Los Angeles County Department of Homeless Services and Housing Town Hall
Dec. 15, 2025
Community Design Session Report
Sarah Mahin Inaugural Director, Department of Homeless Services and Housing
Agenda
Overview of the Community Engagement Process
Design Area presentations
Review of HSH Org Chart
Breakout groups
Next steps & close
Welcome & Housekeeping
This call will be in webinar format
We'll have polls and breakout groups for feedback
Please use the "Chat" feature for any questions
Change well project team
Connor Johnson
Senior Consultant
Elena Fiallo
Managing Director
RebeccaWatson
Managing Director
Alisa Orduna
Lead Consultant
Anna Bialik
Lead Consultant
LaCheryl Porter
Lead Consultant
K.O. Campbell
Apryle Brodie
Senior Project Manager
Senior Consultant
Adria Brodie
Danielle Tobey
Senior Consultant
Senior Project Manager
LAND ACKNOWLEDGEMENT
The County of Los Angeles recognizes that we occupy land originally and still inhabited and cared for by the Tongva, Tataviam, Serrano, Kizh, and Chumash Peoples. We honor and pay respect to their elders and descendants — past, present, and emerging — as they continue their stewardship of these lands and waters. We acknowledge that settler colonization resulted in land seizure, disease, subjugation, slavery, relocation, broken promises, genocide, and multigenerational trauma. This acknowledgment demonstrates our responsibility and commitment to truth, healing, and reconciliation and to elevating the stories, culture, and community of the original inhabitants of Los Angeles County. We are grateful to have the opportunity to live and work on these ancestral lands. We are dedicated to growing and sustaining relationships with Native peoples and local tribal governments, including (in no particular order) the:
- Fernandeño Tataviam Band of Mission Indians
- Gabrielino Tongva Indians of California Tribal Council
- Gabrieleno/Tongva San Gabriel Band of Mission Indians
- Gabrieleño Band of Mission Indians – Kizh Nation
- Yuhaaviatam of San Manuel Nation
- San Fernando Band of Mission Indians
- Coastal Band of Chumash Nation
- Gabrielino/Tongva Nation
- Gabrielino Tongva Tribe
Los Angeles County’s
Land Acknowledgment
LABOR ACKNOWLEDGEMENT
We recognize and acknowledge the labor upon which our country, state, and institutions are built. We remember that our country was built on the labor of enslaved people who were kidnapped and brought to the US from the African continent and recognize the continued contribution of their survivors. We also acknowledge all immigrant and indigenous labor, including voluntary, involuntary, trafficked, forced, and undocumented peoples who contributed to the building of the country and continue to serve within our labor force. We recognize that our country is continuously defined, supported, and built upon by oppressed communities and peoples. We acknowledge labor inequities and the shared responsibility for combatting oppressive systems in our daily work.
Community Agreements
- Assume good intent and take accountability for negative impact (“ouch” and “oops”)
- Share airtime (take space, make space)
- Practice active listening (with empathy)
- “I” statements; speak from your own experience
- Respect confidentiality: take what resonates and apply, but leave who said what in the room
- Everyone's an expert regarding their own experience, but they don’t represent the entire group
- Be vulnerable to learning something new
- Take care of self
Overview of thecommunity engagement process
Change Well Project's Role
CWP is supporting the County’s commitment to people, providers, and public accountability by facilitating a community engagement process that is inclusive, accessible, and grounded in real-world expertise. Our role is to facilitate input and elevate insight from across the community and build consensus to ensure the department is built on a strong foundation of collaboration, effectiveness, and accountability.
Community Engagement Process
Summary Report & LA County Ongoing Report Back
Discovery Phase & Community Engagement
2-Day Community Workshops
Countywide Community Engagement Report Back
Virtual Community Report Backs
Cross-SPA Synthesis Workshop
June - August
September- October
November
December
Discovery Phase
Discovery Phase
Summary Report & LA County Ongoing Report Back
Discovery Phase & Community Engagement
2-Day Community Workshops
Countywide Community Engagement Report Back
Cross-SPA Synthesis Workshop
Virtual Community Report Backs
Priorities during Discovery Phase:- Synthesizing past reports & community recommendations as a foundation for the two-day workshops
- Receiving and integrating feedback on the proposed community engagement process
- Surfacing the issues that are high priority for each region or community to discuss during the two-day workshops
- Working with regional coalitions and collaboratives to nominate representatives to participate in the two-day workshops
Discovery Phase: Engagement Dashboard
Community Priorities
New Department Formation & Structure
Oversight & Accountability
- Ensure clear goals, operations & transparent success metrics
- Build geographic presence along with systems approach
- Create transparency & accountability in contracting, resource allocation and outcomes reporting
Coordination & Collaboration
Recognize unique vulnerabilities & needs
Equity & Inclusion
- Ensure equitable access through policies, practices & funding models
- Address equity in funding & resource allocation with community input
- Create clarity in communicating HSH role and roles of system partners
- Prevent duplication of effort & encourage collaboration
- Develop outreach strategies, housing options & support services that are tailored by population and are culturally responsive
two-day community workshops
Community Engagement Process
Discovery Phase & Community Engagement
Summary Report & LA County Ongoing Report Back
2-Day Community Workshops
Virtual SPA Report Backs
Cross-SPA Synthesis Workshop
Countywide Community Engagement Report Back
One two-day workshop held in each SPA across September and October
“The ideas for change have already been conceived of...all we needed was someone to ask the questions.”
- Workshop Participant
Design Areas
Strategies to Reduce Disparities
Foundations for Success
Feedback & Ongoing Co-design
Collaboration& Partnerships
Systems & System Performance
Each Design Area had 3-6 Design Question options
a\
The Roadmap
Digging into Challenges
Each design group was first asked to share what was working and wasn't working around the design area before starting to draft solutions.
