Los Angeles is setting in motion the establishment of a new Bureau of Homelessness Oversight. This initiative aims to enhance the tracking of billions of dollars spent on homelessness efforts, as the city faces increasing pressure to address its fragmented and costly responses to the crisis.
In the recently approved budget by the City Council, the new bureau will be housed within the Housing Department. It is set to function as a centralized body that will monitor the financial expenditures and performance of homelessness programs throughout the city.
The creation of this bureau follows a court-ordered audit, which revealed significant shortcomings in the ability of the Los Angeles Homeless Services Authority (LAHSA) to track its performance and contracts effectively. Compounding the situation, the county has decided to withdraw funding from the joint city-county agency to establish its own homelessness department.
Councilmember Nithya Raman has been a strong advocate for the bureau, emphasizing the necessity for dedicated oversight to ensure that funds are utilized efficiently. In a statement issued shortly after the City Council’s budget vote on May 22, Raman remarked, “For the first time in the City of Los Angeles, there is an office that is explicitly responsible for oversight of our homelessness response system, a change that is long overdue.”
Raman articulated that this bureau is a proactive step in preparing the city for forthcoming challenges, including the potential dissolution of LAHSA, anticipated federal funding cuts, and the impending loss of thousands of emergency housing vouchers.
She noted the City Council’s prior support for initiatives aimed at centralizing oversight and insisted that the bureau would significantly improve the coordination and performance of the homelessness response system. Importantly, she added that this new bureau does not exclude the future establishment of the city’s independent homelessness department.
Despite the bureau being proposed and initially approved in March, its finalization came only with the recent budget vote.
During the budget vote, a number of council members shared their apprehensions regarding the timing of the initiative. Some expressed concerns about the Housing Department’s capacity to assume critical responsibilities without impacting existing services negatively.
Councilmembers John Lee and Traci Park referred to the City Administrative Officer (CAO)’s effective management of CARE+ RV cleanups and questioned whether a transition of oversight to Housing could disrupt these essential efforts.
Lee cautioned, “We can’t afford to make a mistake in this area, because all of our offices rely on this. So, I’m just asking that we don’t throw it into a department without understanding what the ramifications are of that.”
Moreover, some council members expressed dissatisfaction with approving the bureau through a budget process, advocating instead for a thorough individual policy discussion in a committee setting.
“I came here to vote on the priorities, not to have a policy discussion,” Councilmember Adrin Nazarian stated. “I value this, and I think this is much better served in a committee hearing so that we can figure out how we move forward.”
In addition to these concerns, Councilmember Bob Blumenfield highlighted the implications of placing the bureau within the Housing Department, as it is subject to Executive Directive No. 3. He expressed worries that this directive could result in the bureau’s reports being filtered through the Mayor’s Office, which he believes undermines the accountability essential to the new office.
Blumenfield proposed a motion that would ensure reports be submitted simultaneously to both the Council and the Mayor to maintain transparency.
Despite these reservations, many supporters of the bureau believe it is a necessary advancement toward improving oversight amid a rapidly evolving homelessness crisis.
Councilmember Hugo Soto-Martinez contended that it was important to expedite the initiative and opposed sending it back to committee, declaring it had already undergone a thorough vetting process.
Echoing that sentiment, Councilmember Eunisses Hernandez stressed the urgency of action, noting the county’s swift establishment of its own homeless department.
“At this time, the county is moving, they’re moving fast, and they’re moving without us,” Hernandez stated. “We either get in our car and start moving ourselves, or we’re going to get dragged by the county.”
Housing Department General Manager Tiena Johnson Hall defended the bureau’s formation, asserting her department’s readiness to undertake the oversight responsibility.
“The Los Angeles Housing Department is one of the only departments in the City of Los Angeles where their mission is connected not only to affordable housing but also to homelessness,” Hall said.
She reassured that staff from the CAO’s office, including personnel currently involved in RV encampment coordination, would transition to the Housing Department to ensure continuity of service.
A motion to refer the initiative back to committee for additional dialogue was made by Lee. This proposal received support from Councilmembers Monica Rodriguez, Traci Park, Adrin Nazarian, and Imelda Padilla but ultimately failed as other members opposed it.
In light of the new bureau’s establishment, several homeless service providers expressed their backing, emphasizing its potential to enhance oversight, streamline operations, and ensure efficient use of public funds.
Jennifer Hark Dietz, CEO of PATH, remarked, “Homelessness remains the most pressing crisis facing Los Angeles, and it demands a whole-of-government approach to reduce the suffering we see every day.”
Dietz further emphasized that centralizing homeless services could optimize public investments and improve coordination among various city departments.
Hope the Mission, a significant homeless service provider in the San Fernando Valley, also expressed its support for mechanisms that promote transparency and accountability.
Rowan Vansleve, president of the organization, pointed out that LAHSA’s extensive operations at times complicated accountability and coordination efforts.
Vansleve noted, “If the new Bureau can focus specifically on the City of LA’s systems, address audit findings head-on, and act as a hands-on partner for organizations like Hope, it could streamline communication, reduce duplication, and drive real results.”
Concluding on a hopeful note, he stated, “Success will depend on whether the Bureau is given the authority, resources, and willingness to act quickly and learn from past mistakes.”
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