Carol Altmann – The Terrier

Lyndoch Living has taken to Facebook today to urgently flog off the fencing around the site of its proposed $22 million medical clinic, strongly suggesting work will start within a week.

The big hint? It needs the whole lot packed up and gone by Monday.

And why wouldn’t they be putting the pedal to the metal?

There is nothing like getting a cement slab down to try and shut down growing community concern around the viability of this project.

More than 600 people have now signed a petition started by the “Keep Lyndoch living” action group asking for the State Government to intervene and pause the project until these concerns are addressed.

This petition asks for nothing more than an independent review, just to make sure that this massive investment by Lyndoch – the largest in its history – is sustainable.

But 600 people is obviously not enough to stop the Lyndoch Living juggernaut.

No, it presses on regardless, rolling right over the top of the community concerns and flattening them like it did the Tomlinson dementia wing with its established gardens, vegetable beds and green lawns.

The residents, you will recall, were shuffled off to the spanking new Swinton Wing, where they could peer through the windows at the destruction of their former home.

Grass and gardens are so yesterday, with that “old” Lyndoch slowly being replaced by cement, rooftop gardens, and a medical clinic that could possibly send Lyndoch broke.

And despite being owned by the community, Lyndoch feels under no obligation to explain anything to the community about its decisions.

Simple questions like where is the money for this medical clinic coming from?

What is the benefit to the elderly residents?

Is there a business plan?

What are the expected returns?

Such concerns are dismissed as a beat-up by “troublemakers” or “disgruntled ex-workers” who must be pushed aside quickly if Lyndoch is to move on with its masterplan.

It doesn’t matter a jot that one of those raising the alarm about this clinic is former Acting Chief Financial Officer Allan Conway who has the rare distinction of actually standing up and speaking out publicly for Lyndoch.

That shows a spine, yet Mr Conway’s concerns have so far fallen on deaf ears.

And because those with the power to intervene are choosing not to act, Lyndoch is acting – fast.

But as the petition shows, hundreds of people are prepared to publicly support Mr Conway and, most importantly, the elderly of Lyndoch, and that gives me heart and hope that this fight is far from over, fence or no fence.

You can find the petition here.

Carol Altmann – The Terrier

A short post tonight.

As we know, the Lyndoch Living board has still not answered a series of questions over its plan to pour $22 million of aged care funds into a medical clinic.

This clinic is one of either two things:

an expensive trophy project that could leave Lyndoch in serious financial stress OR;

a certified winner that will directly improve the lives of the elderly and vulnerable residents of Lyndoch.

We still don’t know which.

The “Keep Lyndoch living” * group has tried to get answers from Lyndoch on behalf of the community, but has heard nothing.

It has now started a Change.org petition asking the State Government to intervene and pause the project until an independent review can address all outstanding concerns and questions.

The group will also shortly launch a Go Fund me campaign to seek a legal opinion on the rights of the community in regard to Lyndoch – a sentence which would have been unimaginable just 10 years ago.

As individuals, we have two choices: we can either join the fight for greater scrutiny of this massive project, or shrug our shoulders and leave Lyndoch to it.

No need to guess what this #justablogger plans to do. Over to you.

You can find the Change.org petition here.

*”Keep Lyndoch living” is a grassroots action group formed to become a voice for the community. Its founding members include medical Prof James Dunbar, Helen Bayne (M.Ed. B.Comm) and a former senior investigator for the Inspector-General of Intelligence and Security, Jim Burke.

Carol Altmann – The Terrier

Lyndoch Living’s failure to care for the elderly and frail was kept under wraps for more than a year, during which things didn’t improve –  but got worse.

That little bombshell was wrapped up in MP Dan Tehan’s media statement issued in response to The Terrier exclusive on Tuesday night.

Mr Tehan said the nation’s top aged care watchdog visited Lyndoch in response to a complaint way back in February LAST year.

As a result, the Aged Care Quality and Safety Commission slapped Lyndoch with a non-compliance order for Personal and Clinical Care (aka, the very reason an aged care home exists).

Never fear, Lyndoch assured the commission at the time, they had a plan!

Fast forward 12 months to January 2021 and the commission re-visited Lyndoch to find the situation was not better, but far worse.

How is that allowed to happen?

