Patients, lab staff suffer from reduced pathology services at North Island hospitals

Patients, lab staff suffer from reduced pathology services at North Island hospitals

Patients, lab staff suffer from reduced pathology services at North Island hospitals

By
As goes your pathology, so goes your medicine” — Dr. William Osler, Canadian physician and co-founder of Johns Hopkins University

 

First in a series about medical laboratory services available on the North Island

If Island Health executives get their way, the new Comox Valley Hospital could lose all of its onsite clinical pathologist services sometime next year, a move that area doctors and elected officials believe will further diminish patient care on the North Island.

The Vancouver Island Health Authority has already sanctioned the transfer of clinical pathologist services from the Campbell River Hospital (CRH) laboratory to specialists at Royal Jubilee and Victoria General hospitals.

This has created longer wait times in Campbell River for results from urgent and emergent blood tests and cancer diagnoses, and it has added hours of extra work onto overburdened lab technologists and assistants, who were already stressed due to constant multiple staff vacancies.

EDITOR’S NOTE: Reading the definitions in the right-hand sidebar will enable a better understanding of some technical aspects of this story.

According to the community group Citizens for Quality Health Care, the change has made the relationship between pathologists and lab techs “estranged and awkward.”

“Both pathologists and technologists are demoralized and traumatized in this demeaning situation created by VIHA, which has also made our lab unsustainable into the future with an ever-increasing population,” the group said in a presentation to the Campbell River City Council.

The transfer of work has also absorbed funding that could have been used to hire a third general pathologist in Campbell River, a position that Dr. Aref Tabarsi, one of the two current Campbell River general pathologists, believes is essential to the continued safe operation of the laboratory.

The experienced general pathologist team from the former St. Joseph’s General Hospital, now located at the new VIHA-managed hospital on Lerwick Road, have so far been immune to these changes. But when their contract expires next March, Bellamy fears that the Comox Valley Hospital will also lose its onsite clinical pathologist work to Victoria.

Dr. David Robertson, VIHA’s executive medical director for laboratory services, told the Campbell River City Council in July that these changes are part of the health authority’s long-term strategy to hire pathology specialists, rather than general pathologists, and centralize them in Victoria.

 

HOSPITAL BOARD UNHAPPY

None of this has pleased the North Island medical community or local elected officials who expected fully functional laboratories when they committed taxpayers to fund about $267 million of the two hospital’s construction costs.

Multiple North Island organizations, groups and individuals have recently spoken in opposition to Island Health’s reorganization of the two hospital’s laboratories. Among them: the Comox Strathcona Regional Hospital District board, Campbell River City Council, 75 local doctors and dozens of lab technologists and lab assistants.

And they all agree on the need for a third pathologist in Campbell River.

After fighting for years with Island Health over a long list of issues — flawed planning, pay parking, a poorly designed helicopter pad, public-private partnerships, overcapacity issues and losing microbiology lab services before the new hospitals even opened in 2014 — some hospital board directors have had enough.

“We’re all getting sick and tired of fighting VIHA every step of the way,” Discovery Islands-Mainland Inlets director Jim Abram told Decafnation this week. “Why do citizens have to keep fighting a superfluous government agency?”

Echoing those sentiments, Oyster Bay Director Brenda Leigh believes North Island taxpayers have been short-changed.

Dr. Chris Bellamy

“It is very disturbing that Island Health is continuing to try to downsize the services we were promised when we put forward our 40 percent investment for the NI Hospitals,” she told Decafnation.

​But so far, that opposition has not persuaded Island Health to restore clinical pathology services to the North Island or to abandon its vision of consolidating clinical pathology into the purview of a group of specialists in Victoria.

How and why VIHA got to the point of eliminating such critical laboratory services in Campbell River and soon in the Comox Valley is complicated, but the net result is easy to understand, according to 30-year Comox Valley general pathologist Dr. Chris Bellamy.

“The public should recognize how integral a laboratory is to a hospital,” he told Decafnation. “If you don’t have a functional lab, you don’t have a proper acute care hospital.”

 

WHAT’S GOING ON, IN A NUTSHELL

Island Health plans to consolidate clinical pathologist services so that each sub-area of the field — microbiology, chemistry and hematology — will be handled by a group of Victoria pathologists who have specialized in one of those areas. VIHA considers this as a better model than the current one, which relies on general pathologists in smaller community hospitals.

