Debora Keller, executive director of Bath Housing Corp., is known for her energy and enthusiasm, and in more than a decade at the helm, her persistence. In the effort to create affordable housing in the city of Bath, she says the first success was inviting Nathan Szanton and the Szanton Co. to Bath. That led to the redevelopment of the former Huse School, which resulted in 59 apartments. Szanton followed with the Uptown development, and the two projects served as a catalyst — “the best selling point ever,” Keller says. More recently, Bath Housing served as a connector to forge a partnership between Bath Iron Works and Developers Collaborative for 84 units of worker housing, now under construction.
Mainebiz: Before Bath Housing, you had experience at another nonprofit housing developer, Avesta. Did that experience shape how you approached this job?
Debora Keller: When I began working at Bath Housing, I had worked for four years as a lender with the Genesis Fund and then nine years as a developer with Avesta Housing. Those experiences shaped my approach in several ways. At Avesta, I learned that successful housing development is built on relationships and collaboration.
I also learned the value of persistence. One of the most personally fulfilling projects I worked on was Florence House in Portland, a partnership between Avesta Housing and Preble Street that provides housing and around-the-clock support for women experiencing homelessness. Bringing that project to fruition required years of work, extensive community engagement and earning the support of neighbors and businesses.
By the time I arrived at Bath Housing, I knew I needed to spend time listening before acting, building meaningful relationships and pursuing change in a way that respected the values and needs of residents, neighbors and other stakeholders while also positioning the organization for long-term stability.
MB: When you started, were there cultural or longstanding resistances to development or change? How did you approach those challenges?
DK: Within Bath Housing, I found there to be excitement and openness to change. When I interviewed for the position, we talked about the potential of a local housing authority to not only run HUD-funded housing programs, but also creatively respond to the overwhelming housing issues in the region. Our board was energized and enthusiastic about broadening the organization’s role. I found an immediate partner in the city of Bath as they, too, understood the vast needs. Residents were open to sharing how they came to be at Bath Housing, which inspired some of our new programming. And as we built the staff to work on these efforts, we found they trusted the leadership and loved being part of the organization as it evolved.
MB: How did you get developers interested in Bath?
DK: Bath sells itself. I just had to invite people here to drive around with me. The first success in 2014 was inviting the Szanton Co. to Bath.
MB: In the case of the Bath Iron Works-Developers Collaborative partnership, Bath Housing is not a partner, but rather a connector.
DK: In my view, it showed that we don’t always need to be the developer. Sometimes our role can simply be the one who sees an opportunity and what’s possible and brings the right people together to make something happen.
MB: What sort of leadership traits are important for the work you do?
DK: The work we do at Bath Housing requires a balance of vision, collaboration and persistence. Housing challenges are complex, and there are rarely simple solutions. My leadership started with strategic thinking and creativity — the ability to see opportunities and to bring people together.
At the same time, none of that matters without trust. I try to lead with transparency, honesty and consistency so that staff, residents, partners, elected officials and community members know where we stand and can rely on us to follow through on our commitments. This has allowed us to be a good collaborative partner.
Finally, housing work requires persistence. Projects can take years to move from concept to completion and often encounter setbacks along the way. Leaders need to stay focused on long-term goals, remain adaptable and innovative and celebrate the incremental accomplishments as they come.
