Carol Altmann – The Terrier

Tonight, a message to the Lyndoch board from the front line: help.

This entire Lyndoch campaign by The Terrier has had one simple motivation, which is to expect the best of care for our elderly and vulnerable residents.

That must be the priority.

But Lyndoch is drowning.

I have written so much about this, I have shown you so many photographs of the shift shortages, like the one above, and now we are in uncharted territory.

Because Lyndoch, for the first time and unlike any other nursing home in Warrnambool, is facing sanctions unless it gets its act together after failing care standards set by the Aged Care Quality and Safety Commission.

And it’s facing this battle while suffering acute staff shortages and losing more senior staff in one sweep than, I would argue, at any time in its 60 year history.

In the past four weeks the Director of Nursing has gone. The head of May Noonan Hostel in Terang has gone.

At least one nurse unit manager has resigned.

And another two, experienced senior staff last week joined the growing list of those taking extended sick or stress leave. There will be more.

Between them, these individuals have decades of nursing experience that is not easily replaced.

Some Registered Nurses are working double shifts, with the second shift overnight when they are the only RN in the entire Lyndoch complex.

They are tired.

Other care staff are “top and tailing” – starting their shifts two hours early, or finishing two to three hours late, just to help cover the gaps.

Everybody I have contact with is exhausted or upset, but they keep pressing on because they care deeply for the residents.

I could write reams, based on the cries for help that come in each week from Lyndoch staff.

But instead I will convey the message of just one person who summed it all up.

This person has never contacted The Terrier before, but they are someone you need to hear, and we recently spoke for an hour.

They could no longer stay silent, they said, after reading that highly experienced SWHC nurse Kate Sloan had her membership application rejected by the board.

This, they said, proved the board was not listening.

It was not listening to the care staff who have been trying to hold it all together in the hope of change.

Staff have tried to raise their concerns, but if they speak up publicly, comment on this page, or approach the board directly, they are disciplined. (Test: see how many Lyndoch nursing staff comment on this post.)

Lyndoch staff surveys have come and gone.

Secret meetings between Lyndoch staff and local MPs have come and gone.

Senior staff have raised warnings in exit interviews and, in some cases, been brutally direct about an individual who cannot be named for legal reasons.

And little changes, other than staff continue to leave, the deck chairs are shuffled, and the gaps keep getting bigger.

I asked this person at the end of our long conversation what message they wanted to pass on to the Lyndoch Living board:

“I want the public and the board to know that the situation is every bit as bad as what it is.

“The staffing situation has become diabolical…the shortages are near impossible to deal with. What you are saying, it’s happening, it’s telling it like it is.

“The board need to get a sense of the immense pressure the staff are under so please, listen, come down and speak to the staff directly. Please be interested in what is actually going on.”

This begs a question, does the Lyndoch board know what is going on?

Chair Sue Cassidy (Unisexcuts), Vice Chair Kerry Nelson (ex MPower CEO), Treasurer Kane Grant (Sinclair&Wilson), Prof Rob Wallis, Lorraine Mielnik, Ron Page, Andrew Paton (WCC) – do you ask? Are you told? Have you ever met with the non-executive staff?

All good questions for the AGM on 26 October which Kate Sloan, had she been accepted as a member, could have asked, and that is precisely why she wasn’t.

Carol Altmann – The Terrier

Exclusive

Lyndoch Living has failed seven of the eight quality standards for its May Noonan Centre in Terang, after an audit by the national aged care watchdog.

The audit by the Aged Care Quality and Safety Commission in April found Lyndoch was non-compliant in almost half of the 42 benchmarks that make up the eight national standards.

In one standard – ongoing assessment and planning with consumers – the May Noonan aged care home failed on all five out of five benchmarks.

The damning report – released online this week – found a string of shortfalls, including that “staff do not understand what constitutes chemical restraint and actions do not minimise the use of chemical restraint”.