Design Prototyping
one for each of the challenges selected
2-Day Community Workshops
SPA 2
SPA 1
SPA 4
SPA 3
SPA 8
SPA 7
SPA 6
SPA 5
Workshops Dashboard: Overview
"I'm finally feeling that we are being heard, and that there's really change on the horizon."
- Workshop Participant
Design Area Presentations
Strategies to Reduce Racial Disparities
Racial Disparities Design Questions
How can we best ensure that a wide range of community voices and perspectives are included in the design and implementation of strategies to address racial equity? What would representation look like within the new department? How does the new department make sure it is building services that integrate and support the unique needs of specific populations? What approach, framework, or processes can the new department use to ensure that its policies, practices, and programs are culturally responsive to the unique needs of diverse populations experiencing homelessness?
SPAs 1, 2
SPAs 3,4,6,7,8
SPA 5
Background
Before beginning the design work, each group reviewed the key data insights and the equity framework used by the Leadership Table for Regional Homelessness Alignment (LTRHA) equity subcommittee to develop the region's equity goals.
Key Data Insights
Equity Framework
Equity Goals
Challenges to Solve For
Design Synthesis 1
Create the Infrastructure within HSH (SPAs 2, 3, 4, 5)
Design Synthesis 2
Strengthening Community Partnership and Leadership (SPAs 1, 2, 4, 6)
Design Synthesis 3
Expanding Service Access and Mobility (SPAs 6, 7, 8)
Foundations for Success
Foundations for SuccessDesign Questions
- What specific actions can the Department take to ensure that all service providers, regardless of size, have the support they need to deliver effective homelessness services?
- How can the Department streamline and improve its administrative processes (e.g., contracting, payments) to reduce administrative burdens and allow providers to focus more on service delivery?
- How can the Department equip all providers with the tools and resources needed to collect and report data through consistent data collection processes of key outcomes?
SPA 1,2,4,6,7
SPA 3,8
SPA 5
Challenges to Solve For
Funding, Contracting, and Administrative Burdens
Data Collection, Systems, & Technology Challenges
Organizational Stability & Capacity Challenges
Transparency & System Coordination
Training Quality, Access, & Standardization
Here you can put an important title, something that will captivate your audience
Step 1
Step 2
Step 3
We are visual beings
Narrative beings
Social beings
We can understand images from millions of years ago, even from other cultures.
We tell thousands and thousands of stories. ⅔ of our conversations are stories.
We need to interact with one another. We learn in a collaborative way.
Design Summary
SPA 1 Program/Funding Source Launch Process
SPA 4 Menu of Provider Supports/Equitable Contracting Processes
SPA 6 Tiered Equity-based Contracting Process
SPA 2 The Hope Hub
SPA 7 Strengthen County-wide service delivery & Funding Coordination
SPA 8 Streamline Contracting & Payment Processes
SPA 3 Streamlined Process from Funding Through Lifecycle
SPA 5 Human-Centered Data Processing
Synthesis Results
HSH should adopt equitable contracting practices and processes in order to ensure that contracts with providers are adequate to cover the cost of services and to reduce financial and administrative burdens on providers. Some recommendations for equitable contracting practices for HSH to adopt are:
- HSH advances 80% of monthly contract costs to provider with reconciliation within 60 days (continuing CEO-His current practice).
- Advance technical support for smaller organizations to enter the contracting process such as through a small organization incubator program.
- Simplify contract renewal processes by creating folders of standard renewal documents (similar to how RAMP has stored files for organizations).
- Longer, multi-year contract terms if performance metrics are met.
- Create a requirement that 25% of contracts go to small providers (a small provider preference for a % of contracts).
- Identify a percentage of funding available for administrative costs when ramping up a new program.
- Create a process to engage providers and others when contemplating major program changes.
- Ensure that any significant changes that impact contract obligations are communicated in writing.
Synthesis Results
The Hope Hub: Create a free centralized training portal/hub for homeless service providers in LA County. This portal/hub will:
- Make available trainings that occur both virtually and in-person
- Increase organizational capacity of homeless service providers in LA County
- Leverage county and community training resources to lessen the burden on providers to train their staff
- Could also be used as a community resource accessible to residents
- Resources available through The Hope Hub:
- Technical Assistance
- Systemic Barrier Busting
- Clinical Support
- Workforce Development (Provider Staff Level)
- Integration Station
- Housing triage
- Invoicing/Contract Consultation
- Capacity Building (Provider Agency-Level)
Feedback & Ongoing Co-Design
Feedback & Ongoing Co-Design Questions
What mechanisms could the new department put into place to work collaboratively with the community to prioritize funding allocations, design/modify programs, review contract goals and scope of work, and implement policy pivots?
Not selected
SPAs 3, 4, 5, 6, 7
Lack of accountability and transparency is a recurring theme. People in need of services, frontline service providers, and even system partners face challenges in accessing information about available services program eligibility, and intake/referral processes. How might we ensure that the Department provides transparency and accountability?
How might the new department increase transparency, about available programs throughout the county? When there are key challenges, realities, and limitations of the system, how should the new department communicate these more clearly to the broader public?
SPAs 1
How can the new department build and use evidence about what works to improve programs and guide funding?
SPA 2
Challenges to Solve For
- Lack of Clear, Accessible, Low-Barrier Entry Points into the System
- Fragmented, Inconsistent, and Privileged Information Flow
- Limited Transparency, Accountability, and Real-Time Responsiveness
- Weak or Uneven Community Engagement Infrastructure
- Siloed Systems, Weak Collaboration, and Lack of Integrated Service Delivery
- Structural Funding Gaps & Need for Rightsized Local Investment
Design Summary
Antelope Valley Care Campus
Local Control
HEAR L.A.
