Carol Altmann – The Terrier

Does bullying and intimidation just disappear?

It’s seven months since a leaked staff survey at Lyndoch Living revealed poor staff morale and serious allegations of intimidation and bullying that went right to the very top – nothing has been heard of it since.

Was anything done within Lyndoch to address these allegations, and to lift poor staff morale?

This is another question to add to the list for tomorrow’s (27/10) Annual General Meeting, which we cannot attend as it’s by invitation-only Zoom (Lyndoch says a recording will be uploaded later to its website).

It’s a question that should concern us all.

Long-term readers will know that The Terrier has written a series of stories questioning why more than 80 staff had left the aged care home in the past two years, amid allegations of staff being targeted, bullied and devalued.

The special survey was held in response to these stories and the results leaked in March confirmed the toxic environment.

A majority of respondents raised issues of being overworked and under-valued, and claimed management favoured some staff over others.

Two-third of respondents said Lyndoch did not uphold its values, starting from the CEO down.

The survey then went on to report this bombshell:

“A small sample of around 10-15 respondents stated that the CEO’s culture of intimidation, manipulation and bullying greatly impacted their safety, health and wellbeing.

They said they witnessed her bullying others and making decisions in regard to her own self-interests and not the organisation as a whole.”

Sadly none of the allegations in the survey came as a surprise to me, as by March I had spoken to dozens of people who all told the same heartbreaking and terrible stories of being managed out, pushed out, demeaned, isolated, or cut loose.

Lyndoch’s culture, like that of the Warrnambool City Council, had gone bad.

South-west MP Roma Britnell, a former nurse, had been similarly contacted by people seeking her intervention and in March she demanded a meeting with the CEO and Lyndoch board.

Then Covid-19 hit.

And the meeting between Ms Britnell and Lyndoch never happened.

So, I have to ask again, does bullying, intimidation and low staff morale just disappear?

Of course it doesn’t.

As of today, I have never had a response from Lyndoch to requests for a comment on this staff survey, the allegations, or what actions it has taken to address the allegations, but CEO Doreen Power told the local newspaper at the time that she would “take on board” the findings.

Ms Britnell, in a statement, said she continues “to have discussions with Lyndoch Living on a range of matters”, which – I guess – is hopeful.

In the meantime, Lyndoch is about to launch another anonymous staff survey – this one is held every two years – to again take the pulse on staff wellbeing and whether everyone is heading “in the same direction”….rather than, perhaps, out the door.

“I encourage you to be completely honest,” Ms Power has written in an email to staff.

Well, yes, but what happens after the staff are honest, as they were the last time they were surveyed?

That’s what I am hungry to know, as are all those who have left Lyndoch these past five years in less than happy circumstances.

This next survey is being run by Alignment Partners, owned by a fellow named Michael Webb, who has worked in the past with Lyndoch on management-type issues.

So many surveys.

I made a promise to those who entrusted me with their stories that I would not look away until the issues and allegations were addressed and we, as the community who owns Lyndoch, could take comfort that they were being addressed.

It’s the same promise I made to Warrnambool City Council staff who filled out survey after survey for a decade and saw nothing change…until everything blew open.

We may not be able to Zoom in on the Lyndoch AGM tomorrow, but we are watching.

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Carol Altmann – The Terrier

Remember that $1.3 million of public money paid by Lyndoch Living for the  “goodwill” of the Warrnambool Medical Clinic?

Well, the Practice Manager – the chief administrator – has resigned, giving just four weeks’ notice after what I understand is more than a decade in the job.

A big slice of that goodwill is going and is not easily replaced.

This latest resignation also follows two experienced GPs who resigned on the spot last April when Lyndoch laid out its plans as the new owners of the clinic and, I have a hunch, there will be more departures to come.

Nursing and administration staff have also left under circumstances which have been raising questions. (Does this sound familiar to you? If you are long-term readers of The Terrier, it should.)

The alarm bells have been ringing and now the house of Lyndoch is burning and I am not sure how much more the board can just keep explaining it all away.

Smoke? Smoke? That’s not smoke, it’s just a little sea mist rolling up from the mouth of the Hopkins River.

Until this latest bombshell, I had intended to tell you tonight about the official rejections of the latest people who applied to become members of Lyndoch, so I will squeeze this in too.