It also found the service “does not effectively manage high impact high prevalence risks including in relation to falls, medication, behavioural and weight management and urinary catheters.”

The audit also found staff do not act in a timely manner to deterioration or changes to a resident’s health.

In one example, a resident had been feeling unwell for several weeks and, despite documentation recording this and the resident’s representative telling staff repeatedly, no action was taken until the resident became feverish.

Only then was the resident assessed by an external registered nurse and found to have urinary retention.

The assessment team also found some information available was out of date and/or incomplete;

instances of directives made by health professionals and not acted upon by staff;

handover information does not include risks;

charting, assessments and care plans were not consistent or current for all residents sampled.

Staff were friendly, gentle and caring, but – once again – the report reveals that there is simply not enough of them.

Staff shortages and qualifications were captured in this pithy summary: “the number and mix of members of the workforce does not enable the delivery and management of safe and quality care and services.”

And this: “The Assessment Team found the service does not demonstrate staff have the knowledge to effectively perform their roles”.

This report follows a similarly damning audit of the Lyndoch nursing home in Warrnambool, reported here in June, which found Lyndoch was non-compliant in three out of four key measures for resident care and staffing.

[From my search of the commission website, Lyndoch is the only aged care home in Warrnambool and Port Fairy to have been found non-compliant in multiple areas.]

Lyndoch Living bought the 40-bed May Noonan hostel in late 2018.

At that time, it had passed accreditation by meeting all 44 of the 44 requirements and was due for reaccreditation in July 2021.

This has now been deferred by the commission until next January due to Covid-19.

This latest report says Lyndoch appointed a new manager to May Noonan in March and that many of the issues were now being addressed, including an audit of all residents, however the assessor determined that because this remedial action was “still in progress”, the home remained in breach.

[You can download the full report here]

Carol Altmann – The Terrier

Lyndoch Living has another outbreak of scabies.

The fresh outbreak in the Garden View wing comes four months after confirmation of an outbreak in the Audrey Prider Centre.

That confirmation in December came after months of complaints from residents and Lyndoch staff about a nasty rash coming and going through APC.

I am unsure about the scale of this latest outbreak, but families of residents in Garden View have been notified and all residents in Garden View are now being treated.

Lyndoch Living was contacted for comment today, but has not responded.

The scabies outbreak comes amid questions over the priorities and direction of Lyndoch Living as it prepares to build a $22 million medical clinic on site to replace the current Warrnambool Medical Clinic in Liebig St.

It also comes amid questions as to why there has been a string of resignations from Lyndoch in recent weeks, including senior executive Dr Ed Rhodes on Monday, and four members of the finance team in the past month.

Carol Altmann – The Terrier

Long-standing Lyndoch Living board member Percy Eccles has resigned.

Mr Eccles, who has been a Lyndoch board member for nearly 10 years, said in a brief comment today that he resigned because he didn’t “feel I could have any more input, other than what I have already done”.

He declined to comment further.

Mr Eccles’ resignation comes as Lyndoch prepares to launch into building a $20-million-plus medical clinic on the former Tomlinson site that will house up to 20 GPs, a dentist, radiologist and education centre.

The ambitious project will be entirely funded by Lyndoch, including via bank loans and borrowing from Residential Aged Care bonds (as is currently allowed under federal aged care laws).

Mr Eccles’ resignation also comes as Lyndoch prepares to announce its new Chief Financial Officer, which will be its third CFO in five years, following the departures of David Knight and, later, Katie Wright who did not return from maternity leave.

Acting CFO Allan Conway – who filled in for Ms Wright – did not apply for the position and has also recently left Lyndoch.

Since Lyndoch first announced its $100 million masterplan in 2016, there has been growing concern over its ability to fund its rollout and the risks involved, particularly around the medical clinic which is due to open in 12 months.

A smaller, interim medical clinic is already under construction at Lyndoch, on the ground floor of the new Swinton Wing.

