HOME FOR GOOD

The Action Plan to End Chronic

and Veteran Homelessness by 2016

Home For Good is a blueprint to end chronic and veteran homelessness

in L.A. County by building the most efficient and effective system in our
region’s history. It’s a plan meant not simply to put an end to someone’s
life on the streets. Rather, it is designed to provide homes as a means
to an individual’s vital integration into our communities.
TABLE OF CONTENTS
Letter from the Co-Chairs 3

Executive Summary 4

Background 6

Effective Models 8

Recommendations 10

Cost Analysis 14

Conclusion 15

Call to Action 16

Four Key Strategies 17

Appendices 23

COVER PHOTOS Left: From the book Finding Grace: The Face of America’s Homeless. Photography by Lynn Blodgett.
Published by Earth Aware Editions. Copyright © 2007; Right: Step Up on Fifth in Santa Monica
THE BUSINESS LEADERS TASK FORCE ON HOMELESSNESS Letter from the Co-Chairs

For too long, Los Angeles County has been the

homeless capital of the nation. Every night, nearly
50,000 people in our region endure the harsh,
dangerous, and deflating challenges of life without
a home. Their suffering impacts all of us.
Because we allow homelessness to persist, it is a significant drain on our local economy. Homelessness
needlessly taxes vital law enforcement services. It places an extreme burden on our health care network.
It diverts emergency response resources and it is an emotional weight on our citizens.
Homelessness makes Los Angeles less than it should be. It diminishes our stature and our sense of pride
in our community. Homelessness has existed for so long that we have accepted it as part of our reality.
We have become immune to its impact on all of us, and we therefore have needlessly allowed it to continue.
The most striking characteristic of homelessness in Los Angeles is that it does not need to be this way.
Communities across the country, such as New York, Seattle, and Denver have made dramatic reductions
in homelessness through thoughtful reallocation of existing resources. In communities from coast to coast,
formerly homeless people are thriving in permanent housing as the first and most vital step toward re-
establishing a meaningful life in our communities. Our expansive study of their success and our evaluation
of the resources reveal three unassailable facts:

B y redirecting and coordinating our existing resources, we can eliminate

homelessness in Los Angeles.
By acting rationally and efficiently, we can ultimately spend far less than we do now.
B y establishing a system based on permanent housing as a vital first step, we can restore
the lives of thousands and reconnect with the neighbors we have largely ignored.

We must act now. Our current economy demands that every last tax dollar be spent in the most
efficient and economical way. We cannot continue to simply manage homelessness in our communities;
we must take action to end it.
The federal government has just launched a national plan that sets bold goals to end chronic and
veteran homelessness in the next five years and a path to end all other forms of homelessness.
We join with our national partners in these commitments.
There is a role for each of us in this work. We urge everyone in our community to partner with us in building
a region in which all our residents can thrive, in which our goals are matched and fueled by our fiscal
responsibility and in which, at long last, our homeless population is home for good.

Jerry Neuman Renee White Fraser, Ph.D.

Task Force Co-Chair Task Force Co-Chair
Los Angeles Area Chamber of Commerce United Way of Greater Los Angeles

 MISSION: Create an effective and efficient
system that will end chronic and veteran
EXECUTIVE SUMMARY homelessness in Los Angeles County by
2016 and is equipped to swiftly end all
Home For Good is a blueprint to end chronic and forms of homelessness.
veteran homelessness by building the most efficient
and effective system in our region’s history.

Communities across the country have made significant The foundation of a re-imagined system is the notion that
reductions in chronic and veteran homelessness by housing stability is a critical first step on the road to well-
investing in proven solutions. Homelessness in Denver ness. Vital health, mental health, and other supportive
has decreased by 64%. New York City has reduced services are then provided after individuals are housed,
homelessness by 29%. enabling them to better address these challenges.

Throughout Los Angeles County, there are innovative This approach is cost-effective because it drastically
organizations, governments and communities suc- reduces individuals’ stay in shelter or on the streets.
cessfully implementing these solutions. Our homeless By focusing resources on rapid access to permanent
services system is outdated, however, and we now housing with supportive services provided after housing,
manage homelessness, rather than end it. We need the system can permanently house more people for the
to shift away from a system that is cumbersome and same cost, with higher rates of retention and success
confusing, to an efficient system focused on housing in housing.
our homeless neighbors.
RESOURCES CONSUMED BY HOMELESS INDIVIDUALS
INVESTING IN SOLUTIONS IS COST EFFECTIVE Total: 48,000 Total: $875 million
People
100%