While all pathologists spend five years in training, general pathology specialists receive competency in all areas of the field. Clinical pathology specialists go deeper into a single area of the field, but do not achieve competency in the other areas.

That is why most hospitals in communities outside of the province’s metropolitan cities employ general pathologists, and have them working at their full scope of practice.

In a recent presentation to the regional hospital board, Robertson indicated that VIHA was headed toward a specialist-based model for clinical pathology on Vancouver Island that it claims will be more efficient and get better results.

General pathologists disagree.

“You don’t need a Phd in math to teach high school algebra,” Bellamy said.

He and Tabarsi say most of the work at community hospitals does not require a specialist. But they always have and will continue to consult with specialists in Victoria, Vancouver and elsewhere when they encounter difficult or rare cases.

“Why not build on what works and is already in place,” Bellamy said. “General pathologists are still viable in the Comox Valley and Campbell River. We’re not denying doctors or patients access to specialized care. I highly respect the professional opinions of the anatomical and clinical pathologists in Victoria. I’ll always reach out when it’s needed, but not always to the Victoria specialist. Sometimes to specialists at Vancouver General, the BC Cancer Agency or Children’s Hospital, whoever is the best qualified for the case.

“Why restrict pathologists from providing the best care available?”

 

HOW WE GOT HERE

In the early 2000s, a specialist microbiology pathologist from Alberta — who had been through a health care disaster in 1996 after 40 percent of the province’s clinical pathologists were laid off along with nearly 60 percent of lab technologists — came to VIHA with the idea that all microbiology on the Island could be handled in Victoria on a 24/7 basis.

In order to handle such a huge additional volume of specimens, the microbiologist proposed an expensive, automated robotic system located in Victoria. It was claimed the system would save money on staffing and that it could be operated remotely by microbiology technologists in hospitals outside Victoria, thereby retaining local microbiology expertise, infrastructure and jobs in hospitals outside Victoria.

The VIHA executive and Board of Directors bought into the concept and the technology — despite some misgivings from the microbiologists — but it never delivered as promised.

“The automated system and its promised benefits was a pipe dream. In fact, it had the reverse effect,” Bellamy said.

But the idea of consolidating areas of clinical pathology took root in Victoria.

VIHA eventually moved ahead with plans to consolidate all Vancouver Island medical microbiology services in Victoria, and it did so despite cautionary notes in a 2011 independent review of its proposal.

 

CAMPBELL RIVER SUFFERS

In 2006, Dr. Aref Tabarsi took a telephone call from a Victoria pathologist who demanded that some Campbell River work be sent to Victoria.

“I was told to send my bone marrow work (hematology) to Victoria or Victoria would demand to review all of my work,” Tabarsi told Decafnation. “So, what could I do? I ‘gave’ the work to Victoria.”

Soon after the transfer, Victoria hired an additional hematopathologist.

Dr. Aref Tabarsi

Later that same year, while Tabarsi was on vacation, a Victoria department head demanded the Campbell River laboratory send all of its outpatient blood work to Victoria. But Tabarsi was called, returned to the hospital and stepped in front of the courier truck and made the driver unload CR samples from the truck.

For nine years prior to 2013, Tabarsi oversaw the quality of Campbell River’s laboratory. In terms of physical work, oversight consisted of reviewing the technologist’s documentation that includes graphs showing the machines had been calibrated accurately and that test results coincided with the calibrations.

But in 2013, the division heads of clinical pathology in Victoria, who later incorporated themselves with a group called the Vancouver Island Clinical Pathology Consulting Corporation, assumed Tabarsi’s laboratory oversight responsibilities. They did it, he says, without any prior notice or consultation, and without giving him any recourse.

In practical terms that meant the Campbell River technologist’s quality control documents were sent to Victoria once a month for review and signatures.

“At the time, I wondered why — since all pathologists were on a fixed salary — Victoria wanted to take on this extra work,” Tabarsi said.

Some months later, VIHA negotiated new contracts for all of its pathologists based on a workload model. Under the new contracts, the more work a pathologist performed, the more they were paid.

“The mystery was solved,” Tabarsi said.

As a result, the funding of 0.4 full-time-equivalent work assigned to the oversight function of the total 0.7 FTE allocated for all clinical pathology work performed in the Campbell River lab was lost. That proved critical to preventing Campbell River from hiring a third pathologist, which Tabarsi says is necessary for the safe operation of the lab, Tabarsi said,

Pathologists get seven weeks of vacation a year, plus two weeks for professional education. That means more than a third of every year (18 weeks) there is only a single onsite pathologist on duty.

