We have always felt it speaks well for the RP Home when employees choose the Home for their parents. In a similar way, we are pleased to have three former administrators living in the Home. Our most immediate former administrator, Bill Weir, is a long way from being a resident. He remains an active force in our RPWA ministries—although in his new position as chief financial officer.

Dr. John O. Edgar 1964–1969

When John Edgar was administrator, there were 40 employees and 50 residents at the Home. Because the staff was small, he had many duties. In addition to administrative work, he did all the plumbing and electrical work. One night a nurse walked off the job at midnight and Etta Weatherford called to see if Ida Edgar could come over to help. That was the beginning of her working regular shifts.

John and Ida have very happy memories of the employees and residents. John tells the following story:

“We gave Miss McElvane strict orders that she was not to get out of bed without assistance. She was always falling, but fortunately without breaking any bones. She would brag about the number of times she had fallen. One day. I got a call over the intercom to go to Miss McElvane’s room. She had fallen against the door and it could not be opened. I was able to push it open and help her. After she was in bed, I asked her how many times she had fallen. With a twinkle in her eye she replied, “Upon the advice of my attorney, I am not telling you.”

When asked how it feels to be a resident, Dr. Edgar said, “I am glad that someone else [now] has the responsibility.”

Rev. Melville Martin 1969–1978

Mel was administrator during a critical phase in the Home’s history. These were financially difficult years, when inflation reached its highest point in our nation’s history. Operating costs for the Home skyrocketed while residents’ incomes and their ability to pay for their care remained fixed. Most residents had retired before the days of pension plans and were dependent upon their modest savings to meet current living expenses. Many people questioned the wisdom of trying to operate a charitable home under these circumstances. Mel held to the principles upon which the Home was founded and steered a careful course between modernizing the Home’s operation and containing costs.

These were also the beginning years of medical innovation in long-term care. The first state regulations came into effect changing the Home’s operational model from that of a large household to a health care institution. Mel took coursework in nursing home administration and became the fourth person in the Commonwealth of Pennsylvania to pass the state examination for licensure.

These changes took place in a building that was not designed for modern nursing care. Under his direction, the first sprinkler and security systems were installed. Maintenance of equipment was a continuing challenge. Snow removal and grass cutting took place without any power equipment.

Mel enjoyed the many good times of fellowship with the employees and residents. Marian Martin came on board as bookkeeper and shared her husband’s interest in the Home.

Mel has been associated with the Home for so long that it is impossible to limit our discussion to the nine years in which he was administrator. Before coming to the Home, Mel was closely connected to many of the residents as pastor of the Allegheny RP Church. Following his time as administrator, Mel served on the board of directors, was employed as social services director at the Home, and was volunteer pastor to Home residents.

When asked how it feels to be a resident of the Home, he wrote, “Different. Difficult.”

Although they have officially retired, their days are filled with activity. Mel continues his faithful visitation of residents, and Marian lends her musical talents to the many programs provided by the activities department.

Kenneth Sanderson 1978–1981

When Ken and Marjorie Sanderson returned to the United States from their years of ministry in Cyprus, Ken was the assistant administrator at the RP Home until Mel’s retirement as administrator in 1978.

Ken was RP Home administrator during the crisis years when the Home’s aging buildings could no longer pass inspection by our regulatory agencies. The Home was faced with the option of closing or erecting a new building. Ken worked closely with the board of directors as they negotiated with officials in Harrisburg and met with our architects to plan new construction.

These were exciting years when the decision to expand and construct a new building caused everyone connected with the ministry of the Home to rally together in a common cause. Ken’s sense of humor and diligence were great assets as the project unfolded.

Marjorie Sanderson was intimately involved with the Home in her position as dietary supervisor, a position she held for eleven years. Following their retirement, Ken and Marjorie were faithful volunteers at the Home. Many residents were privileged to enjoy a meal with Ken and Marjorie in their home just two doors down from the Home.

When asked how it feels to be a resident of the Home, Ken writes, “Marjorie and I came in 1999. I enjoyed it very much then and now at age 86 years.”
His advice for Margie Hemphill is, “Keep up the good work!”

William J. Weir 1982–2001

Change has always been an important word at the Home. Any institution involved in health care must be ready to adopt new methods and take advantage of opportunities for growth. Bill, during his 19 years as administrator, led the Home through its period of greatest change. The Home doubled in size and opened a skilled nursing unit.

Bill assumed the position of administrator as the building program got underway. He joined the team already in place and worked with the building committee, contractor, and architect coordinating the many complex steps that had to be taken. In just 18 months, two aged buildings were demolished, the 1957 building was renovated, and a new building was added to the complex. Through all this, Bill saw that the Home conducted its normal operations and helped prepare the staff to take the big step of beginning a skilled nursing unit.

Bill looks back on the dedication of the new building in 1983 as one of his happiest memories. He also remembers with pleasure the team work that evolved among the employees as they learned to solve problems and seek new ways of serving the residents.

In the course of his many professional duties, Bill has had the opportunity to observe how other homes operate. He remains convinced that faithfulness to our mission—to serve our residents as God would have us care for our own parents—has resulted in many blessings. He is also thankful for having a board of directors that viewed its responsibilities as an avenue of service rather than a “feather in their cap.”

When asked what advice he had for Margie, Bill writes, “Trust in the Lord with all your heart and do not lean on your own understanding.”

Margaret Hemphill (2001–): Dignity and the Image of God

Margie has been administrator for less than a year, so rather than speak about her accomplishments, we are giving her the opportunity to explain her vision for the Home. This is what she wrote in response to our questions:

You’ve made me think, which is a good thing. I don’t always have time to slow down my thoughts from the crisis at hand to look at the big picture. Being up with a baby at night gives me time to think. So while it is not the most restful vacation, it has been good for me to get away and look at the Home from a distance. [Margie sent this by email when she was away in Connecticut visiting her brand-new grandson, Noah.]

There is no easy way to make the transition from the womb to the world. It’s hard work for everyone involved—including the infant.

Caring for Noah and thinking about the Home brings Isaiah 45:3–4 to my mind. “Listen to me…you whom I have upheld since you were conceived, and have carried since your birth. Even to your old age and gray hairs I am he, I am he who will sustain you.” The Home is a piece of that continuum of care that God provides each one of us from the beginning until the end of life.

It does not matter whether our residents are hale and hearty until their last breath or demented and unable to recognize loved ones; I want their lives to have meaning. I want them to be treated with dignity and compassion.

One of the biggest issues in my mind is maintaining a staffing level that allows for this kind of care. Historically, the Home has maintained staffing at a level that exceeds state regulations. We are also one of the few nursing homes in western Pennsylvania to have a nurse practitioner on staff. My goal as administrator is to remember the importance of staffing. We need the right people and the money to pay them. My prayer is, “Please, Lord, make this possible.”

Without a Christian perspective, there would be no difference between our Home and a good humanistic organization. Our knowing that people are made in the image of God provides the impetus to go the extra mile and treat even the most unloving person with respect and dignity.

Another goal I have is that care be given with knowledge. The staff must have the training they need to move forward into new methods of care. We learn all we can about dementia and how it affects the patient and family. We are keeping up to date on new methods of pain management. We have learned how to care for people without using restraints.

Faith Martin is executive director of the Reformed Presbyterian Woman’s Association. An RP Home feature appears semiannually in the Witness.