The GLCCB’s ‘Renaissance’ on Display

Only six months ago, the Gay, Lesbian, Bisexual and Transgender Community Center of Baltimore and Central Maryland (GLCCB) was clearly at the nadir of the organization’s 38-year existence.  The Center’s officials were still reeling from a town hall meeting in July when they endured testy questions from angry members of the community on a range of grievances from not returning phone calls to a lack of transparency to accusations that minorities are not welcome.  The shift in June of the annual GLCCB-run Pride celebration to a new locale was unpopular, which didn’t help the mood.

Earlier in February, the GLCCB had moved to its new headquarters in the city-owned Waxter Center after a controversial sale of its longstanding grayish white four-story edifice on Chase Street that was in dire need of renovations and repairs.  However, the lease prohibited the GLCCB from making any cosmetic improvements to its new third floor suite at the Waxter Center.  The water was not potable; plumbing fixtures were not operational; and other deficiencies rendered the space unsuitable for an “open house” event that would allow the community members to see it as a new beginning for the GLCCB.

Far more grave was the financial situation.  Debt was accumulating from past years’ difficulties.  Income was slow to come in—less than needed to meet salaries and operating expenses.  Complicating that was the diminishing of the GLCCB brand that was partly caused by the Pride snafu.  Naysayers repeatedly characterized the Center as being in a state of “turmoil”.

Instability on the Board of Directors contributed to the increasing PR damage.  Members came and left with such frequency that one’s head would spin.  In 2014 alone the GLCCB had three executive directors—the latest of whom is Joel Tinsley-Hall who continues to hold down the fort after his appointment last October.  An amiable and soft-spoken fellow, Tinsley-Hall became the first African-American to hold that post at the GLCCB.

Around a hundred people with over half being people of color and/or women showed up to welcome back the Center—something that the relentless critics would not have predicted.

“Back in October when I was entrusted by the Board with being the executive director of the GLCCB I sensed not only among those closely connected with the Center but also in the community as a whole, a feeling that it would not be long before we became insolvent and would close the door on our long history,” he told me.

Undaunted, Tinsley-Hall reached out to other organizations and individuals in an effort to partner with them on a variety of programs that form the core of the Center’s mission.  He met with a diverse group of folks with the goal of alleviating concerns, repairing damage and restoring confidence in the GLCCB.  

A new era of transparency with support from the Board emerged, which began when Kelly Neel was interim executive director prior to the hiring of Tinsley-Hall.  The Center’s bylaws, board applications and financial statements are posted on glccb.org.  Also, monthly board meetings have been open to the public.  (It’s curious that similar demands for transparency are not made to other LGBT organizations that accept donations from the community.)

Soon after Tinsley-Hall arrived on the scene, a significant turning point occurred.  Paul Liller, a familiar face in the community and a former Pride coordinator, returned to the Center to once again perform that function.  This is a crucial development as revenues from Pride constitute the largest source of income for the Center. 

A highly motivated dynamo, Liller almost instantly garnered sponsorships for Pride, brought the celebrations back to its previous locales to the delight of community members and businesses, and has set up highly visible events and fundraisers to promote the big weekend of July 25-26.  He has since been hired to be the Center’s development coordinator in addition to his Pride-related duties.

Receiving two grants—from Brother Help Thyself and Gilead (a drug company that produces Truvada for the PrEP regimen designed to combat HIV) didn’t hurt either.  “The grant has allowed me to hire another staff person, and produce more programming for the Center,” explains Tinsley-Hall.

Ribbon cutting at the grand reopening on April 14, 2015

The GLCCB finally persuaded the city to allow at least some painting to take place on the walls of the new space.  That and a volunteer-powered clean-up allowed the Center to hold what was termed a “Grand Reopening” that took place on April 14.  

Around a hundred people with over half being people of color and/or women showed up to welcome back the Center—something that the relentless critics would not have predicted.  The guests were feted to food, wine, a DJ, drag performances and a ribbon-cutting ceremony.  Those attending the free event also included a “who’s who” of local LGBT leaders, signifying the potential for cooperative efforts with the GLCCB.

“With these 100 people in attendance at our recent Grand Reopening I stated that the Center is going through a ‘renaissance’.  I would challenge anyone to recall the last time that many people were seen at the Center,” Tinsley-Hall said.  “The diversity seen in the crowd was also notable.  Various races, genders, socioeconomic statuses were represented, and I was very proud to stand before the community with my husband and daughter.  Our community is so diverse and that must be highlighted and appreciated.”

He credits this new spirit at the GLCCB to having a permanent, full-time executive director, an active Board of Directors with many new faces, new staff members and extraordinary volunteers.  “All of these people are bringing renewed passion, excitement and dedication to the Center and to the needs of our community.”

Gay Life, the monthly magazine published by the GLCCB under the deft guiding hand of editor Daniel McEvily, is more “cheerful, bright and gay,” as Gilbert O’Sullivan would sing.