They include a recipient of the Order of Australia medal, Vicki Jellie, a former south-west MP Adam Kempton (who was once a Lyndoch board member), a former business journalist Steve Hynes (who has applied twice), and a bloke by the name of  Jim Burke, a familiar name on The Terrier Facebook page, who has a tidy little resume which I will repeat here:

“Jim served in the Royal Australian Navy for 24 years in communications and intelligence roles.

On retirement from the Navy, he was employed by Defence Signals Directorate (now Australian Signals Directorate) for 14 years before working for the Inspector-General of Intelligence and Security as a Senior Investigation Officer until his retirement in 2009.

His final roles in ASD and IGIS were compliance and governance related.”

Yet Jim – and Vicki and Adam and Steve and Lynn and all the others – received a  “thanks but no thanks” letter from Lyndoch in the mail.

This is all the evidence we need, surely, to say the membership process has become corrupted by something or someone and is failing to uphold the spirit on which Lyndoch was founded.

Let’s make no bones about it, this is all about keeping power and control.

Because under the Lyndoch constitution, members have voting rights. They can call meetings. They can ask questions at the AGM about things like paying $1.3m for the Warrnambool Medical Clinic. They might even – gasp – try to become a board member.

And Lyndochland™ can’t have that.

But here’s the really shocking bit: the people who are choosing to exclude the community, are from our community, and that is what surprises and hurts locals the most.

The current board is prepared to go along with this charade. Why?

Because it is an absolute charade and it will come crashing down eventually, just as it has when this sort of exclusion and manipulation has been tried elsewhere.

In a small community, you can only get away with it for so long.

I hope the Lyndoch board remembers this: they are the ones who will be held accountable, they live here, they are part of us, and one day they will be asked to explain why those who worried for Lyndoch, who had no motive other than care and concern, were turned away.

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Carol Altmann – The Terrier

Former Warrnambool Racing Club chief Peter Downs has quit the board of Lyndoch Living, having been reappointed for another three years just last October.

I don’t know exactly when Mr Downs* – who moved to Melbourne in September – resigned, but his board profile was on the Lyndoch website yesterday morning and gone by the end of the day.

This is awkward.

Lyndoch now has to fill his spot.

Mr Downs was one of nine board members, and Lyndoch must have at least nine board members under its constitution.

And here’s the catch: to become a board member, you must be first a general member.

Uh oh.

As we know, Lyndoch has only 15 14 members in total, all present and accounted for, including the board, the executive including the CEO, and two life members in Ron Patterson and David Atkinson who have already done their time.

There is nobody else, because, as we also know, nobody has been allowed to join.

No new members = no new board members.

Just yesterday there was a brilliant Letter to the Editor to the Warrnambool Standard by retired lawyer Lynn Hudson, a super-qualified person who applied to become a member of Lyndoch and was flatly rejected.

Her well-credentialled husband was also rejected. (You can read the letter here).

Lynn’s letter pulled back the veil on the farce that has seen a string of smart, caring, well-credentialled people who have applied for Lyndoch membership and been rejected with no explanation.

What an absolute joke. 

Except the joke, if it only were funny, is that the Lyndoch board now has to find a new board member.

It has four choices, only two of which will pass muster. 

One is to hand pick someone that passes the strict criteria for being a Lyndoch board member, which appears to be sit down, don’t ask tricky questions and be bedazzled by the plans to transform our aged care home into LyndochLand™.

Another is to advertise for a board member, which used to happen back in the days of equity, openness and gratitude for a community that loved Lyndoch.

A third is to do both of the above: advertise and then pick the person who has been worded up to apply.

Or…..

Or, the board just happens to have a membership application on its desk right now from one of the most qualified, most decent, most ethical, respected and upfront people in Warrnambool: Vicki Jellie, AM.

What a stroke of luck for Lyndoch Living!

Vicki, as we all know, was the driving force behind Peter’s Project, which saw a multi-million-dollar cancer treatment centre built in Warrnambool.

The AM after her name was awarded in the national Australia Day awards in 2017 as Australia’s Local Hero – a winner chosen out of the whole nation!