From what I am being told, there is a growing belief inside and outside of Lyndoch that the smaller medical clinic would be a far less risky investment and the larger medical clinic should be put on hold, if built at all.

In the meantime, we will have to wait and see if the board vacancy is advertised, or if a replacement for Mr Eccles will be appointed behind the scenes, as happened with the appointment of Prof Rob Wallis to replace former racing club CEO Peter Downs.

Carol Altmann – The Terrier

Oh a picture paints a thousand words.

Those of us who live or work near Lyndoch Living have this past week watched – and heard – Tomlinson Wing being razed right down to the last lounge chair left lying on its back in the rubble to make way for a multi-million dollar medical clinic.

Such is the secrecy around our community owned nursing home these days, we don’t know how much this clinic will cost – the last figure I saw published by an engineering firm was $24 million, but the plans have changed several times since then.

This clinic will house up to 20 GPs from the Warrnambool Medical Clinic, which Lyndoch now owns, and – presumably – by hiring GPs from elsewhere. It will also have a dentist, an x-ray and an acute care service.

To date, there has been no public discussion on how the business plan stacks up for such a huge investment, or the risks involved for Lyndoch, or the benefits it will bring to Lyndoch residents.

We are being asked to take it all on trust.

And trust is, frankly, in short supply around Lyndoch right now. That is what happens when you stop talking to the public and instead rely on spin.

Spin is how you turn a deficit into a surplus.

It’s how you get away with sponsoring a horse race and a corporate marquee at the May Races.

And it’s how you gouge up to 44% of a person’s home care package in admin fees.

So far, this gouging has helped Lyndoch build up a nice little nest egg of $3 million in cash.

No wonder Lyndoch is desperate to pump up its home care package clients: they are taxpayer-funded cash cows.

But is it sustainable? Is this really how home care packages are intended to work?

And, worse, is it a house of cards just waiting to crash, especially as the federal govt moves to close these loopholes?

Which brings me to this:

Last financial year, Lyndoch received almost $2 million more in taxpayer funds to pay for home care packages to help people stay in their own homes.

Did it spend almost $2 million more on supplying services?

No, it didn’t.

It spent almost exactly the same amount as the year before.

So where did this extra $2 million in taxpayer funds go?

Good question!

This was among the questions I asked Lyndoch yesterday in the ever-optimistic hope of a reply.

In the absence of any reply, I have perused Lyndoch’s figures and it appears this $2 million has been invested, which helps Lyndoch’s bottom line look better than it is.

The “surplus” for home care packages shot up from $234,398 in 2019 to $2.5 million in 2020.

A ten-fold increase in just 12 months.

The problem is, it’s smoke and mirrors.

This surplus is not Lyndoch’s money: it’s taxpayers’ money, given to Lyndoch, to provide home care packages.

It’s not supposed to be sitting around in a bank, earning interest and plumping up bottom lines.

It’s supposed to be helping people to bathe, or have their gardening done, or buy a new bed, or to supply hot meals, and if it is not being used for those purposes, then something is terribly wrong.

Fortunately the fed govt knows the system is buggered and is making long-overdue changes that it is rolling out as we speak.

A major change is that the home care money will no longer be paid in advance to places like Lyndoch.

It will be in arrears.

And by September, if new laws go through, the funds will only be paid for what has actually been spent, not sitting there waiting to be spent.

In other words, there will be no $2 million swashing around in Lyndoch’s bank account.

Given the demolition of Tomlinson, Lyndoch has a chance to reassure us that none of the changes planned by the fed govt (home care is just one of them) will make a jot of difference to its financial stability and it can plough on with its $100 million masterplan like there is no tomorrow.

If it doesn’t, or it can’t, then we should listen, very carefully, for the sound of the Queen of Hearts falling.

[Note: Lyndoch is about to hire a new Chief Financial Officer: its third CFO in five years.]

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