As revealed exclusively here on Tuesday night, Lyndoch failed not one, but three out of four standards, including using chemical restraint without consent, and failing to appropriately monitor residents after serious falls.

And when it came to staffing, the commission could not have been more blunt: “(Lyndoch had) not ensured the delivery of safe care and services”.

If Lyndoch can’t get this right, what is it there for? To sponsor golf and horse racing?

Lyndoch’s three-year accreditation comes around again in August.

Lyndoch told the paper (it doesn’t respond to The Terrier) that it has an “action plan”, none of which has been detailed or publicly costed.

There is no mention of it on its website.

Once again, we are kept in the dark by a board and Lyndoch executive who are failing to deliver Lyndoch’s core business.

If The Terrier had not been tipped off about this latest report, nobody would know a thing about any of this.

“This” is the neglect that follows as a natural consequence of our nursing home not having enough staff, not having enough qualified staff, getting rid of experienced staff, and staff quitting because they are physically and emotionally exhausted.

At least 120 people have left Lyndoch in recent years, from very experienced and senior operators, down to those who only lasted a year or two.

These are the ever-growing band of alumni dismissed by Lyndoch as “disgruntled workers”, when in fact they are soldiers returned from the battlefield with warnings of what lies over the horizon.

“This” is a consequence of changing priorities where Lyndoch will overload itself with executives, but can’t fix the nurse call-bell system that is still unreliable.

“This” is a culture that will happily see Lyndoch go into massive debt for a new $24 million medical clinic based on an invisible business plan, rather than hiring more hands and hearts on the ground.

This is not the fault of the nursing and care staff: the moral collapse starts with the executive and board who set Lyndoch’s vision and priorities.

Don’t just take my word for it.

Take it from former Lyndoch Director of Nursing Penny Iddon who wrote this on the Terrier Facebook page after the breaking story:

“Poor standards of care are a direct result of poor and inadequate management oversight.

“The Board, the CEO and the senior nursing staff must take responsibility for this appalling result. The Board can no longer bury their heads in the sand and the CEO can’t keep passing the buck.

“After all, what the Auditors reported on regarding poor and outdated care practices has been allowed to continue under their watch which indicates a clear breakdown of systems, protocols and values.”

We have now seen in stark detail this week how Lyndoch is breaking down.

It has broken down in its duty of care.

And there are fears if the medical clinic goes ahead at the scale which is planned, it will break down financially.

How ironic, then, to see the Lyndoch CEO listed among the guest speakers jetting off to at an aged care forum next month in Sydney.

The topic?

Attracting and retaining new talent to revitalise your workforce.

Exclusive

Carol Altmann – The Terrier

A string of failings at Lyndoch Living has been exposed in a damning report by the national aged care watchdog.

A report released by the Aged Care Quality and Safety Commission in March – but which I was alerted to only today – lays out a shocking series of inadequacies recorded after a two-day visit by the commission to Lyndoch in January.

The commission is the peak federal body for assessing and accrediting aged care homes and for handling complaints.

Its assessment team found Lyndoch was non-compliant in three out of four key measures for resident care and staffing.

A separate report released at the same time shows the Lyndoch Hostel section passed on all measures, but an 11-page report into other, unidentified, sections of Lyndoch reveals a story of wounds, falls, pain, lack of consent, outdated records and crying out for help.

The report focusses on five specific residents, and it makes for heart-breaking reading.

Here are some of its findings:

Resident one, who was living with severe dementia, experienced “breakthrough” pain levels daily for three weeks without receiving any further pain medication, pain assessment, monitoring or evaluation;

A pain assessment plan set out by a specialist team was not followed;

The specialist’s recommendation that a pain medication patch be increased was not followed;

This same resident also had several wounds which were not adequately overseen by staff;

In regard to one of the wounds, all four management plans failed to record if the wound was getting better or worse, with boxes on wound size either unchanged or left blank;

Another resident was being given antipsychotic drugs “as required” – which is defined as chemical restraint – with no proof of consent:

“The representative of the [resident] told the Assessment Team that they had not provided consent and were unaware of any potential side effects of the use of the medication,” the report says.

A third resident had a fall and was hospitalised overnight with a significant laceration but, upon returning to Lyndoch the next day, was not reviewed for pain or possible brain injury:

“The Assessment Team found that staff did not undertake a timely review of the consumer’s pain on return from hospital and did not undertake neurological observations.”

