A Queens Project that Does it Right

Building Movement Reflection. Case Study: Queens Community House

I read the case study of the Queens Community House (QCH) published by The Building Movement Project (www.buildingmovement.org).  Values of inclusion and social justice were the building blocks of this organization when it was established in 1975. QCH satisfied the mandate of having a community-wide, “inclusive” element as part of a low-income housing project spearheaded by then-governor Mario Cuomo. Over the years it has grown to reach over 20,000 residents at 21 different sites, and is no longer solely the focal point of the original Forest Hills community where it began.

Reading the case study, I was struck not only by the power of its leader, Irma Rodriguez, but of its flexibility as an organization to change with the times and therefore, succeed.  Despite the cynicism that is often prevalent in discussions about social service organizations, Queens Community House is a shining example of how to do it “right.” By reaching out to other organizations to form coalitions, by offering programs that empower their residents to act on their own behalf and by demanding that their own staffers actively commit to community building, QCH illustrates that human service organizations can make a huge impact on the people they serve. It is a great example of a mission driven organization that evolves from one generation to the next and illustrates the importance of organizing growth in order to sustain the organization itself. When they veered too far from their original core values, they course corrected. It took a great leader—Irma Rodriguez – to recognize that they had gone off kilter and bring them back on track, on numerous occasions.

On a personal note, I have been to the Forest Hills community that first launched QCH and have interviewed residents there as part of various political campaigns I helped. Mario Cuomo, Ed Koch, David Dinkins, even Mike Bloomberg have all taken credit for the good that has come out of these Queens projects. It had been my experience that many of these projects looked great at campaign time, but had little true, sustaining value to the communities they were meant to serve. My initial reaction, as I began reading, was wondering if the “true” political side of the story would be present. It wasn’t; but reading this case study gave me renewed hope.

“We see services as a means, not just as an end,” says Irma Rodriguez, Queens Community House’s executive director. I believe her. They‘ve gone back and forth over the years in terms of what took center stage: social services or tenants’ right s or community building or advocacy for families and children. The bottom line is, since their inception in the 70s, they have faithfully maintained their goal of being a connecting body within the community. They’ve been an active collaborator; flexible enough to change with the times, deepening their relationship to the community and helping the community stay intact. Kudos to Irma Rodriguez! Long live the Queens Community House!