Activism Key to Preserving The Future

CONTINUED FROM PAGE 42

understand that significant effort would be needed over the long term. From 2-5 years could be expected for our work – as far as we were concerned this was not going to be over, lost and done quickly.

By Nov. 7, 2018, vacant key roles were filled and the CAG team welcomed Tony Joosse and Dr. Tom Estall as co-chairs. It was really important that our diverse community was represented by co-chairs with the experience, reach and expertise to have impact - able to fully commit significant time over the long term.

Tony, as a lifelong Grimsby resident has proudly supported the West Niagara community in many roles. He has worked at a local company since 1980 moving into a senior executive position in 1997, spent time on Grimsby Town Council, and acts as an effective political influencer to serve community needs. Tony is a steadfast supporter of WLMH through family connections starting with being born at the hospital.

Tom, as a retired physician brought his experience in primary care and emergency medicine along with his deep knowledge of the Ontario health care system. Dr. Estall practiced in rural, community and academic settings during his career. His passion for WLMH and years of experience in the medical field continue to bring a significant contribution to the CAG.

The CAG three co-chair team was introduced at the Nov. 13, 2018 community meeting. By this time, HHS had taken notice and engaged with us. Our voices were being recognized as our organization matured over a matter of weeks.

It soon became obvious that WLMH had advocates across a huge area, beyond the borders of West Niagara. We worked to meld diverse input on how to move forward strategically and effectively. A big part of the work was to let the community know what they could do to help and how personal actions could create impact - Don’t Stand Down Until there are Shovels in the Ground!

Collectively, we were able to change the course of HHS planning for the hospital.

By the end of November 2018, promises were made by the province and HHS that there would be a rebuild – with shovels in the ground by 2022. As a community – this was a promise we’d heard before. It was up to us to make sure that WLMH got its long-promised rebuild!

Our tag line for the time, “Celebrate but remain Vigilant!”

The CAG’s strategy, leadership and communications teams continued community actions. Thousands of CAG engagement actions were organized between fall 2018 to today to change the course of the hospital’s future. Throughout 2019, the CAG volunteers stayed connected with the community at schools, arenas, churches, libraries, with seniors’ and community groups as well as at chamber of commerce meetings and more.

So much was accomplished!

All community sectors acted in support.

The team, especially on the political front, kept up important conversations to make sure there was no backsliding on provincial promises, HHS work and municipal funding came through to keep moving towards the new hospital.

Tony’s involvement has been critical with his unwavering and constant presence in the political arena through powerful but respectful representation of our community’s needs.

Tom has been the critical eye and voice of health care system experience. He connected with medical professionals, clinicians and influencers to raise awareness and bring input into the CAG’s strategic planning.

No one should underestimate the effort needed to change the course of big system planning. However, it can and has been done this time – the WLMH rebuild will have shovels in the ground in 2022 – next year – and you can believe it.

This incredible journey needs to be recognized as an amazing representation of effective community activism. 2020 deserves special mention.

By spring the corner was turned for the CAG as provincial and HHS commitments solidified. Collaboration and alignment of goals for WLMH’s future were coming together on all fronts with funding commitments also being secured. Of course, 2020 also brought the unique challenges of the COVID-19 pandemic.

Many issues kept us working within the community and engaging with HHS but layered on was our community’s ongoing efforts to let our local health care providers know how proud the community was and is of the efforts and role they are playing to fight the pandemic.

Moments stand out that represent our strength as a community. Our community knows how to rally to the WLMH cause –