“It’s not safe,” Tabarsi said. “One pathologist doesn’t have a colleague to consult with, every malignant case has to be signed by two pathologists, and just the sheer volume of work can’t be done by one person in a clinically acceptable time frame. In addition, the chances of mistakes are higher.”

 

VIHA STATEMENT

VIHA told Decafnation that it works within the network of laboratories across Vancouver Island that form the Island-wide Department of Pathology and Laboratory Medicine.

“Our network of laboratories includes 13 acute laboratory testing sites each with a collection station and 25 standalone collection stations. We also contract with a number of publicly funded laboratory physicians groups, including the pathologists at both North Island Hospital campuses, on a contracted basis to create an integrated model of service delivery.

“Like other trends in health care, changing technology, increasing complexity, and recruitment challenges all impact the delivery of care. Island Health is closely following these trends, including taking advantage of technological improvements to provide equitable access to specialized pathology care for all of our communities, including those on the North Island,” the VIHA statement said.

 

VIHA FLIP-FLOP

After stripping the Campbell River lab of its clinical pathologist’s work this year, VIHA still appears uncertain about how to move forward.

Some history:

In 2017, the three Comox Valley general pathologists, Dr. Chris Bellamy, Dr. Wayne Donn and Dr. S. Giobbie, started echoing Tabarsi’s concerns, and it appeared that VIHA was listening. Because on Feb. 26, 2018, the health authority issued a memo that under new two-year contracts all clinical pathology work would go back to Campbell River and the Comox Valley.

“I relaxed. VIHA was saying Comox Valley and Campbell River would have a larger voice. The new Island Health CEO (Kathy MacNeill) was doing things right,” Tabarsi said.

However, less than a year later, on Jan. 3, 2019, VIHA extended the current pathologists’ contracts for an additional year, into 2020. That meant Vancouver Island Clinical Pathology Consulting Corporation’s contract for North Island clinical pathology work could not be terminated, and nothing would change.

Then, on March 27 of this year, Robertson notified Campbell River pathologists to stop doing all clinical pathology on April 1. He said that work would now be done by the doctors in the Vancouver Island Clinical Pathologists Consulting Corporation located in Victoria.

Yet, just this week, the Island Health media relations department sent a statement to Decafnation that said, in part, “Island Health has made no decision on the future of clinical pathology consultation services for communities in Campbell River or the Comox Valley.”

Next: How centralization of clinical pathology has exacerbated staffing shortages and increased workloads, and what’s at stake for patients.

 

 

 

 

 

 

 

 

DEFINITION OF TERMS
USED IN THIS SERIES 

 

VIHA is the acronym for the Vancouver Island Health Authority, sometimes also referred to as Island Health

Anatomical pathology deals with tissue biopsies, such as biopsies from breast, colon, skin and liver.

Clinical pathology deals with body fluid such as blood, urine and spinal fluid, and includes three areas of specialization:

Hematopathology assesses the blood for diseases related directly to blood, such as anemia, blood transfusion issues and leukemia.

Chemistry deals with measuring and interpreting levels of particles and substances such as hormones, cholesterol, sugar and electrolytes in the body fluid.

Microbiology deals with the identification of the infectious organisms.

General pathologists are medical specialists who study an additional five years in all areas of pathology.

Clinical pathologists are medical specialists who study the same additional five years but in only one of the areas of specialization.

Medical Laboratory Assistants (MLA’s) are employees who greet patients, draw blood, prepare specimens for technologists, and perform the shipping and receiving of samples

Medical Laboratory Technologists (MLT’s) are employees who spend the majority of their time analyzing and reporting the sample results on blood, urine, swabs, body fluids etc. They also prepare specimens for pathologists. At very small sites, they also perform MLA duties as part of their job

 

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Patients, lab staff suffer from reduced pathology services at North Island hospitals

If Island Health executives get their way, the new Comox Valley Hospital could lose all of its onsite clinical pathologist services sometime next year, a move that area doctors and elected officials believe will further diminish patient care on the North Island. It’s already happened in Campbell River and wait times for results are getting longer

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After three residents died as an indirect result of a norovirus outbreak at Comox Valley Seniors Village earlier this year, a group of family members of the facility’s residents demanded an investigation and better oversight of the facility by Island Health

Despite Island Health’s efforts, overcapacity still plagues hospitals, stresses staff

Despite Island Health’s efforts, overcapacity still plagues hospitals, stresses staff

Photo by George Le Masurier

Despite Island Health’s efforts, overcapacity still plagues hospitals, stresses staff

BY GEORGE LE MASURIER

This month, like last month, and the month before that and every month since the two new North Island Hospitals opened last year, they have been overcapacity.