SPA 1
SPA 2
SPA 3
A bold, centralized care campus model that offers system integration, long-term infrastructure, multi-sector collaboration, and opportunities for regional buy-in, sustainability, and scalable expansion — grounded in input from people with lived experience and frontline providers
A city-centered model that empowers local jurisdictions with direct contracts, increased funding, transparent data, and shared platforms—enabling tailored, collaborative, and locally responsive solutions across LA County.
A regionally grounded rapid-response model that combines triage, customer service, and a uniform grievance pathway into a dedicated unit—strengthening responsiveness, reducing bottlenecks, supporting both providers and clients, and easing burdens on case managers.
Design Summary
Resources, Opportunities, Outreach, Fact (ROOF)
LA LINC (Local Integrated Network of Care)
SPA 4
SPA 5
A deeply authentic, lived-experience–centered model that prioritizes person-centered data, multiple feedback pathways, ongoing engagement, transparent communication, and real feedback loops—creating a responsive, community-driven system.
A user-friendly, tech-enabled centralized hub that integrates all homelessness system information into an accessible, transparent, and accountable platform, improving navigation for clients, providers, and the public.
Design Summary
Front Door Solutions
Community Defined Doorway
SPA 6
SPA 8
A highly accessible, mobile, and community-rooted model that leverages trusted local institutions—especially faith-based organizations—to reduce barriers, expand front-door access points, and deliver holistic, co-designed, collaborative support where people already are.
A highly collaborative, regionally flexible model built on strong cross-department teams, trusted SPA-level intermediaries, lived-experience leadership, transparent information-sharing, and inclusive community coordination—offering a feasible and responsive structure for local decision-making and system navigation.
Dr. Garcia
Collaboration & Partnerships
Design Questions- Collaboration & Partnerships
SPA 3, 4, 6, 8
Question 1 How can the Department foster collaboration among nonprofits, local grassroots organizations, faith communities, government agencies, and residents to create a more integrated, coordinated response to homelessness? Question 2 How can the new department support regional coordination and strategies that leverage investments across the service landscape, reduce duplication of efforts, and maximize participant movement through services?
SPA 1, 2, 5, 7
Challenges to Solve For
Themes included system fragmentation, resource scarcity, lack of transparency, and inequities, alongside the need for stronger collaboration, accountability, and community engagement to improve service delivery and outcomes.
System Challenges
- Fragmentation & silos
- Limited resources
- Coordination gaps
- Inconsistent funding
- Leveraging resources across systems
Collaboration & Partnership Needs
- County-Level Support
- Shared Responsibility
- Integration
- Feedback Mechanisms
Governance & Accountability
- Transparency of decision-making
- Diffuse leadership
- Equity in addressing disparities
- Community voice
- Accountability
Opportunities for Improvement
- Empowering providers
- Resource connection through integration
- Efficiency gains
Design Synthesis 1
Centralize leadership in HSH to lead & convene cross-department and cross-sector leadership to break down silos, leverage resources, and reduce duplication of effort.
SPA 5 recommended creating a Multi-Sector Leadership Council convened by HSH to replace current structures. SPA 8 designed a cross-departmental Agile Team at HSH that would problem-solve, innovate, and integrate services.
Design Synthesis 2
Create a SPA-focused team at HSH that is engaged in bi-directional communication and problem-solving with SPA coalitions, providers and the HSH team.
SPA 8 recommended creating a dedicated HSH Collaboration Team that is accountable and responsive to each regional (SPA) community. SPA 3 designed an HSH Division of Collaboration that is on-the-ground, acts as an integrator, listens closely, and helps resolve challenges at the SPA level.
Design Synthesis 3
Each SPA will need an inclusive, centralized coordinating body to work alongside the HSH team to map resources, strengthen relationships at the SPA level, and create intentional, bi-directional relationships.
SPA 7 recommended that a centralized SPA coordinating body is determined locally but each SPA coordinating body shares common goals and meet quarterly across all SPAs. SPA 1 designed a strategical regional coordination model to strengthen cross-sector partnerships. SPA 8 envisioned SPA collaboration that would focus on unifying around shared goals.
Unique Designs
Designs to help coordinate across regions guided by community priorities
Resource and information dashboard
SPA 6 created an LA Collective Impact Council that will unite nonprofits, faith communities, city and COG representatives, community members and advocates and provide a shared voice on making recommendations to HSH and other County departments. SPA 4 designed a Partnerships Team, funded by HSH, that is structured around need-based hubs and coordinates services and resources guided by community priorities instead of being restricted to a single geographic area.
SPA 2 proposed a public and provider-facing dashboard that enables community members to search for resources and providers to find and share resources. Providers would meet quarterly along HSH SPA leads.
Systems & System Performance
System and System PerformanceDesign Questions
How can the new department best serve TAY?
SPA 5
How can the new department best serve families and households with minors?
SPA 8
What does a transparent and simple rehousing system look like?
SPAs 1,7,&4
How can the new department build and use evidence about what works to improve programs and guide funding?
SPAs 3,4&6
How does the new department make sure it is building services that integrate and support the unique needs of specific populations?
SPA 2
Challenges to Solve For
Data Quality, Visibility & Insight
Equity & System Coordination
Data Collection/Use Isn't Person Centered
- Too much data collected from people
- Administrative burden of duplicate data entry
- Major data systems (HMIS & CHAMP) don't talk to each other
- Lack of visibility into system
- Poor or incomplete data
- Weak understanding of participant journey
- Duplicate data entry
- Difficulty connecting funding to real-time outcomes
- Lack of local representation
- Inequitable distribution of resources
- Lack of regional expertise
- Lack of local decision making
- Lack of clarity around budget authority
- Need for strategic allocation of funds
- Communication challenges across cities and county
Here you can put an important title, something that will captivate your audience
Step 1
Step 2
Step 3
We are visual beings
Narrative beings
Social beings
We can understand images from millions of years ago, even from other cultures.