And yet here is Vicki, applying along with the rest of us, to see if she is good enough to be accepted as a member of Lyndoch Living where she used to work and where, first hand, she saw the changes that are now the subject of long-overdue scrutiny.

Mind you, I doubt Vicki would want to join the Lyndoch board as it stands. 

There are mounting questions about the direction of Lyndoch, and around staff morale, resignations and sick leave, which rolls on, believe me, except I am unable to speculate publicly as to why.

Mr Downs’ resignation has forced the hand of the board to reveal its true intentions and the next board meeting on 25 February will be very revealing.

We will know whether the board intends to once again be open and honest with the community that built and sustained Lyndoch for more than 60 years, or to remain a place of secrets and, I hope, growing unease.

One thing is certain, the game is up.

*I have left messages with Mr Downs late this afternoon for comment.
If you would like to apply to become a member of Lyndoch Living, here is the form.

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Carol “Alice” Altmann – The Terrier

Take my hand and follow me into the strange, alternative world of Lyndoch Living Wonderland, a sparkly world with a lovely colour palette, and where a deficit is “a good result”.

Lyndoch has just posted its fourth deficit in the past five years, but according to those who sit at the big table, there is no need for concern.

(Caterpillar: I don’t know what they’re smokin’ over there in the boardroom, but I want to try it!)

What’s more, Lyndoch CEO Doreen Power, who was appointed in 2015, has announced – without so much as a twitch of an eye – that we can expect our largest, fully-booked aged care home to run at a loss for another two to three years.

This means that by 2022, Lyndoch will have run at a loss for six or possibly seven years out of the past eight.

(Cheshire Cat: keep smiling everyone, keep smiling! Oh blast, here comes Alice with her practical facts…)

In 2014, the year former CEO Rhys Boyle retired, Lyndoch was comfortably in the black and recorded a $901,214 surplus, which came on top of surpluses in 2012 and 2013.

Here are the figures since:

2015: $208,707 deficit

2016: $130,037 deficit

2017: $846,563 surplus

2018: $1,573,98 deficit 

2019: $398,356 deficit

I think this tells us pretty clearly that Lyndoch is living beyond its means – each year it is spending more than it makes – but somehow an almost $400,000 loss like last year is a “good result”.

No it isn’t. It’s a bad result.

(Mad Hatter: Oh Alice, anyone knows a good result is better than a bad result which is better than a worserer result. Pour me some tea!)

If we push aside the spin and boil it down to the absolute basics, Lyndoch has one important job to do, which is to care for our elderly and infirm, for which it receives money from the Federal Government, the State Government, live-in residents, clients and its own investments.

From all these things, Lyndoch last year received a total income of $38.9 million.

It spent $39.3 million, in other words, it went over its budget…again.

On top of this, Lyndoch also confirmed a slightly awkward piece of news, which The Terrier flagged back in October, which was $11.3 million was wiped off its assets after certain, unnamed buildings were re-valued using a different method that, from what I can see, used market prices.

This is like owning a house you thought was worth $12 million, only to be told it is actually worth $1 million.

(Mad Hatter: Oh who cares? $1 million, $12 million, it’s only on paper! Tear it up and start over! More tea?)

Have a big sip of whatever you are drinking, because now we wade deeper into the forest of figures in search of the bottom line.

In 2015, Lyndoch had total assets of $96.5 million – this is whole shopping cart: the properties, the cash, the residential bond money, the investments, the cups and saucers, cutlery and cars.

At the same time, it had expenses, or liabilities, of $27.7 million, leaving it with a bottom line of $68.7 million.

By 2019, Lyndoch had total assets of $98.9 million – (White Rabbit: clap, clap, wonderful, magnificent! Well done!) – but….it also had liabilities of $47.7 million, leaving it with a bottom line of $51.1m.

This means Lyndoch’s overall bottom line has fallen from $68.7 million to $51.1 million in just five years.

(White Rabbit: Oh. But the cash, dear Alice, what about the cash?)

Lyndoch has plenty of cash: $48.7 million in cash and other investments, except they can’t touch most of it – around $30 million from my reckoning – because it is tied up in residents’ bonds.

(White Rabbit: So I can’t spend it on a shiny new pocket watch? Damn.)