So on most days, staff at the Courtenay and Campbell hospitals struggle to find space to put as many as 30-plus extra patients, and the peak hospitalization season that coincides with the influenza season is just getting started.

Overcapacity at the brand new hospitals is not the only critical health care need in the Comox Valley — see the sidebar story on long-term care beds — but it is a serious issue for overburdened hospital workers. And it does not bode well for communities with growing populations, and for whom the capacities of these hospitals were expected to be adequate until 2025.

The new Comox Valley Hospital opened on Oct. 1, 2017 with staff and patients budgeted for 129 beds. It was almost immediately plagued with overcapacity.

Patient numbers soared as high as 178 within a few months, a situation that has continued throughout the year and led to predictable consequences.

Staff trying to care for up to 49 extra Comox Valley patients became stressed and exhausted. They took sick days to recover, which created daily staff shortages and exacerbated the workload problems, according to sources.

Overcapacity also plagues Campbell River Hospital, where the maximum 95 beds were opened quickly and still runs overcapacity.

And it is not good for patients housed in makeshift accommodations at both hospitals.

Dermot Kelly, Island Health executive director for the region, told Decafnation that all hospitals across BC have overcapacity issues, and that the two North Island Hospitals are following an official Overcapacity Protocol.

Kelly said the protocol includes a number of steps to mitigate the overcapacity problems, including “working to reduce the length of stay within hospital, and improve access to care in the community.”

Community access measures include “increasing Home Support hours, implementation of Overnight Care Teams, new specialized services for those with Mental Health and Substance Use Challenges and improved supports for those who are medically frail,” he said.

And, he said the hospitals are working to increase access to Adult Day Programs and respite services “to better support the needs of patients and caregivers in the community.”

And the Comox Valley Hospital recently opened an additional 17 beds, for a total of 146 open beds (of the hospital’s maximum capacity of 153) with increased staffing levels, and moved out 21 long-term care patients, most of them going to a renovated floor at the former St. Joseph’s General Hospital.

Island Health has also increased the number of surgeries at the two hospitals, Kelly said. While that has reduced surgery wait times, it has also increased the number of hospital visits and stays.

But those efforts have so far not reduced patient levels to capacity or below.

The number of admitted patients ranged from 160 to 170 throughout October, reaching a high of 177 on Oct. 12. Those numbers are expected to increase significantly as the annual influenza season gets underway this month.

Sources have told Decafnation that extra patients at CVH have been housed in an unopened section of the emergency room. These patients are on stretchers, without standard beds or the same healing environment as regular rooms.

The Campbell River Hospital also remains dramatically overcapacity, but unlike the Comox Valley it has no unopened space to house them. Sources say patients are parked in hallways.

 

Overcapacity raises staff issues

A CVH source, who requested anonymity, said the overcapacity issues have kept staff morale low.

“We opened up a new ward and the morale is still not wonderful,” a source told Decafnation. “We are overcapacity everyday, and patients are getting discharged too early. I know this because the exact same patients that were discharged are back two days later.”

“People are without beds and there’s a full ward of aging population in the emergency overflow areas,” another source said. “We put elderly people in the pediatric ward sometimes. This causes so many issues.”

For some CVH workers, stress is caused by too many vacant positions, which forces staff into overtime, and because some departments didn’t get extra staff when the last hospital ward was opened.

Kelly said there were 91 vacant staff positions as of Dec. 6 between the two hospitals, which he blamed partly on the region’s rental and housing affordability issues that “directly impacted our ability to fill vacant positions and retain staff.”

Campbell River sources tell Decafnation that their hospital had more than 130 admitted patients last week. The hospital was designed for a maximum capacity of 95.

Campbell River staff are concerned that patient-to-nurse ratios are not being met. Overtime is rampant, they say, and staff is “being run off their feet.”