We tell thousands and thousands of stories. ⅔ of our conversations are stories.
We need to interact with one another. We learn in a collaborative way.
Design Summary
SPA 4 Universal data system integrating HMIS/CHAMP
SPA 3 Quarterly Regional Covening Structure
SPA 2 Community Oversight Board
SPA 1 Regional Satellite Office
SPA 5 Young Adult & Youth unit within HSH
SPA 6 Follow participant journey to improve
SPA 7 Client-facing portal for experience
SPA 8 Access points across the County
Synthesis Results
Human-centered methodology to examine participant journey to improve process and enhance what works
Quarterly regional convening structure in each SPA to review and make decisions
Universal data system integrating HMIS & CHAMP with client- and provider-facing portals
Co-design process with decision making matrix to guide local funding allocations
Here you can put an important title, something that will captivate your audience
Step 1
Step 2
Step 3
We are visual beings
Narrative beings
Social beings
We can understand images from millions of years ago, even from other cultures.
We tell thousands and thousands of stories. ⅔ of our conversations are stories.
We need to interact with one another. We learn in a collaborative way.
Unique Designs
Young Adult and Youth (YAY) Unit within HSH
Access Care Expedited (ACE) Access Points Across System
Community Oversight Board
Regional Satellite Office in SPA 1
A Community Oversight Committee Board (COB) made up of community members most impacted by homelessness, including families, TAY, immigrants, and formerly incarcerated individuals. It will work in partnership with departmental management to guide accountability, transparency, and community-driven decision-making.
A Regional (Satellite) Office in Service Planning Area 1 (SPA1) – Antelope Valley, as part of the new LA County department’s strategy to deliver localized, responsive, and equitable services to one of the most underserved areas in the county
This unit will advocate for, design, and coordinate services tailored to youth and young adults (age 16 to 30), ensuring their unique needs are recognized and addressed through process improvement, innovation, and collaboration across county systems and community partners.
No wrong door approach – with multiple points of access: - People can self-refer - Kiosks and access points in each city - All Providers and municipalities have access to enter the universal referral form into the data system
Suzette Shaw
Terrence Little
Closing Reflections
Common Design Principles
- Create Low-Barrier, Multi-Access Entry Points: Design a true "No Wrong Door" system with simple and inclusive pathways that welcome all people.
- Transparent, Real-Time Information & Communication: Ensure clear, honest, and timely communication across department, agencies, partners, and the community.
- Practice Continuous Community Engagement & Shared Power: Operate through continuous, multi-modal community engagement & shared decision-making.
- Strengthen Cross-Sector Collaboration & Inclusive Partnerships: Bring all partners to the table and foster a culture of collaboration across departments, agencies, and community organizations.
- Advance Care-First Approaches: Normalize practices that center dignity, humanity, and anti-criminalization.
- Invest in Sustainable Infrastructure, Workforce, & Accountability: Build long-term capacity through stable funding, professionalized staffing, regional flexibility, and strong accountability mechanisms.
Workshops Dashboard: Regional Designs
Cross-SPA Reflections
SPA 2: "We can create conditions that make participation beneficial for Tribes and aligned with their goals."
SPA 1: “Outreach approaches that are frequent, formal, and consistent provide real-time and reliable feedback."
SPA 3: “The person who loves their vision of community will destroy community,
but the person who loves those around them will build community.”
SPA 4: “How much all of us advocates share the same likeness in wanting to share, amplify, and remain involved in advocacy”
Cross-SPA Reflections
SPA 6: “I believe, in our community. I believe our community can rise to the challenge and embrace the concept of radical hospitality."
SPA 5: "It has been great to be part of a process that is so intentional about making real progress"
SPA 7: "The (workshop) process captured the hopefulness of where we are going.”
SPA 8: "The synergy across SPA 8 gave me hope."
Poll
Breakout Groups
Questions for Breakout
- Where do you see clear alignment between the community designs and the draft county org chart?
Next Steps& Close
Thank You
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• SPA 1 community members proposed Regional Community Advisory Boards that would be a subcommittee of the homeless coalition with compensated representatives (lived experts) who help shape funding priorities and planning decisions.
• SPA 2 community members proposed community engagement through regionally based standing community boards
• SPA 4 proposed ongoing community engagement, leveraging existing homeless coalitions, affinity groups, lived expert boards
• SPA 6 community members envisioned a reconstitution of the Regional Housing and Accountability Council (RHAC) to connect data, funding, and oversight across departments and community partners.
2. Strengthen Community Partnership and Leadership (SPAs 1, 2, 4, 6)
Central to many of the designs was the creation or leveraging of community advisory boards or committees that would be tethered to and continuously engaged by any new unit tasked to address equity across HSH. The boards would be engaged to provide feedback on data collection, analysis, visuals, evaluation design, best practices, training, standards of care, racial equity strategies, and funding recommendations.
Here you can put a highlighted title
What you read: interactivity and animation can make the most boring content become something fun.At Genially, we use AI (Awesome Interactivity) in all our designs, so you can level up with interactivity and turn your content into something that adds value and engages.
Here you can put a highlighted title
What you are reading: interactivity and animation can turn the most boring content into something fun. At Genially, we use AI (Awesome Interactivity) in all our designs, so you can level up with interactivity and turn your content into something that adds value and engages.
Here you can put a highlighted title
What you read: interactivity and animation can make the most boring content become something fun.At Genially, we use AI (Awesome Interactivity) in all our designs, so you can level up with interactivity and turn your content into something that adds value and engages.
