Standing Next to the Fire
Cathleen knew immediately that her staff needed a guide for their reflections, and that that required a specific skill set. She brought on Dr. Linda Bailey, a DEI consultant, to lead her team over the coming months in some tough conversations about the organization was serving and why. One such conversation centered around whether the organization had an obligation to help provide social services for unhoused residents with a great many overlapping physical and mental health needs. Downtown Lansing was not set up to be a social service organization — would focusing on this area of great need pull them away from their core mission and the needs of others within their communities?
Dr. Bailey’s advice for staff, as Cathleen recalls, was the reminder that their role was not to “be the firefighter and fight the fire” but as those standing next to the fire, look at what they could do to help. In other words, lack of specific training, expertise, or even stated mission should never be a barrier to helping where need is the greatest. The team began looking for specific ways they could use their resources and connections to do outreach, and help make social services more accessible to those who need them.
New Downtown Initiatives
The difficult conversation that began with the Kringle Market has spurred Downtown Lansing to take on several new initiatives. They joined property owners and businesses in funding a street outreach team, and worked with partner organizations to raise additional funds to cover year-round services and outreach. The street team is trained to approach unhoused residents, especially those in crisis, and connect them with care and services. Downtown Lansing has also made use of physical community message boards around downtown to highlight information about shelters, free medical and substance use services, and other offerings.
Cathleen and her team have focused on strengthening ties to social service and advocacy organizations that work with unhoused residents. Downtown Lansing has a strong partnership and growing relationships with nonprofit shelters and other groups in the district, and has followed their lead in how best to advocate and serve downtown’s most vulnerable residents. Among other initiatives, they have helped shape a norm among business owners and residents around who to call if they see someone in crisis. Knowing that police involvement can sometimes make a crisis worse, the community has a shared practice of reaching out to frontline service organizations first.
None of this has been easy. Business owners have raised legitimate health and safety concerns. Even deeply compassionate business owners say that unhoused people in visible crisis are driving customers away by adding to the perception that downtown is unsafe. And the sheer volume of need shows no sign of abating: many of the unhoused people are elderly, with health and care needs that even the social service sector is struggling to meet.
What Comes Next?
The Kringle Market ran again in 2023 with greater visibility for nonprofit social service and advocacy partners, but it will likely not be renewed in 2024. Cathleen cites a higher cost due to new, tighter regulations for what’s required to build out temporary commercial spaces. She says, “It’s just not a good use of resources with so many other needs downtown. It does feel like a loss after all this time — it feels like giving up, and that’s been hard.” She says she’s grateful to Downtown Lansing’s Board of Directors who has been deeply supportive and understanding of the difficult questions around the market’s future.
Cathleen points out that for the two years that it was in place, the Kringle Market did achieve many of the initial goals of activating the park, which had been important to the mostly older, low-income residents of the surrounding buildings. It brought more people to Reutter Park at more hours throughout the day. Residents reported seeing less drug distribution and crime, and feeling safer in the park. Market participants pointed to increased sales and visibility for their businesses. For many in the community, that was enough to consider the market a success. But for Cathleen and her team, the picture that has emerged has been a more nuanced one: the market was a moment of growth, the backdrop for a difficult but deeply necessary regrounding in the organization’s values of treating all people as they matter.