Abstract:

A deep sense of foreboding filled Dr. James O'Connell and his team at Boston Health Care for the Homeless (BHCHP) in October 2014. The Boston mayor's office had just condemned the 64-year-old bridge that provided the only passage to the island in Boston Harbor housing the city's largest homeless shelter. It did not have a long-term contingency shelter plan in place and the city's other shelters were full. With winter fast approaching, O'Connell, who had been serving Boston's homeless population for over a quarter century, feared some of the city's dispossessed would die on the streets from cold. BHCHP would be hard pressed to provide them the medical care they needed. To implement his solution-reopening the Boston Night Center-O'Connell had to overcome the disinterest of BHCHP's traditional allies in the homeless service provider community, who for a number of years had been channeling their energies away from sheltering toward permanent housing solutions. The Boston Night Center's reopening helped achieve an unprecedented feat for the City of Boston: Not a single homeless person died from the elements that winter, the harshest in the city's recorded history. O'Connell parlayed this achievement into city and state financial support for the Boston Night Center for the next several years. How did O'Connell work with stakeholders to accomplish his goal? What could he do to maintain financial support for the Boston Night Center and shelter programs in Boston more generally?

Available from Harvard Business Publishing