“Patients are now located in emergency rooms,” the source said. “Third floor sunrooms have been converted to bedrooms and two patients per room is common.

“There are rooms where one of the two patients has an infectious condition that should be in isolation.”

Our source said they feared this could cause a MRSA or similar infection alert.

But Kelly said Island Health’s Over Capacity Protocols ensure safe care in the hospitals.

“In cases of over census, guidelines for care have been developed to ensure we provide the best care possible. Our main goal is to provide safe and effective care in the most appropriate setting possible,” he said.

And he praised the hospitals’ staff as “incredibly passionate and dedicated, sometimes under challenging circumstances.”

 

 

 

 

 

 

NO WORD YET ON PROMISED 151 LONG-TERM CARE BEDS

As a strike by care workers at two Comox Valley assisted living facilities enters its sixth day, many people are wondering what happened to the 151 additional long-term care beds promised by Island Health last year?

The critical shortage of long-term care and respite beds in the Comox Valley continues to cause problems for at home caregivers, many of whom are exhausted and in crisis. And it causes overcapacity issues at the Comox Valley Hospital, where patient s who need long-term care are stuck in acute care beds.

The contract award for new beds is already three months late and, according to an Island Health spokesperson, no announcement is imminent.

Island Health issued a Request for Proposal for 70 new long-term care beds over three years ago, but cancelled it a year later, and issued a new RFP this year. The health authority said it would award contracts by Aug. 31 of this year.

When it missed that deadline, Island Health said the contracts would be announced later in the fall. Now, three months later, the contracts have still not been awarded.

Asked what is holding up the awarding of contracts, Island Health spokesperson Meribeth Burton said, “Awarding a long-term care contract is a complex, multi-stage process. We want to ensure we are thoughtful in our decision because this facility will serve the community for decades to come.”

Island Health could give no date when the awards would be announced.

“We understand the community needs these additional resources and is anxious to learn when the contract will be awarded. We will be able share more details with the community once a project development agreement is finalized with a proponent,” she said. “We don’t have a firm date, but we will let you know as soon as we can.”

Burton said Island Health still pins the timeline for opening the new long term care beds at 2020.

In the meantime, 21 long-term care patients were relocated back to the former St. Joe’s Hospital, which reopened and renovated its third floor to create an additional and temporary long-term care facility. St. Joe’s already operates The Views for about 120 long-term patients. The new facility in the old hospital is called Mountain View.

The move was planned in part to relieve overcapacity issue at the Comox Valley Hospital.

 

 

 

Despite Island Health’s efforts, overcapacity still plagues hospitals, stresses staff

Fully fund N.I. health care, hold VIHA accountable

The independent analysis of the Vancouver Island Health Authority (VIHA, or Island Health) delivered by external consultants Ernst & Young two weeks ago concluded that an electronic health records system implemented at Nanaimo Regional General Hospital (NRGH) was “not properly planned or implemented.”

Consultants also found that the poorly functioning system, known as iHealth, was additionally challenged by “a general climate of distrust in the hospital.”

The Ernst & Young report reinforces the findings of another external analysis conducted by the Vector Group in early November that described the atmosphere at the Nanaimo hospital as “toxic,” an environment caused by management bullying its workers, retaliation and secrecy.

 

FURTHER READING: The Ernst & Young report

 

While those two analyses refer to NRGH specifically, north Island health care workers describe similar situations at the new Comox Valley and Campbell River hospitals.

After a two-month investigation involving multiple interviews with more than 30 different sources at both hospitals, Decafnation has found the facilities were not properly planned and that employees feel the concerns they raised during the process were ignored, and that decisions and information were kept secret. And they now fear retaliation for speaking out.

The purpose of Decafnation’s four-part series was to give these employees a voice in the hope that Island Health executives would start to listen to front-line workers and implement a genuine effort to mitigate the problems that can still be fixed.

And the public has a right to know that our communities didn’t get the hospitals we were promised.

 

FURTHER READING: The four-part series and other health care stories

 

Decafnation urges the B.C. Ministry of Health to conduct external studies at the two north Island hospitals similar those undertaken at Nanaimo, and to hold Island Health executives accountable.

The top executive of the region that includes the Nanaimo hospital no longer works for Island Health. Yet, all of the top executives involved in the planning of the two north Island hospitals remain in place.

 

FURTHER READING: Island Health exec sacked

 

And there’s more that needs to be done.