As we know, other things have changed dramatically in the past five years too, including just about every member of the executive team being replaced, from the Director of Nursing, to the Chief Financial Officer, to the Human Resources head, with more than 80 staff having gone elsewhere.

I have since been told by a strong source that my figures are wrong and it’s closer to 120 staff, but I can’t verify this.

(Queen of Hearts: At last, at last, my walk on part…Off with their heads, I say! Off with their heads! Strike up the trumpets!)

No wonder the board wasn’t keen to trumpet all of this news at the annual general meeting last October, where written questions from the public were ignored, because they were not members of Lyndoch.

Anyone who has since tried to become a member has been rejected.

(Queen of Hearts: Close the gates! Don’t let the rabble in!)

And the crazy making thing is that despite these worrying figures, Lyndoch is not tightening its belt, but going on a spending spree: a $100 million masterplan that includes buying two medical clinics for a cost of $1.6 million, including $1.3 million for the Warrnambool Medical Clinic, so it can move them to a medical clinic that it will build.

(Mad Hatter: And don’t forget the horse race! We want to go to the races, so we bought the race! Giddyup Dormouse!)

I am worried, dear citizens, that we who own Lyndoch are being dragged deep into this wonderland and we won’t be able to find our way out, which is why we have to keep going.

(Caterpillar: Ah, chill baby and pass me the pipe.)

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Carol Altmann – The Terrier

I recently learned that Lyndoch Living’s chief executive officer Doreen Power has shares in at least one racehorse with Warrnambool Racing Club chief executive officer, Peter Downs, who is also a member of the Lyndoch board.

Why is this of interest?

Because in early February 2017 –  just four months after Mr Downs joined the Lyndoch board – Lyndoch’s Waterfront Living announced a three-year sponsorship deal for the naming rights to Warrnambool’s Grand Annual Steeplechase.

The deal is believed to have cost Lyndoch between $50,000 to $60,000. (A source has since told me the figure is closer to $70,000).

The always-murky circumstances around this Lyndoch-Warrnambool Racing Club sponsorship deal have just become a whole lot murkier, not least because Ms Power refuses to answer questions about it, or her co-ownership of the racehorse with Mr Downs and others.

Questions sent to Ms Power via email have gone unanswered.

The racehorse in question is a five-year-old, chestnut gelding called Strategic Force that is trained by top Warrnambool trainer Symon Wilde and has, to date, won about $20,000 in prize money. Ms Power and Mr Downs are among 13 owners, including Mr Wilde himself.

As it happens, the horse has been nominated to run in three races at the May Racing Carnival this week.

I can’t tell you how long Ms Power has held shares in the horse, but given it was foaled in 2013, it is quite feasible that it has been for several years and includes the time when the Lyndoch sponsorship deal was struck by the board.

As CEO, Ms Power is not on the Lyndoch board, but Mr Downs is. So is another high-profile supporter of the local racing industry in Warrnambool City Councillor Sue Cassidy.

Most importantly, Ms Power’s connection to the racing industry and her connection to Mr Downs in particular, has never been declared by Lyndoch which, we must remember, is a public institution, not a private company.

This is why Ms Power’s investment in a racehorse with the CEO of the Warrnambool Racing Club is of public interest, rather than what might normally be considered a private arrangement.

When the Grand National Steeplechase sponsorship deal with Lyndoch Waterfront Living was first announced, Lyndoch board chair Kerry Nelson was at pains to point out that Mr Downs was at arm’s length and excused himself from all discussions.

Maybe so, but it still didn’t look good. Ms Power and Mr Downs holding shares in the same racehorse also doesn’t look good.

My Mum lived at Lyndoch for the past nine years, and I can’t speak highly enough of the hard-working staff who made her life so comfortable right up until her final breath, but I could count a dozen ways that $50,000 or $60,000 could be spent productively within Lyndoch rather than on a jumps race.

This is especially so when the point of the sponsorship – to help sell the Lyndoch Waterfront Living apartments – has not worked as hoped and several apartments remain empty. The entire second stage of the project is also on hold.

This is the final year of the steeplechase sponsorship deal and, no doubt, Lyndoch will be offered the opportunity to re-sign.

If it does, the circumstances surrounding the decision are now more transparent, even if the sponsorship itself is still questionable.

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