Carol Altmann – The Terrier

What’s happening at Lyndoch Living?

It’s been a long time since I have written about Lyndoch Living – our other high-profile public institution which, in recent years, has become an increasingly closed shop – but with its AGM next week, the time is right to dive back in.

I do so under the tight collar of yet another legal action against The Terrier by Lyndoch Living – my third in 12 months.

This one has been running for some weeks now and I can’t tell you much more than that…for legal reasons.

I often wonder how much money has been spent by Lyndoch on hiring the classy Collins St law firm, K & L Gates, to go after The Terrier?

Perhaps this could be one of the questions at the AGM next Tuesday at 4pm?

Another, more pressing question I planned to ask concerned the $2 million budget blowout for the Swinton Wing upgrade and expansion which had its online, virtual opening in September.

The upgrade was reportedly budgeted at $11 million, but came in at $13 million.

Where did the extra $2 million go?

Another important question I was keen to raise related to the recent fire sale of the Waterfront Living swish apartments which, as long-term readers would know, failed to fully sell since being built in 2014.

This is largely because – according to real estate watchers – those on the south side of the “Rolfanna” apartment complex were in the shade and over-priced.

In 2014, the cheapest apartment in this block was $420,000. 

The last one is now under contract, having been listed at $305,000 – a $115,000 nose dive. Ouch.

A bunch of smaller, less salubrious residential units next to “Rolfanna” are for sale for as little as $185,000.

Did Lyndoch need to liquidate some fast cash to move on to the next part of its $100 million masterplan?

Good question!

Except I won’t be asking questions at the AGM, and neither can you.

That’s because the AGM will be online via Zoom and – unlike the virtual grand opening of Swinton Wing – is strictly invitation only and we haven’t been invited.

I have contacted several families of residents to see if they have been invited and no, they didn’t even know the date of the AGM, which once-upon-a-time was advertised widely and weeks in advance.

[I learned the date just last week, after a couple of emails to the Lyndoch media unit.]

Us mere mortals who have not been invited will have to wait for the video recording to be uploaded to the Lyndoch website, which sounds sort of reasonable….except we are still waiting for the video from the 2019 AGM to be uploaded to the Lyndoch website.

More importantly, we don’t get to ask any questions next Tuesday and – I suspect – that is the whole point.

Those who have been following this Lyndoch story from the beginning (last October), know that Lyndoch – despite being community owned and built on the generosity and support of locals – has changed to a Company Limited by Guarantee and is now a very tight shop.

At last count, it had just 16 members: nine board members, the Lyndoch executive and two life members, so every member is from within Lyndoch itself.

As long-term readers know, everyone from the wider community who has applied to be a member these past 12 months, has been rejected for what we might now call the “Peter Schneider clause“, no reason.

Even Vicki Jellie AM and retired lawyer Lynn Hudson didn’t make the cut.

In this climate of litigation, frustration and obfuscation, I feel we have only one choice and that is to appoint our own Member Of Lyndoch (External) to represent us.

So meet Abbey the Airedale Terrier, also known as a Waterside Terrier (which seems fitting), a breed known for being intelligent, outgoing, alert, confident, friendly and….courageous.

Abbey is just what we need in the kennel and she will be sniffing out some important issues in the lead-up to the Lyndoch AGM that still require answers.

If you would like to support the work of The Terrier, please visit the tip jar.

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Carol Altmann – The Terrier

It’s two weeks tomorrow since Lyndoch Living went into lockdown in the face of the Covid-19 virus.

At the same time, as we know, Victoria has strict rules regarding leaving home, travelling or spending time with others, with a bottom line that if it’s not essential, don’t do it.

But where has the Lyndoch CEO, Doreen Power, been these past two weekends since the lockdown began?

Not in Warrnambool, but – according to sources – travelling back to Melbourne, which is where Ms Power has her family home.

This came as a shock to me: that the CEO was not here, seven days a week, standing side-by-side with the staff as they faced a health challenge that could devastate a nursing home if it took hold.

Why, as their leader, would you not be here? If there is a logical explanation, we should be able to hear it.

 

It’s well known in certain circles that Ms Power travels home most weekends – usually leaving Friday afternoon and returning Monday morning – having never relocated her family to Warrnambool as she planned to do, according to a local newspaper report, after becoming CEO in 2015.

In normal times, we might shrug our shoulders and say “who cares?”

But these are far from normal times.

Lyndoch Living is an aged care facility in full lockdown and Ms Power is the CEO of this facility.

Is travelling anywhere out of Warrnambool right now and then returning to Lyndoch the best thing to be doing? Is it essential?

Does the board know about this and does it accept it as being okay?

This is why CEO’s are paid the big dollars, because the expectations on their time are so much greater and especially so during a crisis.