Yet, Tinsley-Hall cautions that they are far from being out of the woods. “We still have many financial needs and many opportunities to expand services as needed to our community,” he says, “but we are definitely better off today than six months ago.”

Localizing for the Right Reasons

The news that a new equality center was planned for North Baltimore that includes the heavily LGBT-populated areas of Waverly and Charles Village was met by a subtle attempt to stir unnecessary controversy by our local mainstream newspaper.  The teaser tweets relating to their story read, “Former head of GLCCB creating her own LGBT services organization” and “Will Kelly Neel’s North Baltimore Equality Center be a GLCCB partner or rival?”

The implication is that Kelly Neel, who had resigned in October from the Gay, Lesbian, Bisexual and Transgender Community Center of Baltimore and Central Maryland (GLCCB) as interim executive director and has proceeded to launch a new organization, North Baltimore Equality Center (NBEq), is motivated by her departure in an attempt to stick a finger in the eye of her previous employer.

This is simply not true.

To be fair, the environment at the GLCCB prompting Kelly’s resignation last October was, as she described, “tumultuous”.  She believed the Board members at the time did not communicate effectively with her, did not provide needed support, nor did they share her vision regarding the Center’s finances and event planning.  In turn, Board members were not fond of her job performance. 

The permanent job (assuming the word “permanent” is even appropriate) was clearly not going to be hers although her application would have been considered.  She read the handwriting on the wall, saw no chance of reaching common ground, and said adios.  Joel Tinsley-Hall was ultimately selected to fill the position.

Evidence of Kelly’s commitment to the community and not retribution towards the GLCCB was demonstrated by her actions immediately following her resignation.  Instead of leaving the Center bitterly and with her tail between her legs as others in that situation may have done, she meticulously provided a detailed blueprint and set of instructions for her successor to ensure as smooth a transition as possible.  I know Joel appreciated that.

Her biggest gripe as stated in an email blast to her friends and supporters that announced her resignation was not so much the GLCCB but the “culture of disconnect between the various organizations that provide services to our LGBTQ community.”  Kelly lamented the lack of communication and collaboration among the organizations causing some people to be unaware of available services.

If you know Kelly, you understand her passion for helping community members receive services and participate in programs, not trying to compete with other organizations including the GLCCB.  That is one of the reasons she wanted to start an Equality Center in North Baltimore, an area where she resides.  Simply put, Kelly wants to partner with other organizations to help the community.

 “There is a need in our community and I intend to work to satiate it, not to run other organizations out of the game,” Kelly Neel told me in an interview. “Programs are similar to that of the GLCCB because there is a need for these sorts of programs across the city, not solely in Mount Vernon.”  

Indeed, there are AA meetings held at the GLCCB, for example, but AA meetings exist all over the city.  No one entity has a monopoly on a program or service; organizations could and should work together.

“I have met with Joel Tinsley-Hall…and have discussed the potential North Baltimore Equality Center and my plans to include the GLCCB as a partner,” Kelly points out.  “Joel expressed that he is 100 percent on board and would love to collaborate in the future. In addition, I see the North Baltimore Equality Center as a way to bring together the various LGBTQ organizations in Baltimore City to collaboratively tackle the issues our community faces.”

Kelly feels the critical issue of money can be best helped by a shared effort. “In my opinion, if we are all working in partnership towards the same goals, it is much more attractive to potential funding groups and foundations,” she explains.  “Applying for grants jointly and in partnership allows the funders’ dollars [to] travel further, allowing two organizations to serve their community through one grant.”

For sure, funding will be a key to success.  Competing for precious dollars from donors and securing grants is a daunting challenge.  Kelly estimates that $60,000-$65,000 will be needed the first year.  She must overcome that competition with other organizations and selling the idea to a steadily disengaging community.  While responses to a needs survey that coincided with her announced launch have been robust during the early stages, completing a survey and writing a check are two different matters.

Should the NBEq Center become successful, Kelly envisions partner sites around the city to help community member access services and programs. “I think it is important to localize the movement but in a cohesive manner,” Kelly says. “Resources and programs that do not cater to the surrounding community's interest will not be successful. In addition, one central organization becomes less effective if the community it intends to serve cannot reach them. Proximity is a big deal in Baltimore. If I cannot easily and affordably reach your services, I am far less inclined to use them.”

This idea of localization is a good one and is something I argued for on a statewide level last March.  We should decentralize the equality movement and establish local and regional outlets, such as Western Maryland Equality, Southern Maryland Equality, Eastern Shore Equality and the several PFLAG chapters already in place throughout the state to more effectively reach our communities.

Local branches would be better equipped to “put out fires” and deal with corresponding local elected officials, school boards, police departments, and business entities since the folks working with them are neighbors.

Kelly Neel’s NBEq venture would apply this principle and make it easier for community members to benefit from the services and programs offered.  This is a smart approach all the way around and should be supported by our communities.  It is by no means intended to settle scores or create rivalries.