Building Equity Infrastructure within the LA County Department of Housing and Homeless Services (SPAs 2, 3, 4, 5)
• SPA 4 community members proposed a Cultural Care Unit (CCU). A dedicated division to coordinate culturally responsive strategies for populations most affected by homelessness, The CCU would partner with community advisory committees and tribal governments, oversee culturally grounded training and standards of care, and maintain feedback loops to ensure policy and funding decisions reflect community guidance. • SPA 5 community members highlighted the value of a CQI Cultural Responsiveness Framework to ensure accountability and continuous improvement are sustained beyond individual initiatives.
• SPA 2 community members recommended creating a Strategic Initiatives Unit to align operations, funding, and evaluation practices around racial equity standards.
• SPA 3 community members called for a Culture, Education & Inclusion (CEI) Division and workforce training systems that embed cultural competency and equity checkpoints into hiring, development, and policy review.
Here you can put a highlighted title
What you are reading: interactivity and animation can turn the most boring content into something fun. At Genially, we use AI (Awesome Interactivity) in all our designs, so you can level up with interactivity and turn your content into something that adds value and engages.
Here you can place a highlighted title
What you read: interactivity and animation can make even the most boring content fun.At Genially, we use AI (Awesome Interactivity) in all our designs, so you can level up with interactivity and turn your content into something valuable and engaging.
Here you can put a highlighted title
What you read: interactivity and animation can make the most boring content become something fun.At Genially, we use AI (Awesome Interactivity) in all our designs, so you can level up with interactivity and turn your content into something that adds value and engages.
3. Expand Service Access to target populations (SPAs 6, 7, 8)
SPA 7 community members envisioned a Mobile Community Care Unit that brings multidisciplinary teams directly into neighborhoods, reducing barriers created by geography, transportation, and systemic exclusion. The model emphasizes partnerships with small, culturally rooted community-based organizations and rotating pop-up events to reach residents who face barriers such as language, transportation, or fear of criminalization. • SPA 8 community members developed the concept of a Community Ambassador Framework to embed trusted local representatives as ongoing bridges between systems and residents.
The third theme proposes strategies that can be implemented in partnership with communities to reduce disparities by increasing access to the housing system, specifically for populations that may have barriers to accessing services. • SPA 6 community members proposed a central Equity Hub supported by satellite provider offices and a mobile community unit that travels to residents where they are, a digital app, and an access portal, the nucleus of the system, connecting clients, providers, and administrators in real time.
Here you can place a highlighted title
What you read: interactivity and animation can make even the most boring content fun.At Genially, we use AI (Awesome Interactivity) in all our designs, so you can level up with interactivity and turn your content into something valuable and engaging.
Los Angeles County Department of Homeless Services and Housing Town Hall
Change Well Project
Created on December 3, 2025
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Transcript
Los Angeles County Department of Homeless Services and Housing Town Hall
Dec. 15, 2025
Community Design Session Report
Sarah Mahin Inaugural Director, Department of Homeless Services and Housing
Agenda
Overview of the Community Engagement Process
Design Area presentations
Review of HSH Org Chart
Breakout groups
Next steps & close
Welcome & Housekeeping
This call will be in webinar format
We'll have polls and breakout groups for feedback
Please use the "Chat" feature for any questions
Change well project team
Connor Johnson
Senior Consultant
Elena Fiallo
Managing Director
RebeccaWatson
Managing Director
Alisa Orduna
Lead Consultant
Anna Bialik
Lead Consultant
LaCheryl Porter
Lead Consultant
K.O. Campbell
Apryle Brodie
Senior Project Manager
Senior Consultant
Adria Brodie
Danielle Tobey
Senior Consultant
Senior Project Manager
LAND ACKNOWLEDGEMENT
The County of Los Angeles recognizes that we occupy land originally and still inhabited and cared for by the Tongva, Tataviam, Serrano, Kizh, and Chumash Peoples. We honor and pay respect to their elders and descendants — past, present, and emerging — as they continue their stewardship of these lands and waters. We acknowledge that settler colonization resulted in land seizure, disease, subjugation, slavery, relocation, broken promises, genocide, and multigenerational trauma. This acknowledgment demonstrates our responsibility and commitment to truth, healing, and reconciliation and to elevating the stories, culture, and community of the original inhabitants of Los Angeles County. We are grateful to have the opportunity to live and work on these ancestral lands. We are dedicated to growing and sustaining relationships with Native peoples and local tribal governments, including (in no particular order) the:
Los Angeles County’s Land Acknowledgment
LABOR ACKNOWLEDGEMENT
We recognize and acknowledge the labor upon which our country, state, and institutions are built. We remember that our country was built on the labor of enslaved people who were kidnapped and brought to the US from the African continent and recognize the continued contribution of their survivors. We also acknowledge all immigrant and indigenous labor, including voluntary, involuntary, trafficked, forced, and undocumented peoples who contributed to the building of the country and continue to serve within our labor force. We recognize that our country is continuously defined, supported, and built upon by oppressed communities and peoples. We acknowledge labor inequities and the shared responsibility for combatting oppressive systems in our daily work.
Community Agreements
Overview of thecommunity engagement process
Change Well Project's Role
CWP is supporting the County’s commitment to people, providers, and public accountability by facilitating a community engagement process that is inclusive, accessible, and grounded in real-world expertise. Our role is to facilitate input and elevate insight from across the community and build consensus to ensure the department is built on a strong foundation of collaboration, effectiveness, and accountability.
