The Pioneer Project
Our Vision: A culture of aging that is life affirming, satisfying, humane and meaningful. We recognize our need to create ways of living and working together differently from the traditional models. The Pioneer Network supports models where elders live in open, diverse, caring communities. Pioneers are working for deep system change by other evolutionary and revolutionary means, using Pioneer values and principles as the foundations for change. Change in the individual's and society's attitudes toward aging and elders; change in elders' attitudes towards themselves and their aging; change in attitudes and behavior of caregivers toward those for whom they care; and in-depth change in systems require change in government policy and regulation. We refer to this work as culture change. Our aim is nothing less than transforming the culture of aging in America.
The above statement of vision is taken directly from literature from The Pioneer Network. The Illinois Department of Public Health has endorsed this movement. The focal point of this movement is to move from the traditional "medical" model of care in long-term care facilities to a more resident-centered "social" model. The social model encourages and welcomes residents to have individualized care to the maximum extent possible in a home setting through changes in environment, schedules, and resident care. The goal is to change the culture within the facility by restoring control to the residents and creating an environment that is a more socially and biologically diverse human habitat. 
Hallmark House Nursing Center in Pekin has undertaken this culture change in the beginning stages in several different areas. The main change has come about in the dietary service. Traditionally, long-term care food service has consisted of a tray line, where the same meal was served to all residents. It might have been altered mechanically to meet the need of the particular resident, but all were served essentially the same meal, with one substitute available. At Hallmark House Nursing Center, the entire kitchen was revamped, new equipment installed, and staff trained in a totally different way of cooking. Equipment not normally found in traditional long-term care kitchens, such as a char-broiler, deep fryer, and cold station for making sandwiches and salads, as well as a cappuccino/hot chocolate machine and a juice bar were installed. The residents can order the special of the day, or from a menu that includes anything from an omelet to surf and turf. The kitchen is open 24 hours a day, five times a week, and from 5 a.m. to 8 p.m., twice a week. Residents may eat at any time during the day. The staff was retrained from large batch cooking to individual order cooking. Staff from all aspects of service have been trained to take orders and serve the residents in the dining room.
Hallmark House Nursing Center adopted "Octavian" from the local animal shelter in February of 2006. He immediately became a part of the facility's family. On several occasions, he has altered the staff when a resident fell or was trying to leave the building. He stays with the residents and barks for the staff to come. He brings so much joy and love to the residents, families, staff and visitors.
The residents and staff planted a garden this spring and have reaped the benefits by eating tomatoes, onions, peppers, green beans and radishes this summer. The comments of "This is from our garden" are truly rewarding to all.
We are also offering resident choices regarding their care, bathing, sleeping, and other aspects of their life. Life here is truly "Resident Centered". Assessments and plans of care reflect the resident's choices, taking into account all strengths, weaknesses, risks, etc., into consideration; and the facility's creativity, resourcefulness, and ability to reach some sort of compromise to accommodate not only the resident's wishes, but their need for care.
For the past four years, Hallmark House Nursing Center has provided care using a unique care delivery model called Care Management*. This model was developed in 1985 by a practicing nurse clinician/manager in a long-term care setting and is best described as a modified primary care model. It is an aggregate of the positive aspects of primary nursing, team nursing and the social worker's case management role of the early 1970s. The primary focus of the role is nursing accountability with resulting positive resident outcomes versus the more traditional "task completion" focus. This system of care delivery involves significant revision in the roles nurses have traditionally assumed in the skilled nursing setting and involves a paradigm shift in thinking by all facility staff. The nurses here at Hallmark House have embraced this style of nursing and have become very close to their residents and families. This is just one more aspect of how we truly value our residents and provide individualized care. The families are considered to be part of our team of care providers, and their input is invaluable to us in the formation of our plan of care for their loved one.
These beginnings of culture change are proving to be a wonderful experience for our residents. Staff are learning to be adaptive, and are offering suggestions of their own. We have much more to implement and feel we have made big strides in providing our residents with as much choice as possible, and look forward to offering even more in the future.
Lynn Brady R.N., Administrator
(309) 347-3121 ext. 224
Rosi Stambaugh R.N., Director of Nursing
(309) 347-3121 ext. 230
Cindy Sarver L.P.N., Admissions Director
(309) 347-3121 ext. 223
Laurie Hill, Social Service/Marketing Director
(309) 347-3121 ext. 223
Lorie Lawrence, Activity Director
(309) 347-3121 ext. 226
Chuck Trueblood C.D.M./C.F.P.P., Dietary Supervisor
(309) 347-3121 ext. 233
Ryan Walsh, M.D., Medical Director
(309) 347-3121 ext. 245
*Judy Smith, MSHSA, GNP, BSN, RN
(303) 814-0384