

The federal investigators made three recommendations to Northport VAMC in order to  ensure it has adequate nursing care for its patients and improve quality of care for residents.

First, that the VAMC’s acting director, Dr. Cathy Cruise, completes a review of the nursing homes to ensure staffing levels align with the needs of its current residents. More staff should be recruited and hired to fill the current vacancies “until optimal staffing is attained,” reads the report.

Spellman said leadership of Northport VAMC, including Cruise, have already started taking action, implementing changes to improve the quality of care and working conditions.

A registered nurse clinical coordination position has been added in order to streamline nursing staff’s efficiency, according to Spellman. At the beginning of 2018, the facility was given approval to hire 2.6 more full-time employees and another 10 staff members were recently approved to bring the total nursing staff to the equivalent 140.6 positions.

“A staffing methodology is in the process of being completed, with additional staff expected,” Spellman said.

The Northport VA has received approval to directly hire its nursing staff and is giving new employees immediate start dates, according to him. It also had plans to expand its nursing floating pool, and to cross train other VAMC nurses in long-term care to continue to grow the available number of staff who can provide residents with care.

Third, Northport’s leadership was also told to improve its management of staff’s overtime hours and make sure of future responsible use of financial resources, citing the $1.5 million in 2017 overtime.

“Federal employees are expected to be good stewards of government funds,” the report reads. “The OIG found a lack of accountability for managing OT expenditures.”

Spellman said the nursing homes staff had a total weekly average of 437.3 hours of overtime for the 2018 fiscal year, which ended Sept. 30. This indicates a significant drop from last year, where the total weekly average of overtime exceeded 750 hours.

“All of this is to say that, while the OIG has helped Northport identify areas in which we can improve, we have implemented measures to make those improvements — and we are already seeing results,” Spellman said.

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Town of Huntington will host a Organ Donor Enrollment Day Oct. 10. File photo by Rohma Abbas

The Town of Huntington’s new administration made a second wave of staffing changes at its Aug. 7 meeting, reinstating some positions, while abolishing others.

Huntington Supervisor Chad Lupinacci (R) sponsored a resolution last week that reinstated nine job titles with a total annual salary of $284,921 while also creating 14 new positions for a total of $272,413. The bill also cut nine staffing positions, which is estimated to save more than $268,000 annually.

“We look at the different departments, I’ve been in office seven months now to see what has been working and what isn’t working.”

– Chad Lupinacci

“We look at the different departments, I’ve been in office seven months now to see what has been working and what isn’t working,” Lupinacci said.

A second bill put forth by the supervisor appointed nine individuals to the newly created positions, many of which are exempt from taking civil service tests. Both pieces of legislation passed by a narrow 3-2 vote, split on party lines with Councilman Mark Cuthbertson (D) and Councilwoman Joan Cergol (D) voting against. They accused the board’s hiring process for these position of lacking in transparency and reeking of political nepotism.

“We are seeing chapter two of the Republican patronage playbook at work,” Cuthbertson said, denouncing the legislation. “A slew of positions are being created that require no civil service test. These are patronage jobs — plain and simple.”

The councilman reported he and Cergol weren’t included in the hiring process, stating he had seen only one candidate’s résumé prior to the town board meeting and questioned if those appointments had proper qualifications.

“We are seeing chapter two of the Republican patronage playbook at work.”

— Mark Cuthbertson

Councilman Gene Cook (R) voiced support for Lupinacci’s appointments, stating the changes were needed in order for town government to run efficiently.

“In the past month or two, I’ve had nothing but complaints against the people in the building department,” he said. “I’ve had the same thing with the planning department. There’s been a number of issues and people deserve better.”

As part of the staffing changes, Joseph Cline, who has served as Huntington’s director of engineering services, was demoted to deputy while maintaining his $138,375 salary. Cline will be replaced by Daniel Martin, who will make more than $146,500 a year. He was appointed to serve as a Suffolk County Supreme Court judge since 2010 before becoming a deputy town attorney.

Lupinacci said he stood by the newly hired and appointed employees based on their skills and merit. Of the nine appointments made Aug. 7, five are new hires and four individuals were already employed by the town but are taking on new roles for which they will receive an additional stipend.

“There’s been a number of issues and people deserve better.

— Gene Cook

Cuthbertson previously criticized Lupinacci’s February appointments for going to “11 white Republican males” many of whom had previously campaigned on the party line for various government positions. The councilman argued this second wave of appointments will also have a negative fiscal impact on the town.