Community Engagement Process
Summary Report & LA County Ongoing Report Back
Discovery Phase & Community Engagement
2-Day Community Workshops
Countywide Community Engagement Report Back
Virtual Community Report Backs
Cross-SPA Synthesis Workshop
June - August
September- October
November
December
Discovery Phase
Discovery Phase
Summary Report & LA County Ongoing Report Back
Discovery Phase & Community Engagement
2-Day Community Workshops
Countywide Community Engagement Report Back
Cross-SPA Synthesis Workshop
Virtual Community Report Backs
Priorities during Discovery Phase:- Synthesizing past reports & community recommendations as a foundation for the two-day workshops
- Receiving and integrating feedback on the proposed community engagement process
- Surfacing the issues that are high priority for each region or community to discuss during the two-day workshops
- Working with regional coalitions and collaboratives to nominate representatives to participate in the two-day workshops
Discovery Phase: Engagement Dashboard
Community Priorities
New Department Formation & Structure
Oversight & Accountability
Coordination & Collaboration
Recognize unique vulnerabilities & needs
Equity & Inclusion
two-day community workshops
Community Engagement Process
Discovery Phase & Community Engagement
Summary Report & LA County Ongoing Report Back
2-Day Community Workshops
Virtual SPA Report Backs
Cross-SPA Synthesis Workshop
Countywide Community Engagement Report Back
One two-day workshop held in each SPA across September and October
“The ideas for change have already been conceived of...all we needed was someone to ask the questions.”
- Workshop Participant
Design Areas
Strategies to Reduce Disparities
Foundations for Success
Feedback & Ongoing Co-design
Collaboration& Partnerships
Systems & System Performance
Each Design Area had 3-6 Design Question options
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The Roadmap
Digging into Challenges
Each design group was first asked to share what was working and wasn't working around the design area before starting to draft solutions.
Design Prototyping
one for each of the challenges selected
2-Day Community Workshops
SPA 2
SPA 1
SPA 4
SPA 3
SPA 8
SPA 7
SPA 6
SPA 5
Workshops Dashboard: Overview
"I'm finally feeling that we are being heard, and that there's really change on the horizon."
- Workshop Participant
Design Area Presentations
Strategies to Reduce Racial Disparities
Racial Disparities Design Questions
How can we best ensure that a wide range of community voices and perspectives are included in the design and implementation of strategies to address racial equity? What would representation look like within the new department? How does the new department make sure it is building services that integrate and support the unique needs of specific populations? What approach, framework, or processes can the new department use to ensure that its policies, practices, and programs are culturally responsive to the unique needs of diverse populations experiencing homelessness?
SPAs 1, 2
SPAs 3,4,6,7,8
SPA 5
Background
Before beginning the design work, each group reviewed the key data insights and the equity framework used by the Leadership Table for Regional Homelessness Alignment (LTRHA) equity subcommittee to develop the region's equity goals.
Key Data Insights
Equity Framework
Equity Goals
Challenges to Solve For
Design Synthesis 1
Create the Infrastructure within HSH (SPAs 2, 3, 4, 5)
Design Synthesis 2
Strengthening Community Partnership and Leadership (SPAs 1, 2, 4, 6)
Design Synthesis 3
Expanding Service Access and Mobility (SPAs 6, 7, 8)
Foundations for Success
Foundations for SuccessDesign Questions
SPA 1,2,4,6,7
SPA 3,8
SPA 5
Challenges to Solve For
Funding, Contracting, and Administrative Burdens
Data Collection, Systems, & Technology Challenges
Organizational Stability & Capacity Challenges
Transparency & System Coordination
Training Quality, Access, & Standardization
Here you can put an important title, something that will captivate your audience
Step 1
Step 2
Step 3
We are visual beings
Narrative beings
Social beings
We can understand images from millions of years ago, even from other cultures.
We tell thousands and thousands of stories. ⅔ of our conversations are stories.
We need to interact with one another. We learn in a collaborative way.
Design Summary
SPA 1 Program/Funding Source Launch Process
SPA 4 Menu of Provider Supports/Equitable Contracting Processes
SPA 6 Tiered Equity-based Contracting Process
SPA 2 The Hope Hub
SPA 7 Strengthen County-wide service delivery & Funding Coordination
SPA 8 Streamline Contracting & Payment Processes
SPA 3 Streamlined Process from Funding Through Lifecycle
SPA 5 Human-Centered Data Processing
Synthesis Results
HSH should adopt equitable contracting practices and processes in order to ensure that contracts with providers are adequate to cover the cost of services and to reduce financial and administrative burdens on providers. Some recommendations for equitable contracting practices for HSH to adopt are:
Synthesis Results
The Hope Hub: Create a free centralized training portal/hub for homeless service providers in LA County. This portal/hub will:
Feedback & Ongoing Co-Design
Feedback & Ongoing Co-Design Questions
What mechanisms could the new department put into place to work collaboratively with the community to prioritize funding allocations, design/modify programs, review contract goals and scope of work, and implement policy pivots?
Not selected
SPAs 3, 4, 5, 6, 7
Lack of accountability and transparency is a recurring theme. People in need of services, frontline service providers, and even system partners face challenges in accessing information about available services program eligibility, and intake/referral processes. How might we ensure that the Department provides transparency and accountability?
How might the new department increase transparency, about available programs throughout the county? When there are key challenges, realities, and limitations of the system, how should the new department communicate these more clearly to the broader public?
SPAs 1
How can the new department build and use evidence about what works to improve programs and guide funding?
SPA 2
Challenges to Solve For
Design Summary
Antelope Valley Care Campus
Local Control
HEAR L.A.
SPA 1
SPA 2
SPA 3
A bold, centralized care campus model that offers system integration, long-term infrastructure, multi-sector collaboration, and opportunities for regional buy-in, sustainability, and scalable expansion — grounded in input from people with lived experience and frontline providers
A city-centered model that empowers local jurisdictions with direct contracts, increased funding, transparent data, and shared platforms—enabling tailored, collaborative, and locally responsive solutions across LA County.
A regionally grounded rapid-response model that combines triage, customer service, and a uniform grievance pathway into a dedicated unit—strengthening responsiveness, reducing bottlenecks, supporting both providers and clients, and easing burdens on case managers.
