The recent appointment of Sarah Mahin as the head of Los Angeles County’s newly established Department of Homeless Services and Housing has generated considerable discussion regarding the future of homelessness policy in the region.
On July 3, the County Board of Supervisors officially designated Mahin to lead this crucial department, which is set to manage a significant $350 million budget redirected from the Los Angeles Homeless Services Authority (LAHSA).
Mahin’s experience in the County’s Housing for Health program is seen as a valuable asset, given her extensive background in homelessness policy.
Supervisor Horvath praised Mahin’s collaborative leadership style, underscoring her familiarity with local systems and her ability to bring service providers and city partners together to address homelessness effectively.
Despite the optimism surrounding her appointment, critics question the efficacy of the existing structures from which Mahin has emerged.
Mahin’s tenure at LAHSA from September 2016 to March 2019 is particularly scrutinized.
As the Director of Policy and Systems, her responsibilities included overseeing the creation and enforcement of policies aimed at reducing homelessness in Los Angeles.
However, performance data from her time in this role presents a stark contrast to the stated goals.
From fiscal year 2016-17, when LAHSA’s budget was approximately $106 million and recorded 52,765 unhoused individuals in the county, her departure saw LAHSA’s budget soar to nearly $258 million.
During this same timeframe, the homeless population surged by 25 percent to 66,433 individuals.
Critics argue that merely increasing funding without commensurate accountability failed to produce tangible results in combating homelessness.
While acknowledging that systemic failures cannot be attributed solely to Mahin, as LAHSA works in conjunction with various other agencies, it bears emphasizing that LAHSA occupies a pivotal role as the designated Continuum of Care (CoC) agency for Los Angeles County.
The effectiveness of LAHSA in this role has been questioned, particularly under Mahin’s leadership.
The parallels between Mahin’s appointment and that of Dr. Adams Kellum, LAHSA’s CEO appointed in 2023, are also noteworthy.
Both leaders, closely tied to the existing homelessness framework, were hailed for their alignment with a supposed new spirit of urgency in addressing homelessness, bringing into question whether true innovation or change is on the horizon.
The criticism intensifies when taking into account a November 2024 audit from L.A. County’s Auditor/Controller, which exposed severe flaws in LAHSA’s operational practices, including inadequate oversight of contractor performance.
The findings highlight a culture of complacency that might have permeated the organization during Mahin’s influential tenure as a senior manager.
Understandably, the circumstances surrounding Mahin’s departure from LAHSA remain speculative.
However, data from that period does not paint a picture of success.
Things did not improve after Mahin transitioned to become the COO of Housing for Health and subsequently its Director in 2020.
Housing for Health employs a medically-based approach, aiming to provide extensive services to vulnerable populations needing medical or mental health care alongside stable housing.
Although touted for its cost-effectiveness, this model has drawn scrutiny, with critics arguing it does not outperform other available programs.
Housing for Health’s approach focuses heavily on housing provision—leaving little space for immediate, street-based interventions that could demonstrate more effective outcomes for several populations that do not require intensive services.
Data inconsistencies have also been highlighted in H4H’s reporting, leading to questions about the reliability of its success metrics.
A culture of complacency seems to persist, suggesting that if those leading homelessness initiatives have only known the current framework, success may remain elusive.
The longstanding issues with LAHSA indicate that leaders have continually failed to enact necessary reforms despite multiple changes in management.
Countless dollars have been funneled into these initiatives, yet the outcome has been a significant increase in the unhoused population—a trend that seems to repeat itself.
Critics argue that Mahin’s collaborative leadership may not produce the transformation anticipated.
The question remains whether a disruptor, someone with an outsider perspective, might be better equipped to tackle the existing systems that have resisted change.
The count of leadership changes at LAHSA predicates that fresh approaches may be necessary, as recurring cycles of leadership have yielded little improvement.
While County leadership has seen stability, its failure to change the entrenched results brings concern to the forefront regarding Mahin’s proposed initiatives.
Real reform appears far-fetched when one considers the political landscape; some existing interests may prefer to maintain the status quo that has prevailed for years.
From an analytical standpoint, challenges ahead of Mahin are considerable.
Building a new department is only one facet of her responsibilities; she must also contend with deeply rooted financial and political interests aimed at preserving their influence and operations.
This endeavor will serve as a critical test for the County’s commitment to substantive reform in its approach to homelessness.
In sum, while Sarah Mahin’s background suggests a degree of qualification for her new role, questions loom large regarding the systemic culture from which she emerges and whether it can foster the change necessary to address the pressing issue of homelessness in Los Angeles County.
image source from：citywatchla