“This is gravely wrong from a fiscal and budget standpoint,” Cuthbertson said.

He estimated many of the newly created positions would cost the town approximately $40,000 a year in benefits including health care insurance and retirement benefits.

The town will pull roughly $265,000 from its contingency funds in order to fill the new positions.

““Where is the transparency you promised?”

— Joan Cergol

Cergol voted against the move, calling it a “dizzying array of personnel maneuvers that mystify even those of us used to looking at these resolutions, let alone the public.” She also questioned the hiring process used.

“Where is the transparency you promised?” Cergol said.

She said the resolution Lupinacci presented to board members on the Friday before their meeting had dramatically changed by Tuesday afternoon without explanation.

Among those who will be leaving Town Hall include: John Coraor, director of cultural affairs; Rob Reichert, deputy director of planning; and Jake Turner, the deputy director of engineering services.

The town will be looking to fill three openings that have resulted due to these promotions or being newly created, according to town spokeswoman Lauren Lembo, including an entry-level auto mechanic, an audio-visual production specialist and a plumbing inspector position by civil service candidates.

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Cops say arrests are up and recent violence gang-related

Christina Fudenski, a Greenlawn resident, speaks with police officer Angela Ferrara at South Huntington Public Library on Wednesday, Aug. 12. Photo by Victoria Espinoza

Residents of Huntington are calling for an increase in staffing at the Suffolk County Police Department’s 2nd Precinct in the wake of three separate shootings that occurred in less than a month.

Deputy Inspector William Read assured community members gathered at South Huntington Public Library on Wednesday, Aug. 13, that the police force is completely competent in its current size, but residents were not convinced.

“We want to ask for outside help,” Jim McGoldrick, a Huntington Station resident said. “We can’t go on this way, our kids are being shot at.”

Luis Hernandez, 21, Aaron Jolly, 18, and Nelson Hernandez, 22, all survived shootings in the Huntington Station and Greenlawn area in late July and August. Luis Hernandez and Jolly both suffered from gunshot wounds to their legs, and Nelson Hernandez was shot in the back.

“What we’re doing is working, our program is effective, and crime stats are down dramatically,” Read said. “We are having success, but it can’t be 100 percent.”

The police associate many of the recent problems in the area with gangs, and Read said that gang cops have been out undercover investigating these cases constantly. He said there are a number of social programs combatting gang issues as well.

But the crowd argued that not enough is being done, and that more problems are arising.

Lisa MacKenzie, a Huntington resident, asked what the police are doing about the ongoing problem of intoxicated individuals passing out in the streets in Huntington Station.

“Why are these individuals taken to the hospital and not arrested?”

Officer Angela Ferrara explained that it is always the duty of the police and the standard procedure to treat someone medically first. She also noted that this has become a concern in many different areas in Huntington.

“What if I am on Depot Road in the future and hit [someone] who is intoxicated and attempting to cross the street, who will actually get in trouble then?” MacKenzie said. “We need drunk crossing signs, instead of deer crossing signs.”

Residents also complained about the how 911 dispatchers handle calls. Several said in the past, dispatchers have told them to either leave their car or house to get closer to a scene.

“They had the nerve to tell me to flag down one of the patrol cars when I called, and to get out of my car…this is putting the public at risk,” Nicholas Wieland, of The Huntingtonian news website, said. “You guys have some homework to do with the 911 service.”

Robert Finnerty, a Huntington Station resident, brought his son to the meeting, and said he is now afraid to go outside.

“We have people in the street across from us saying ‘I will shoot you in the street, I will kill you,’ and it’s scaring my son,” Finnerty said. He said the residents yelling this are people living in single dwelling homes occupied by five different families.

“We have to go after the overcrowded houses,” McGoldrick said. “It’s not fair to the police officers and fire firefighters. One of the biggest problems is how housing is handled in this town.”

As members of the audience agreed housing is a town issue, not a police one, the tone changed toward a desire to see a change in leadership in Huntington Town. Councilwoman Susan Berland (D) and Councilman Gene Cook (R) were both present at the meeting, as well as Huntington Town Board candidate Jennifer Thompson, a member of the Northport-East Northport school board.

Despite the criticism throughout the night, the 2nd Precinct deputy inspector defended the department’s work.

“We’re covering all our sectors, we’ve been doing it for years,” he said.

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