By Rev. Donald L. Perryman, Ph.D.
The Truth Contributor
Understanding comes from immersion, not just observation.
– Unknown
Those who grew up in the distant past and resided in the Port Lawrence, Albertus Brown, or Brand Whitlock Homes still affectionately call them the “Asphalt Jungle.” However, despite this nickname, these low to moderate-income housing projects were anything but wild, unruly or unmanaged communities.
Under LMH’s administrative oversight, the Asphalt Jungle was, more accurately, a place that provided very decent housing for people needing a hand-up. LMH leadership ensured that the properties were well-maintained and that children were consistently busy by facilitating countless activities and programs at the community centers management provided, effectively deterring crime.
Referred to as “The Housing Authority” at the time, LMH also fostered resident pride by organizing beautification contests and supplying flowers and other supplies for the residents.
Consequently, the Asphalt Jungle was a place of camaraderie and genuine community among families. Parents looked after each other’s children, and LMH adeptly mediated and resolved conflicts between the residents.
Perhaps more notably, both residents and management alike held great respect for one another, as leadership stemmed from individuals actively involved in the community. Management walked through projects such as the Brand Whitlock or McClinton Nunn homes, and personally knew residents by name, and their children’s names. As a result, LMH leaders were familiar faces to residents.
However, a dramatic shift occurred when LMH began to overemphasize regulations, particularly after hiring a succession of leaders who were bureaucratic outsiders with no connection to the residents.
Here is a concrete example illustrating the consequences of this disconnect:
In the lobby of the new LMH building last week, Tina Butts and her client urgently sought emergency assistance with a housing voucher and information on housing programs. However, an employee met them with a cold response: “We don’t have any paper forms here for you to fill out or submit, nor can we provide them. All our communications and applications are electronic.”
The client expressed bewilderment because he lacked a phone or internet connection. He was matter-of-factly told, “That’s just the world we live in right now. If you don’t have an internet connection or a computer, I guess it’s hard to get our stuff.”
While it’s true that we live in an electronic society where it’s easier to process clients if they’re in the system, imagine how much better it would be if there was a sense of community. Then, an LMH employee could say, “Let me walk you over there or go see that person in the community resource room. There are two computers right there, and somebody will sit down and help you go through it,” instead of very bluntly stating, “Well, sorry, that’s just the way of the world, you have to go figure it out on your own.”
In essence, LMH’s current approach has devolved to perpetuate a cycle of exclusion and marginalization. This not only contradicts LMH’s mission of providing affordable housing and support services but also undermines the trust and confidence of the community it purportedly serves.
However, if LMH is to truly serve the community’s needs, it must prioritize connection to the client and respect for them rather than focus on the bureaucracy. Otherwise, the people will be left behind by a large but impotent federal agency that’s supposed to help low to moderate-income individuals rise.
Thus, only by bridging the gap between bureaucracy and authentic connection – actively engaging with residents to understand and address their needs – can LMH fulfill its mandate to uplift and empower the community it serves.
However, if LMH is to truly serve the community’s needs, it must prioritize connection to the client and respect for them rather than focus on the bureaucracy. Otherwise, the people will be left behind by a large but impotent federal agency that’s supposed to help low to moderate-income individuals rise.
Thus, only by bridging the gap between bureaucracy and authentic connection – actively engaging with residents to understand and address their needs – can LMH fulfill its mandate to uplift and empower the community it serves.
Enter Rachel Gagnon, who serves as LMH’s interim executive director following the short tenure and departure of Joaquin Cintron Vega, who recently left to lead the Denver Housing Authority.
As someone who has risen through the ranks, from the Sunshine Communities and the Toledo Lucas County Homelessness Board to LMH, Gagnon embodies a deep understanding of the issues facing impoverished communities.
Her direct life experiences, including her tenure in the United States Peace Corps in Morocco, North Africa, have shaped her perspective and instilled a profound empathy for those in need.
Unlike many past LMH executive directors, who may bring bureaucratic prowess but lack a nuanced understanding of local dynamics, Gagnon is deeply connected to Toledo’s people and challenges. Her grassroots approach to leadership prioritizes building relationships and fostering trust within the community—a stark contrast to the detached and bureaucratic mindset that often plagues social service agencies.
Moreover, Rachel Gagnon’s vision for LMH extends beyond addressing immediate challenges; it encompasses a broader agenda of community empowerment and systemic reform. Her recent advocacy for establishing a client resource center within LMH’s premises reflects a proactive approach to bridging the digital divide and ensuring equitable access to services. By investing in resources and support systems for clients, she aims to empower individuals to navigate the complexities of social services and break the cycle of poverty.
The path forward for Lucas Metropolitan Housing (LMH) ‘s quest for a new leader must center on authenticity, community connectivity, and resident empowerment.
Therefore, it is imperative to prioritize candidates who are deeply rooted in the realities of our community, understand and address residents’ needs, and foster trust and collaboration among all stakeholders as LMH navigates the pivotal decision of selecting its next leader.
It’s time to embrace a leader like Rachel Gagnon, who understands the community and champions its rights and aspirations.
Her grassroots perspective, empathy, and commitment to systemic change make her the ideal candidate to restore the organization’s approach while leading LMH into a new era of responsiveness and empowerment.
Contact Rev. Donald Perryman, PhD, at drdlperryman@centerofhopebaptist.org