REVIEW ISLAND HEALTH — An external review should be done of Island Health itself. It’s clear that changes are needed at an organization where such mismanagement is allowed to occur.

RETURN TO LOCAL HOSPITAL DISTRICTS? —  An analysis of Island Health might find that a restructuring of regional health authorities could have prevented these problems. The former B.C. Government merged the province’s 52 local hospital districts into five regional health authorities. The Vancouver Island Health Authority is further broken down into five geographic areas. Geo 1, which includes our two new hospitals is massive, extending  from Courtenay to the whole north Island and portions of the mainland’s upper west coast.

The province used this same logic to break the large Comox Strathcona Regional District into two smaller jurisdictions, and it has improved local governance.

REVERSE THE P3 REQUIREMENT — The NDP government should reverse the trend toward building all major infrastructure projects in the province under public-private partnerships (P3). The new Cowichan Valley Hospital, which is now in the planning stages, should not be built as a public-private partnership.

Numerous studies have pointed out the dubious benefits of P3 facilities, some going so far as to say they are a bad deal for taxpayers.

 

FURTHER READING: P3’s double the cost of government borrowing; The hidden price of public-private partnerships

 

Many of the problems at the two north Island hospitals resulted from private companies pushing decisions during the planning process based on profitability, rather than what would best serve the community or health care workers.

PROPERLY FUND THE HOSPITALS — Planners badly misjudged the necessary capacity at both hospitals. As a result, both hospitals have been overcapacity since they opened and will never be adequate without further expansion. But the low morale among staff could be improved if Island Health properly staffed the hospitals based on reality.

Both north Island hospitals are incurring excessive overtime and most employees are stressed. That’s not a healthy or successful way to run any organization, public or private.

BUILD RESIDENTIAL BEDS ASAP — Island Health’s failure to assess the residential care requirement in the Comox Valley is epic. They don’t seem to know what to do. But those who work in the field of community Health Services know. The Comox Valley needs up to 200 new residential beds immediately.

It will take three years to get a new facility up and running. But with new funding right now, St. Joseph’s could reactivate its award-winning transitional care unit to accommodate the people who need that level of care but who are now taking up more expensive acute care beds at the Comox Valley Hospital. That would help to solve many issues surrounding overcapacity and understaffing.

COMMUNITY HEALTH SERVICES — Unpaid caregivers and those employed in home support programs need more funding. The Comox Valley needs more Adult Day Care programs and more respite beds.

At least a third of unpaid caregivers (usually family members) are in distress because the province isn’t supporting them with greater access to ADC programs and respite beds. They are burnt out, angry, and they deserve better for attending to their loved ones. Not to mention that unpaid caregivers save the province $3.5 billion per year.

SUPPORT ST. JOSEPH’S — The St. Joseph’s board of directors has an excellent vision to create a Dementia Village and campus of specific care for seniors on its former 17-acre hospital site. There should be no conflict between the Catholic-run facility and the Canadian Medical Assistance in Dying law, as 95 percent of patients currently in The Views (St. Joe’s residential care facility) suffer with dementia. And dementia patients don’t qualify for MAiD.

Taking these actions will move health care in the Comox Valley and Campbell River in a positive direction, and diminish the human toll on workers and patients that bad planning has created.

Those responsible for planning the hospitals that fell short of their promises and the community’s expectations should be disciplined.

And the provincial government must reverse policies from former governments that have fostered these problems.

It’s too late (or too early) to renovate our new hospitals, but swiftly addressing these issues will make the best of our given situation and support dedicated health care workers who continue to act professionally and provide the best patient experiences possible.

 

Could Kus-kus-sum go coastal?

Could Kus-kus-sum go coastal?

Photo: A view of the Campbell River estuary as it was in 1989, before restoration. Courtesy of Tim Ennis

 

The importance of the planned restoration of the Fields Sawmill site may well go beyond repairing a blight on the Comox Valley’s image. It’s likely to influence the prospects of a coast-wide approach to replacing multiple forest industry eyesores with ecological assets.

The remnants of early-20th century logging practices can be found all up and down Vancouver Island’s coastlines in the persona of abandoned sawmills, which were almost always located in estuaries.

These shuttered mills that once buzzed around the clock, cutting logs into usable lumber, have fallen victim to government policies that allow the export of raw logs, and to changing industry practices.