I have checked the fine print for the Victorian travel restrictions and people who have two dwellings can travel between them (such as a parent who works in the city, but commutes home at weekends), but the overarching message is to do so only if absolutely necessary.

Lyndoch Living says as much on its own website: it tells us there are only four reasons for us to be leaving home – food, work, exercise and medical reasons.

We know the mantra and we are all doing our bit, despite all of us missing family and friends and wishing we could just jump in the car and drive.

We can’t.

But the CEO of Lyndoch can, even with Lyndoch in lockdown, and my question is why?

 

I put three questions about this to the CEO and the board chair Kerry Nelson this morning. I have not yet had a reply and will run it in full if I do, although I suspect the questions, as in the past, will be met with silence.

Speaking of silence, it’s also a fortnight since the Lyndoch Living board met to talk, among other things, about how to respond to explosive allegations against the CEO that were contained in a confidential staff survey.

We have heard nothing official since.

This is despite South West MP Roma Britnell saying that the allegations and concerns in the survey mirrored those from people who had contacted her directly over the past months.

And it’s despite the last two places where Ms Power worked as a CEO before being hired by Lyndoch Living – Seymour Health and Plenty Valley Health – both reporting low staff morale during her tenure: that is on the public record.

And yet the Lyndoch board has done nothing and continues to do nothing.

 

Maybe they just don’t believe it.

Or maybe Lyndoch has seen so many staff leave over the past five years that they no longer care whether good, hard-working people stay, or they leave because they have had enough or felt they had no choice.

That must be terrific for staff morale.

And yet the Lyndoch staff, all of them, are now rolling up their sleeves, battening down the hatches and devoting themselves to caring and protecting the frail and infirm residents against one of the greatest health challenges of our time in the Covid-19 virus.

The staff continue to show their professionalism and concern: they continue to show up because they care – first and foremost – about the residents who have perhaps never been more vulnerable.

For this, I send gratitude and thanks to all of the Lyndoch staff and I know you do too.

I am suspending the Tip Jar for the time being and encouraging readers to make a donation to Warrnambool Food Share which you can do below.

Carol Altmann – The Terrier

WORD has it that dozens of Lyndoch Living staff have filled out the recent staff survey with honesty and courage.

This is a huge step, and one taken despite fears of being identified.

The next step is for the full results of this survey to be presented to the Lyndoch board, not just a summary or extracts, but the full picture. The board must demand this be the case.

If Lyndoch plans to be fully transparent to the community, a summary of the survey results and any issues identified should also be made public.

As Dr Bernadette Northeast recently proved by taking on the Warrnambool City Council and going public as a whistleblower, the truth can only be fully revealed if all of the evidence is on the table. It takes people like Dr Northeast and brave Lyndoch workers and ex-workers to ensure this happens.

I have now written 14 stories on the complex and multiple concerns swirling around Lyndoch, having had contact with more than 60 sources from Warrnambool, Seymour and Plenty Valley.

Some of these stories are temporarily unavailable for viewing, and I will leave you to speculate as to why this is so.

What I can tell you is that the concerns around Lyndoch are very real.

People from right across our community, including many past and present Lyndoch staff, are genuinely worried about its new direction and its financial future if plans for a multi-million-dollar medical centre go ahead.

To put it bluntly, they fear Lyndoch could go broke.

Others are worried about staff morale, and the trickle-down affect on residents.

Many are outraged by Lyndoch’s ongoing spending on a horse race and a corporate marquee at the May Races.

I can assure you that I will continue to fight for the full facts on all of these issues to come out.

South-West MP Roma Britnell is also taking action.

Ms Britnell has responded in writing to those who have contacted her with their concerns, saying she is “taking these matters seriously” and has already had “several meetings and discussions on these matters” on behalf of her constituents.

Some people are organising meetings with Ms Britnell for early in the new year.

Others have now lodged applications to become members of Lyndoch, including me, with a decision to be made on these applications at the next board meeting.

Questions have also been put to the Australian Charities and Not-for-Profits Commission on whether Lyndoch’s race sponsorship and building a medical clinic fits with its classification as a charity and Public Benevolent Institution.

The community is mobilised, it is energised and it is – once again – finding its voice.

Lyndoch workers are also finding theirs.

The only voice still missing is that of the Lyndoch board and CEO who, between them, could allay all of these concerns by simply being fully transparent.

What happens with the results of the Lyndoch staff survey, which closed last Thursday, will be the first test.

Carol Altmann – The Terrier

If there was ever a picture of how Lyndoch Living is losing touch with its priorities, it is this one.

This is a linen shelf that should be stacked with towels, sheets and face washers that is almost empty half way through a shift.

