Preface: How Far We've Come

The phone rang at our Maryland headquarters. At the other end was a staffer at NISH, a national nonprofit agency whose mission is to facilitate employment opportunities for people with disabilities. She asked: "Can Melwood be ready in 60 days to take over the janitorial cleaning contract for the United States Naval Academy?"

Like lightning, two thoughts flashed into our minds. First: This contract will bring us to over 1,000 contract services employees, the majority of whom have intellectual disabilities. Second: Getting ready in 60 days will be a stretch.

Still we answered without hesitation: "Yes! We'll do it."

"Yes." That's the word that gave birth to the organization that would evolve into Melwood. Our roots go back to 1963, the year of the dream. It was still a dark era for people with Down syndrome and other intellectual disabilities. They were commonly warehoused in state institutions, even by well-meaning families, and "warehoused" is not too strong a word.

Employment for people for intellectual disabilities? The answer back then was an emphatic "no." Community residential housing? "No." Opportunities to contribute to the social and economic welfare of society? "No." Saying "yes" to the abilities of people with intellectual disabilities was beyond that era's thinking, but not for Melwood. Still we faced an uphill battle. It's no surprise that our first headquarters were housed in an Army surplus tent.

The flashback continues. I arrived on the scene in 1966, fresh from Peace Corps service in Brazil. Bringing a background of social caring and entrepreneurial skills, I would become Melwood's president and CEO, a position I was honored to hold until my retirement in 2007.

And so Melwood took root. People with intellectual disabilities began to learn to work by working, earning their own income to augment limited public funding and community donations, and, most of all, enjoying the dignity and self-respect we all deserve.

Literally, Melwood blossomed. The period saw the founding of the American Horticultural Therapy Association, whose life-affirming processes help people with disabilities find themselves psychologically — as well as finding meaningful employment. As we developed the ability to earn additional income (to subsidize inadequate "fees for service" and to support non-fee programs and services), we added a staff uniquely attuned to social entrepreneurism and built a board of directors that wasn't afraid to take risks. We took the approach that it is not just acceptable but essential for a not-for-profit organization to make profits in support of its mission. The money we make goes back into providing services.

The following years had a few rough spots. We learned through the hard knocks of experience. We grappled with the challenges of managing a growth organization. Nonetheless, we solidified our identity. Social entrepreneurship became the financial engine that would drive Melwood into the future and allow us to control our own destiny . . . .