Design Summary
Resources, Opportunities, Outreach, Fact (ROOF)
LA LINC (Local Integrated Network of Care)
SPA 4
SPA 5
A deeply authentic, lived-experience–centered model that prioritizes person-centered data, multiple feedback pathways, ongoing engagement, transparent communication, and real feedback loops—creating a responsive, community-driven system.
A user-friendly, tech-enabled centralized hub that integrates all homelessness system information into an accessible, transparent, and accountable platform, improving navigation for clients, providers, and the public.
Design Summary
Front Door Solutions
Community Defined Doorway
SPA 6
SPA 8
A highly accessible, mobile, and community-rooted model that leverages trusted local institutions—especially faith-based organizations—to reduce barriers, expand front-door access points, and deliver holistic, co-designed, collaborative support where people already are.
A highly collaborative, regionally flexible model built on strong cross-department teams, trusted SPA-level intermediaries, lived-experience leadership, transparent information-sharing, and inclusive community coordination—offering a feasible and responsive structure for local decision-making and system navigation.
Dr. Garcia
Collaboration & Partnerships
Design Questions- Collaboration & Partnerships
SPA 3, 4, 6, 8
Question 1 How can the Department foster collaboration among nonprofits, local grassroots organizations, faith communities, government agencies, and residents to create a more integrated, coordinated response to homelessness? Question 2 How can the new department support regional coordination and strategies that leverage investments across the service landscape, reduce duplication of efforts, and maximize participant movement through services?
SPA 1, 2, 5, 7
Challenges to Solve For
Themes included system fragmentation, resource scarcity, lack of transparency, and inequities, alongside the need for stronger collaboration, accountability, and community engagement to improve service delivery and outcomes.
System Challenges
Collaboration & Partnership Needs
Governance & Accountability
Opportunities for Improvement
Design Synthesis 1
Centralize leadership in HSH to lead & convene cross-department and cross-sector leadership to break down silos, leverage resources, and reduce duplication of effort.
SPA 5 recommended creating a Multi-Sector Leadership Council convened by HSH to replace current structures. SPA 8 designed a cross-departmental Agile Team at HSH that would problem-solve, innovate, and integrate services.
Design Synthesis 2
Create a SPA-focused team at HSH that is engaged in bi-directional communication and problem-solving with SPA coalitions, providers and the HSH team.
SPA 8 recommended creating a dedicated HSH Collaboration Team that is accountable and responsive to each regional (SPA) community. SPA 3 designed an HSH Division of Collaboration that is on-the-ground, acts as an integrator, listens closely, and helps resolve challenges at the SPA level.
Design Synthesis 3
Each SPA will need an inclusive, centralized coordinating body to work alongside the HSH team to map resources, strengthen relationships at the SPA level, and create intentional, bi-directional relationships.
SPA 7 recommended that a centralized SPA coordinating body is determined locally but each SPA coordinating body shares common goals and meet quarterly across all SPAs. SPA 1 designed a strategical regional coordination model to strengthen cross-sector partnerships. SPA 8 envisioned SPA collaboration that would focus on unifying around shared goals.
Unique Designs
Designs to help coordinate across regions guided by community priorities
Resource and information dashboard
SPA 6 created an LA Collective Impact Council that will unite nonprofits, faith communities, city and COG representatives, community members and advocates and provide a shared voice on making recommendations to HSH and other County departments. SPA 4 designed a Partnerships Team, funded by HSH, that is structured around need-based hubs and coordinates services and resources guided by community priorities instead of being restricted to a single geographic area.
SPA 2 proposed a public and provider-facing dashboard that enables community members to search for resources and providers to find and share resources. Providers would meet quarterly along HSH SPA leads.
Systems & System Performance
System and System PerformanceDesign Questions
How can the new department best serve TAY?
SPA 5
How can the new department best serve families and households with minors?
SPA 8
What does a transparent and simple rehousing system look like?
SPAs 1,7,&4
How can the new department build and use evidence about what works to improve programs and guide funding?
SPAs 3,4&6
How does the new department make sure it is building services that integrate and support the unique needs of specific populations?
SPA 2
Challenges to Solve For
Data Quality, Visibility & Insight
Equity & System Coordination
Data Collection/Use Isn't Person Centered
Here you can put an important title, something that will captivate your audience
Step 1
Step 2
Step 3
We are visual beings
Narrative beings
Social beings
We can understand images from millions of years ago, even from other cultures.
We tell thousands and thousands of stories. ⅔ of our conversations are stories.
We need to interact with one another. We learn in a collaborative way.
Design Summary
SPA 4 Universal data system integrating HMIS/CHAMP
SPA 3 Quarterly Regional Covening Structure
SPA 2 Community Oversight Board
SPA 1 Regional Satellite Office
SPA 5 Young Adult & Youth unit within HSH
SPA 6 Follow participant journey to improve
SPA 7 Client-facing portal for experience
SPA 8 Access points across the County
Synthesis Results
Human-centered methodology to examine participant journey to improve process and enhance what works
Quarterly regional convening structure in each SPA to review and make decisions
Universal data system integrating HMIS & CHAMP with client- and provider-facing portals
Co-design process with decision making matrix to guide local funding allocations
Here you can put an important title, something that will captivate your audience
Step 1
Step 2
Step 3
We are visual beings
Narrative beings
Social beings
We can understand images from millions of years ago, even from other cultures.
We tell thousands and thousands of stories. ⅔ of our conversations are stories.
We need to interact with one another. We learn in a collaborative way.
Unique Designs
Young Adult and Youth (YAY) Unit within HSH
Access Care Expedited (ACE) Access Points Across System
Community Oversight Board
Regional Satellite Office in SPA 1
A Community Oversight Committee Board (COB) made up of community members most impacted by homelessness, including families, TAY, immigrants, and formerly incarcerated individuals. It will work in partnership with departmental management to guide accountability, transparency, and community-driven decision-making.