that’s for sure. In the first three weeks of our journey, almost 1,000 people signed up to stay connected to the issue and be called upon to volunteer. Hundreds if not a thousand letters and emails launched towards the provincial government and HHS within the first few weeks of our community’s response. The petition to “Save & Rebuild” WLMH gathered over 18,000 signatures in a matter of a week and were delivered by MPP Sam Oosterhoff to the provincial legislature. It took a small army of people hustling to get the petition in front of the community to raise awareness and reflect the community’s position. Lawn signs, buttons and posters were in high demand as residents and businesses wanted to declare their passionate support. Handouts, presentations and more were developed by the team to make sure there were options to let people know how they could affect WLMH’s future. With short notice of a road trip by Premier Doug Ford, volunteers raced out, putting up 2,000 lawn signs across West Niagara in advance. Headquartered at Cole’s Florist, over the weekend of Nov. 24, 2018, more than 25 volunteers worked in the pouring rain - often door-to-door - to blanket major roadways. It was definitive that our collective community wanted action! When Premier Ford drove through West Niagara, a few days later - the signal was received: we would not stand down. What an inspiring weekend – it seemed like almost overnight – WLMH Save & Rebuild signs declared our intent for all to see. Our collective actions had immense influence proving once again no community is more passionate about its hospital. We knew from the beginning that the journey would be long, not a matter of months, and that dedication of significant personal time would be necessary. At this point, apologies are offered. Few volunteers or groups are named specifically – only because the list would fill multiple pages. In the community, you know who you are and the critical role each of you played. All actions were important; all efforts needed. A heartfelt thanks to all of you! What an end to this journey – and an amazing and almost unbelievable start to a new one...rebuilding WLMH. One Team. One Dream. Magazine July 2021 43

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Sincere gratitude to all of the medical & service staff of our West Lincoln Memorial Hospital for their dedication and commitment AND my utmost thanks to ALL supporters who contributed to the dream of our new WLMH. You’re all champions. One Team. One Dream. Reg Freake Town of Grimsby Councillor, Ward 1

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Care, services & technology all evolved greatly over last quarter century

By Dr. Joan Bellaire

As West Lincoln Memorial Hospital looks forward to our long-awaited new build it makes one reflect on my 25-plus years as a family physician in the community.

WLMH has grown with our community and changed in many ways, but the culture of caring has remained our strength.

When I started at WLMH in 1995, patients coming to the Emergency Department were so few that it was staffed by only a few ER nurses during the day.

The ER/family physician worked off-site in their local clinics - coming down to the department when needed.

Our high patient volumes today require two overlapping physicians in the afternoons and evenings with both working non-stop on the complex and sick patients coming to our ER. We had roughly 31 active medical staff then where presently WLMH has grown to 71 medical staff.

Our patients now benefit from the varied skill sets and expansive support that each of us can provide within the hospital.

Twenty-five years ago, we managed all patients presenting with a heart attack locally by starting clot busting medications in our local ER and then admitting them upstairs to our ICU to be closely monitored for over 7-10 days.

Now - with the new standards of care - we transfer most heart attack patients to the Hamilton General Hospital Cardiac Cath lab to dislodge the clot surrounding the heart, many of whom then can be discharged back home within a few days.

Previously, patients who were diagnosed with a clot in their lungs were admitted for treatment with IV heparin, but the resulting risk of bleeding required hospitalization for up to a week.

Now we treat patients with a new blood thinner in the form of a pill started in the emergency department and they can go home that same day. It is amazing how much has changed and how much our knowledge has grown in the last quarter century.

With the advancement of medical treatments and people taking care of their own health, we are seeing an increasing number of patients who 25 years ago would not have lived as long. The result is that our hospital now treats patients with many complex medical issues - often requiring specialized assessment and care. As a result, we now require double the number of Internal Medical specialists at WLMH to support our complex medical patients.

When I graduated from medical school, no one told me a global pandemic would be something I would ever have to worry about. Unfortunately, working in the medical profession in the past 25 years has led me to experience three different pandemics - SARs (2003), H1N1 DR. JOAN BELLAIRE (2009) and now COVID-19. When the SARS pandemic was declared in Canada, we had so little information about it or processes to control its spread. One evening in our ER - at a time when SARS had already killed many patients and many family physicians in the Toronto area - I remember assessing a sick patient who had travel exposure wearing the full white hazmat suit that I just learned how to don for the first time the day before. I recalled the fear I had for myself and my colleagues while treating patients when we knew so little about how to manage the disease and exposure to it. But our experiences with the SARS and H1N1 pandemics allowed the medical professionals to learn from these experiences which assisted in the development of safety protocols during the COVID pandemic. This present pandemic required many of