Situation:
The Beacon, a nonprofit that provides many varied services for individuals experiencing homelessness in downtown Houston, planned renovations for the showers used by clients visiting The Beacon’s day center. The showers had provided dignified, private hygiene for thousands of people but had not been updated since the building opened 15+ years ago. Several supporters stepped up to pay for the much-needed repairs.
Challenge:
The construction equipment and noise would make it too dangerous to keep the building fully operational throughout the renovation. But The Beacon sees hundreds of people daily, providing two hot meals a day, mail and laundry services, case management, and more. How could they keep serving some of Houston’s most vulnerable people during the overhaul, prevent people from suffering outdoors in the scorching August heat, and avoid reputational risk?
Solution:
Full-scale scenario planning months in advance, messaging for all platforms, crafting crisis responses, and helping convene a task force of nearby agencies, downtown partners, law enforcement, and outreach and mental health staff. Purpose: to coordinate a two-week service diversion during the renovation so individuals’ daily needs could be met nearby, to get buy-in on the plan with stakeholders, and to quash any rumors that the organization might be closing its doors.
Results:
Renovations finished on time, and hundreds of individuals received essential services at nearby agencies. The Beacon also made additional upgrades inside the building while the Downtown Management District repaired the street and sidewalk outside the building. The endeavor strengthened downtown alliances, prompted unsolicited donations, avoided media criticism of the temporary closure, and even resulted in a positive story highlighting The Beacon’s mission and the upgrades.