A Regional (Satellite) Office in Service Planning Area 1 (SPA1) – Antelope Valley, as part of the new LA County department’s strategy to deliver localized, responsive, and equitable services to one of the most underserved areas in the county
This unit will advocate for, design, and coordinate services tailored to youth and young adults (age 16 to 30), ensuring their unique needs are recognized and addressed through process improvement, innovation, and collaboration across county systems and community partners.
No wrong door approach – with multiple points of access: - People can self-refer - Kiosks and access points in each city - All Providers and municipalities have access to enter the universal referral form into the data system
Suzette Shaw
Terrence Little
Closing Reflections
Common Design Principles
Workshops Dashboard: Regional Designs
Cross-SPA Reflections
SPA 2: "We can create conditions that make participation beneficial for Tribes and aligned with their goals."
SPA 1: “Outreach approaches that are frequent, formal, and consistent provide real-time and reliable feedback."
SPA 3: “The person who loves their vision of community will destroy community, but the person who loves those around them will build community.”
SPA 4: “How much all of us advocates share the same likeness in wanting to share, amplify, and remain involved in advocacy”
Cross-SPA Reflections
SPA 6: “I believe, in our community. I believe our community can rise to the challenge and embrace the concept of radical hospitality."
SPA 5: "It has been great to be part of a process that is so intentional about making real progress"
SPA 7: "The (workshop) process captured the hopefulness of where we are going.”
SPA 8: "The synergy across SPA 8 gave me hope."
Poll
Breakout Groups
Questions for Breakout
Next Steps& Close
Thank You
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• SPA 1 community members proposed Regional Community Advisory Boards that would be a subcommittee of the homeless coalition with compensated representatives (lived experts) who help shape funding priorities and planning decisions. • SPA 2 community members proposed community engagement through regionally based standing community boards • SPA 4 proposed ongoing community engagement, leveraging existing homeless coalitions, affinity groups, lived expert boards • SPA 6 community members envisioned a reconstitution of the Regional Housing and Accountability Council (RHAC) to connect data, funding, and oversight across departments and community partners.
2. Strengthen Community Partnership and Leadership (SPAs 1, 2, 4, 6)
Central to many of the designs was the creation or leveraging of community advisory boards or committees that would be tethered to and continuously engaged by any new unit tasked to address equity across HSH. The boards would be engaged to provide feedback on data collection, analysis, visuals, evaluation design, best practices, training, standards of care, racial equity strategies, and funding recommendations.
Here you can put a highlighted title
What you read: interactivity and animation can make the most boring content become something fun.At Genially, we use AI (Awesome Interactivity) in all our designs, so you can level up with interactivity and turn your content into something that adds value and engages.
Here you can put a highlighted title
What you are reading: interactivity and animation can turn the most boring content into something fun. At Genially, we use AI (Awesome Interactivity) in all our designs, so you can level up with interactivity and turn your content into something that adds value and engages.
Here you can put a highlighted title
What you read: interactivity and animation can make the most boring content become something fun.At Genially, we use AI (Awesome Interactivity) in all our designs, so you can level up with interactivity and turn your content into something that adds value and engages.
Building Equity Infrastructure within the LA County Department of Housing and Homeless Services (SPAs 2, 3, 4, 5)
• SPA 4 community members proposed a Cultural Care Unit (CCU). A dedicated division to coordinate culturally responsive strategies for populations most affected by homelessness, The CCU would partner with community advisory committees and tribal governments, oversee culturally grounded training and standards of care, and maintain feedback loops to ensure policy and funding decisions reflect community guidance. • SPA 5 community members highlighted the value of a CQI Cultural Responsiveness Framework to ensure accountability and continuous improvement are sustained beyond individual initiatives.
• SPA 2 community members recommended creating a Strategic Initiatives Unit to align operations, funding, and evaluation practices around racial equity standards. • SPA 3 community members called for a Culture, Education & Inclusion (CEI) Division and workforce training systems that embed cultural competency and equity checkpoints into hiring, development, and policy review.
Here you can put a highlighted title
What you are reading: interactivity and animation can turn the most boring content into something fun. At Genially, we use AI (Awesome Interactivity) in all our designs, so you can level up with interactivity and turn your content into something that adds value and engages.
Here you can place a highlighted title
What you read: interactivity and animation can make even the most boring content fun.At Genially, we use AI (Awesome Interactivity) in all our designs, so you can level up with interactivity and turn your content into something valuable and engaging.
Here you can put a highlighted title
What you read: interactivity and animation can make the most boring content become something fun.At Genially, we use AI (Awesome Interactivity) in all our designs, so you can level up with interactivity and turn your content into something that adds value and engages.
3. Expand Service Access to target populations (SPAs 6, 7, 8)
SPA 7 community members envisioned a Mobile Community Care Unit that brings multidisciplinary teams directly into neighborhoods, reducing barriers created by geography, transportation, and systemic exclusion. The model emphasizes partnerships with small, culturally rooted community-based organizations and rotating pop-up events to reach residents who face barriers such as language, transportation, or fear of criminalization. • SPA 8 community members developed the concept of a Community Ambassador Framework to embed trusted local representatives as ongoing bridges between systems and residents.
The third theme proposes strategies that can be implemented in partnership with communities to reduce disparities by increasing access to the housing system, specifically for populations that may have barriers to accessing services. • SPA 6 community members proposed a central Equity Hub supported by satellite provider offices and a mobile community unit that travels to residents where they are, a digital app, and an access portal, the nucleus of the system, connecting clients, providers, and administrators in real time.
Here you can place a highlighted title
What you read: interactivity and animation can make even the most boring content fun.At Genially, we use AI (Awesome Interactivity) in all our designs, so you can level up with interactivity and turn your content into something valuable and engaging.