This week’s post is about how a small enterprise built on hope and shared commitments can endure and continue to do good. I recently relearned this lesson by attending the 50^th anniversary of Neighborhood Housing Services of Baltimore (NHS), an organization where I had the privilege of serving as its first executive director fifty years ago. 

Geraldine and I gathered on a recent Thursday evening in West Baltimore with over a hundred people who have been, or are now, part of an organization committed to “working with communities to bring social and economic justice to Baltimore.”

NHS started in 1974 as a block-by-block effort to revitalize deteriorating 80-year-old row homes near Patterson Park, and offer homeownership to individuals and families historically denied this opportunity. A fiery 70-year-old Ukrainian-born woman Matilda Koval joined with other neighbors of diverse backgrounds in this southeast Baltimore neighborhood.  These neighbors and representatives from local government, banks and businesses came together to co-create what was called a “partnership organization” aimed at addressing redlining of older neighborhoods. 

What was unique about NHS was that it was built to last; it brought together people who typically became frustrated, and then battled with each other. Through the formation process and early years, the people involved found common purpose and worked together to offer hope to families and neighborhoods.  

I was so happy to see people I had worked with over forty years ago. We told stories of the amazing results that occurred when neighbors connected with needed resources. The spread of neighborhood blight was stopped and healthy communities revived.  Subsequently, the people who live there feel safe and connected. 

Baltimore sadly is a city often scapegoated for its history of drug violence and abandoned homes. Yet every day there are leaders who see a different Baltimore – neighborhoods and the people living in them who have the potential to change. 

Like many of society’s problems, it is too easy to blame the victims. What makes the NHS mission beautiful are the underlying values and principles that guide it. In the 1970s, we didn’t have words like “structural racism” and “economic and social justice”. 

We did know intuitively that every person deserved a decent home and neighborhood. The way to achieve that was to organize neighbors who then got access to resources of all kinds –local people with talents and energy, and capital from businesses and government that were interested in serving the community. 

Hopelessness, cynicism, and despair are easy. It doesn’t take much energy or inspiration to look at a difficult situation and say “Nah, don’t think so. Not for me.” Fifty years ago, I had no idea what I was supposed to do in this new job. I had faith in the people who encouraged me to take it, the people who hired me, and the community leaders I already knew. Together we learned how to make loans to people who couldn’t get bank loans to improve or buy a home. We learned that the physical condition of homes and the streets, alleys and infrastructure mattered, as did how people talked about the neighborhood – its image.  It determined who was attracted to buy homes there. 

Ordinary people inspired and led the change. When Matilda Koval found trash bags thrown in the alley, she put on plastic gloves, dug inside the trash bag to look for an identifying address on an envelope, and knocked on the person’s door, asking them not to throw trash in the alley. She didn’t stop there. She called the head of the City’s Sanitation Department; she told him he needed to visit these dirty alleys, that his people needed to do a better job. Trash was not a simple “blame” issue. It required a “both-and” solution and Matilda understood that; she made it happen. The alleys and streets got cleaner, and more homes changed from absentee-landlord status to being owned by neighbors and friends. 

Howard Scaggs was the CEO of a large savings and loan and was the first Board chair of NHS. He shared leadership with 2 neighborhood leaders – Matilda Koval and Bernie Bohenek. Howard grew up in a similar neighborhood in south Baltimore, thus taking pride in whatever he could do in his words to “build that baby up” – the baby being NHS. His constant question to me as executive, and to everyone involved, was “What’s next?” 

I was reminded at this anniversary celebration that people lead change. They act from some sort of faith and a hope for a better future. Love and service make the change possible. As a result, neighborhoods grow more economically and socially just. Thanks for the reminder, NHS of Baltimore!