In the early 1900s, timber companies moved their logs by rail to larger rivers where they were dumped into the river, boomed, then towed by tugboats to sawmills located in estuaries. While booming adored our beaches with interesting collections of driftwood, it was inefficient and slow.

That practice still goes on in the Fraser River and in the Nanaimo and Ladysmith areas. But most Island logging has now moved toward truck-based transportation. It’s flexible, less expensive more reliable.

The change means sawmills no longer need to be located in intertidal environments. And that, in turn, means there’s an opportunity to restore those shorelines and estuaries to their natural habitat, and create functioning ecosystems for fish and other wildlife.

A view of the Campbell River estuary in 2016, after restoration

If Project Watershed — the nonprofit leading Field Sawmill project, called Kus-kus-sum to honor an ancient First Nations village across the river — succeeds in raising the $6.5 million it needs to purchase the property and restore it, other communities will be inspired to seize their own opportunities.

And there are plenty of them.

Closed sawmills

In Tahsis, there are concrete slabs where two former sawmills once operated on the estuary. They closed down in 2001 and 2003. The Gold River Bowater pulp mill, also located on a river, closed in 1999.

In Port Alberni, the Somass sawmill officially closed in August, but has been essentially shut down for a year. The APD mill there is down to just one shift of workers per day. Both are located on the Alberni inlet.

The Campbell River pulp mill sits empty on about a mile of prime shoreline.

While the loss of jobs devastated those small towns, they have reinvented themselves as destinations for tourism and sport fishing. Reclaiming the abandoned mill sites would help, not hinder, their economic prosperity.

Tim Ennis, senior project manager for the Kus-kus-sum project, believes there may be many opportunities on the B.C. coast to restore former sawmill sites located in estuaries, without negative impacts to the forest economy.

That’s because trucking has replaced marine-based transport as the preferred method of transporting logs and newer government regulations are more restrictive in estuarine environments. So the forest industry doesn’t rely on the use of estuaries as it did in the past.

Campbell River led the way

Project Watershed has viewed the restoration of three sawmill sites in the Campbell River estuary as a model for their Kus-kus-sum project.

Ennis managed the Campbell River project. At the time, he was the director of land stewardship for the B.C. region of the Nature Conservancy of Canada, which purchased the former Raven Lumber sawmill property as well as two smaller operations in the estuary.

He is now the senior project manager for Kus-kus-sum, as well as the executive director of the Comox Valley Land Trust, and brings his experience from much larger restoration projects.

“Compared to the Campbell River situation,” Ennis said. “The Field Sawmill site does not appear to be nearly as complex to restore and offers a huge potential benefit for the community.”

The projects are similar, he said, in that both are being led by nonprofit organizations. One of the Campbell River mills, known locally as Ocean Blue, closely resembled the Field Sawmill site, including a solid wall fronting the river.

But there are also critical differences.

The Campbell River City Council was committed to de-industrializing the river estuary. The city created an estuary management commission, which developed an estuary management plan. That plan included a conscious effort to relocate industrial operations away from the estuary.

So there was considerable political support in Campbell River, which was matched by the city’s financial contribution of approximately 25 percent of the land acquisition costs.

The City of Courtenay, on the other hand, was not the source of inspiration for restoring the Fields Sawmill site. Kus-kus-sum has been primarily driven by NGO and First Nations leadership.

And the City Council has not yet committed itself to any degree of financial support toward acquisition costs.

They have waived property taxes for two years while Project Watershed raises acquisition funds. But the eventual title will name the city as part owners of the property.

Nor has the Town of Comox or the Comox Valley Regional District made commitments, both of which stand to benefit as much as Courtenay from eliminating this eyesore on a main transportation corridor.

Fortunately, the K’omoks First Nations are committed and strong partners on the Kus-kus-sum project.

Not only are the K’omoks chief, council, band administration and Guardian Watchman department onside, nearly every K’omoks band member has signed a petition supporting the cause.

The Campbell River Indian Band was not as active.

If Kus-kus-sum succeeds, it will build on the restoration momentum from Campbell River, and set the stage for a much grander opportunity: to inspire and support the restoration of other abandoned sawmill sites throughout the B.C. coast.

How you can help

Kus-kus-sum needs community financial support in order to leverage the millions of dollars needed from granting organizations and the federal and provincial governments. Their website makes it easy to donate.

 

The Ocean Blue site in Campbell River before restoration

The Ocean Blue site after restoration