This same resident later developed shoulder pain, but an order for stronger pain relief was not processed until two days later, with a GP review three days later.

A fourth resident, who lives with dementia, had an unwitnessed fall, but was not assessed for pain or a possible head injury.

Two days later, the same resident had two more falls which “qualifies” for a CT scan, that occurred.

The report says Lyndoch refuted the assessment team’s statements about this incident and also questioned the accuracy of its findings.

The team, however, stood by its report.

It says “the key points were timeliness of pain review following a fall and whether staff undertook neurological observations. Particularly …. for unwitnessed falls where the consumer could have hit their head…”

A review of records of a fifth resident, who was on psychotropic medication, found the medication records were out of date.

As a result of these incidents, Lyndoch was found to be non-compliant in standards for Personal Care and Clinical Care.

It was also found to be non-compliant in Human Resources and had “not ensured the delivery of safe care and services”.

The assessment team said it witnessed staff rushing tasks and staff walking past a resident who was calling out for help without stopping to offer support or assistance.

A review of the roster across a two-week period found some shifts were unfilled.

It also found failings in infection prevention and control, including:

poor use of personal protective equipment by some staff;

social distancing not always being adhered to by some staff and;

not taking all reasonable steps to prevent visitors who do not meet entry requirements from entering the facility.

Staff shortages and a lack of suitably qualified staff also came under fire:

“the skills of the current mix of staff delivering the care are inadequate and are not meeting the current needs of (residents).”

So there it is in black and white: Lyndoch is failing in its core business of caring for our elderly and frail.

It is failing some of the most vulnerable people in our community and yet there are still those within Lyndoch who will deny, deflect and head to the May Races.

This is not the fault of the exhausted Lyndoch staff.

The buck does not stop with them: it stops with those who decide the priorities of Lyndoch.

Right now, the number one priority for Lyndoch is building a $24 million, 3000sq/m medical clinic with no clear benefit to the residents.

This is how disgracefully lop-sided things have become and how far Lyndoch has drifted from its core purpose.

And so we have reports of wounds, falls, pain, missing records, soreness, sadness and crying out for help.

This is not happening in a private aged care home deep in the outskirts of Melbourne: it is happening in Warrnambool, in a place owned by us, the community.

Why has Lyndoch not told us about this report, apologised for its failings and pledged to do better?

Do we simply shrug our shoulders and say “that’s how it is in aged care” and turn away?

I can’t turn away and I know you can’t too.

We have to be the voice of the voiceless and refuse to accept silence as a solution.

[The commission has set down seven areas in which Lyndoch must improve to avoid any risk to its accreditation. You can read those here. It should be noted the commission says Lyndoch has challenged or refuted many of its findings. You can download the full report here.]

The seven recommendations set down for Lyndoch Living by the Aged Care Quality and Safety Commission:

Areas have been identified in which improvements must be made to ensure compliance with the Quality Standards.

This is based on non-compliance with the Quality Standards as described in this performance report.

1. Establish a system to ensure consumers are free of pain to as great an extent as possible. Establish processes to ensure that reassessment occurs if pain is evident. Ensure that staff charting pain consistently make a record of the existence or not of pain so that any reassessment is accurate.

2. Ensure staff have the skills to manage responsive behaviours of consumers so that care is consistently delivered and delivered in a way that supports the dignity of the consumer.

3. Establish a best practice approach to wound management and demonstrate clinical oversight, so that registered nurses understand the status of any wound at any point in time and can take action if the wound is not resolving.

4. Ensure clinical oversight of unwitnessed falls includes whether neurological observations have been undertaken and that these reflect the service’s policy.

5. Prior to the administration of chemical restraint ensure that all other strategies have been exhausted. Where strategies being used are not successful, demonstrate that other strategies are considered prior to the use of further medication. Ensure records of strategies trialled are specific to the consumer and not generic and demonstrate that clinical staff have a clear understanding of what is working and what is not working. Align staff’s day to day practices with best practice.

6. Ensure the governing body has accurate information on the use of chemical and physical restraint and that consent to the use of restraint is recorded and that any restraint reflects best practice.

7. Establish a system to ensure staff skills and approach to care and services support compliance with the Aged Care Quality Standards.

You can download the full report here.