This is allegedly not unusual, despite Lyndoch  – a charity – getting geared up to spend millions of dollars to build a “super clinic” on its Hopkins Rd site as part of a $100 million masterplan.

Unbelievably, some nursing staff are cutting up old towels to use as flannels for showering and freshening up residents   – sorry, they are now called consumers – rather than rely on the back-up of wet wipes.

Other staff are hiding linen on Fridays so they have enough towels, sheets and face washers to get through the weekend.

Has it really come to this, you ask? Yes it has, and we need to know about it.

Lyndoch – a charity – has also just signed on to again sponsor the Grand Annual Steeplechase (at a cost of what, $70,000? $80,000?), yet a machine used to pulp cardboard urinal bottles has been out of action for months.

This means the cardboard bottles are carried by nurses across a dining room to another machine for disposal.

These are just some of the cracks that start to appear when a short-staffed system is under rising stress, and, my word, we need to know about it.

In recent years Lyndoch has somehow lost sight of its core business, which is caring for the aged and infirm both in the nursing home and in-home care.

To most residents, this means tasty, nourishing food, having someone to talk to, and being cared for by nursing staff with the time, support and full resources to do their jobs properly.

This should be the number one and only priority for any aged care home, especially Lyndoch.

Lyndoch, we need to remember, is a not-for-profit, benevolent, charitable organisation that was set up more than 60 years ago by the Warrnambool community for the community.

We ultimately own Lyndoch, but it is run by a board on our behalf who, in turn, hire the CEO.

Lyndoch has plenty of money to fulfil its core business, receiving almost $30 million last year in government funds and another $6.1 million from client fees, with net assets worth $51.2 million.

You would think that every dollar would be directed toward the care and comfort of residents, including hiring and keeping quality nursing staff who are paid well, treated well and given all the resources they need to do their jobs well.

But no.

Instead, as I wrote last week, the staff are run off their feet and even when they do the best they can – like cut up towels for face washers – it is not enough.

At the same time, the Lyndoch board and CEO Doreen Power are pressing on with a $100 million masterplan, including borrowing money to build a multi-million dollar medical clinic on site for GPs, dental services and a chemist that nobody has proven is wanted or needed.

And at the same time, the number of admin staff at Lyndoch – a charity – has ballooned in the past three years from 37 to 59, with many having titles straight out of an episode of Utopia:

Director of People and Resilience; Social Inclusion and Entrepreneurial Manager; Operational Support and Improvement Manager; Project Manager Safety and Wellness.

All of those soapy titles and yet the culture is turning toxic and staff morale is sliding to rock bottom.

And then there is a revolving door of consultants who, between them, cost thousands for their expert advice.

I wish I could tell you exactly how much is being spent on consultants, but Lyndoch is yet to release its full financial figures and, given its new-found secrecy around such things, I doubt we will find the answers there.

Lots of really wonderful people work at Lyndoch and terrific things happen there as a result of their efforts, but I also know that so many are struggling to hold it all together.

We can either hold our head in hands, or we can actually hold the Lyndoch board to account and ask “what is being done about it?”

Chair Kerry Nelson has not responded to my questions. There is silence from all the other board members: Sue Cassidy, Ron Page, Peter Downs, Lorraine Mielnik, Percy Eccles, Kane Grant and Andrew Paton.

Are they so bedazzled by Ms Power’s “big vision” that they are not asking the tough questions? Do any board members or Ms Power ever wander down to chat with nursing staff and ask how they are managing?

As I understand it, some nursing staff have never met the CEO after almost five years.

I have never met the CEO and she will not return my calls or my emails, so – again – I can’t tell you Ms Power’s response to any of the above.

This silence is familiar territory to me, but just as with the Warrnambool City Council credit card scandal, I am slowly building a picture and the questions will keep coming because the community created Lyndoch, we care for Lyndoch and we have every right to know what is really going on.

More soon.

If you would like to support the work of The Terrier, please consider throwing something in the tip jar.

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Carol Altmann – The Terrier

Hear that? Alarm bells are ringing and they are coming from inside Lyndoch Living.

What follows comes from talking to dozens of people who have all expressed the same fear: the Lyndoch culture is turning toxic.

Many of the staff at Lyndoch are under so much pressure from staff shortages or low morale that they are starting to crack under the strain, or have already left. Others have been allegedly pushed out.

The images posted here are just a slice of the ‘please help’ messages of the past nine months, desperately asking for nursing staff to fill roster gaps.

Note that these gaps include during the week of the May Racing Carnival, where Lyndoch had a corporate tent and sponsored the Grand Annual Steeplechase (and has signed on again for 2020).

I have to tread very carefully here, because I know each word will be read forensically, but I believe this issue goes far deeper than the staff shortages suffered by many aged care homes across Australia.

What I am hearing is that since CEO Doreen Power took over in 2015, there has been a complete change in workplace culture that has brought an upheaval way beyond what you expect with a new chief.

This upheaval also goes further than nursing staff and into areas like catering, kitchen, supplies, maintenance, finance and administration. I am told that, as a result, up to 80 people have left Lyndoch in the past two years – an extraordinary number by any measure.

For many people, Lyndoch is no longer a very happy place, despite the “good news stories”, #hashtag slogans and Facebook snaps that would have you think otherwise.

The brave people who talked to me took an enormous risk because of fears of reprisals, but they have done so because they care deeply about the residents and for each other.

Tonight I am giving them a voice, because it seems nobody within the Lyndoch executive or on the Lyndoch board is listening.

This is what we need to hear:

So many long-serving Lyndoch staff are no longer there, with some devoting 15, 20, 30 years of their lives to Lyndoch, only to find that they were no longer wanted.

This was not how they imagined Lyndoch would treat them after such service, but their careers ended in ways that left them feeling either disillusioned or, in some cases, devastated.

Many other staff, including experienced nursing staff, have left because they could no longer tolerate the stress and how it was starting to affect their personal lives.

I know the methods that can be used: the unreasonable workload, the nit-picking, the micro-managing, the criticism, the sudden outsourcing of your job, the constant fear of dismissal, the slow wearing down of confidence.

In that environment, people choose to leave, rather than tolerate one more day.

This is allegedly what happened to many long-serving staff at Lyndoch, and to others who thought they had a career path ahead of them, only to have it suddenly fall away.

The stories I have been listening to revealed the same management pattern over and over again and I believe them.

People talked of certain staff allegedly having “targets on their backs” and the fear of who would be next, which is exactly the sort of terror that is designed to keep people silenced.

Others told of distressed staff crying in the carpark as they left work, or as they prepared to enter it.

The old Lyndoch culture, with more warmth, empathy and understanding, appears to have become collateral damage toward a big corporate, pumped-up dream that someone decided was where Lyndoch needed to go.

From the hours of interviews I have now done, I can say the new Lyndoch culture appears to be one infused with bullying, intimidation, gaslighting and a poisonous game of divide-and-rule where some people are looked after at the expense of others.

In this world, not all staff suffer, only some: there are the insiders and the outsiders.

This is how a toxic culture works and it crushes people.

Worse, it can all filter down to the most vulnerable in this story: the residents.

So many people I talked to were wracked with a sense of guilt and “feeling that I let the residents down”, because even if they worked themselves to the point of exhaustion, they felt it was not enough.

It was always the residents they worried about most.

It was not that they wanted more pay, or that they wanted less hours: they just desperately wanted more help.

I have been told there is often just one Registered Nurse on night duty for the entire Lyndoch building – around 200 residents. This nurse is also phoned by staff at the Lyndoch May Noonan Hostel in Terang, when there is often no RN on night duty at all.

I understand that there are only two unit managers for all of Lyndoch: there used to be four.

This means each unit manager is overseeing the care of 100-120 residents – including those with high needs such as dementia, psychosis and schizophrenia – plus overseeing all of the nursing staff.

It’s an impossible task.

Things can get missed, or not followed up, and the leadership that used to be there to support the nurses and care workers – to allow proper shift handovers, guidance and so on – falls away.

To try and cover the gaps, some senior nursing staff in the past 12 months have worked shifts for no pay.

One senior Registered Nurse, who worked part-time, worked for free on weekends at least three times during her contract, because there was nobody else available and it became her problem to fix.

Lyndoch says it is trying to hire more RNs and it is advertising a range of jobs, but word is now spreading that Lyndoch is not the place it used to be.

Highly qualified or experienced aged care staff can choose where they want to work, such is the demand for their skills, and many are not choosing Lyndoch.

They are, instead, choosing Moyne Health, or Mercy, or Southwest Healthcare.

I understand that four RNs hired by Lyndoch over the past 12 months each lasted barely more than a week before before moving on.

All of the above I have put to Ms Power, who, despite winning an award for aged care CEO of the year, refuses to talk to me about what is allegedly happening in the aged care facility she runs.

I have also asked questions of the board chair, Kerry Nelson, which have been similarly ignored.

This on top of its increasing secrecy makes me think that Ms Power and the nine-member board have forgotten that Lyndoch is a public institution, not a private company – at least not yet.

What is unfolding at Lyndoch is unfolding on our watch and we, as a community, need to be asking questions and demanding answers from Ms Power and the board.

To look away and just leave Lyndoch to it is not an option, so I am ringing the bell loudly and I am going to keep ringing it.

More soon.

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