An integrated system focused on 90% 76% 26%

rapidly housing people with the 80%

70%
supports they need to thrive is 74%
60%
critical to ending homelessness.
50%
$650 M

Top Cost Quartile of

Homeless Individuals
40%
This approach allows us to utilize public and private
30%
dollars far more effectively and efficiently.
20%
12,000

By focusing on solutions for chronic and veteran 10%

25%

homelessness, we allow our mainstream and homeless

0%
services systems to quickly resolve short-term crises and Homeless Resources
Population Consumed
provide critical interventions to return individuals and
families to stability.
Currently, our public systems invest $875 million
each year to manage homelessness in our region
rather than end it. This cost includes homeless
individuals’ use of emergency rooms, jails, shelters,
and other crisis services.

4 FALL 2010 | HOME FOR GOOD

 Strategies for Success
Chronically homeless individuals are disproportionately
represented among the most frequent and high cost 1. Align Goals to Integrate Our System
users of public services, as a result of their health, We must create system-wide accountability by
mental health, and substance abuse challenges.
establishing consistent standards and measures
$650 million, three quarters of the total resources of success, which are then carefully and regularly
addressing homelessness, is estimated to be consumed evaluated. This is only possible if we establish
by one quarter of the homeless population. key benchmarks and set shared goals for quickly
transitioning individuals into permanent housing
with access to the supports they need to thrive.
AVERAGE ANNUAL PUBLIC COST AVOIDANCE (2011-2016)

2. Collect and Share Data to Assess Need

Top Cost Quartile and Track Progress
of Homeless $650,000,000
Individuals Our work must begin with understanding the
scope and nature of homelessness in order to
plan and implement real housing solutions.
Cost of Permanent
$230,000,000
By identifying and assessing the homeless
Supportive Housing
population of each community, we will under-
stand their individual and collective needs
in order to more efficiently target housing
Potential Cost $280,000,000
Avoidance and services to support them in
re-integrating into communities.

3. Target and Reallocate Existing

Permanent supportive housing effectively reduces Resources to Maximize Impact
chronic homelessness and enables individuals to thrive. We can maximize impact by focusing our existing
Permanent supportive housing is permanent housing
resources on access to permanent housing rather
with rental subsidies and on-site supportive services,
such as mental health and health care services,
than investing in fragmented systems that have
substance abuse services, and money management no alignment around goals.
to help individuals stabilize and thrive.
4. Coordinate Resources to
Two recent studies in Los Angeles show that it is
over 40% less expensive to place someone in Streamline Funding
permanent supportive housing than to leave that When public, private, local and national funding
person on the streets. 1,2 systems work together to invest in comprehen-
sive services and housing solutions, everyone’s
Providing permanent supportive housing for all
chronically homeless individuals could create over return on investment is maximized and best
$280 million in cost avoidance for public systems. practices that improve our communities can be
brought to scale sooner.
Reallocating a portion of our existing resources will
enable us to provide 12,000 units of permanent
supportive housing for all chronically homeless
individuals and house 6,000 homeless veterans.

HOME FOR GOOD | FALL 2010 5

 DEFINITIONS AND SCOPE OF CHRONIC
BACKGROUND AND VETERAN HOMELESSNESS
Chronically homeless individuals are those who have
been homeless for a year or more and are faced with one
or more disabilities, including serious health, mental
SCOPE OF HOMELESSNESS IN LOS health, and substance abuse problems. There are nearly
ANGELES COUNTY 12,000 chronically homeless individuals throughout our
Homeless individuals and families live in every com- region, comprising approximately 25% of the county’s
munity throughout Los Angeles County. According to the homeless population.
2009 Homeless Counts, 48,053 people are homeless
Over 7,400 veterans are homeless in Los Angeles County
throughout the county on any given night. 3,4,5,6 They are
on any given night. More than 1,400 of these veterans
sons and daughters, mothers and fathers, veterans,
have been homeless for a year or more and have faced
and individuals with chronic physical health, mental
health, mental health, and substance abuse challenges
health, and substance abuse problems. The majority of
after returning from their time in the armed forces. These
the homeless population has been homeless for less
1,400 veterans are among the 12,000 chronically home-
than a year and are homeless due to an economic crisis,
less individuals living in our region. 6,000 veterans are
such as the loss of a job or a costly health problem. Our
newly homeless and are at risk of a longer life on the
homeless population is disproportionately represented
streets if we do not intervene.
by people of color, with 47% African American, 29% La-
tino, 21% White, and 3% from other ethnic groups. The Home For Good focuses on a path to swiftly house these
map illustrates the homeless crisis we face in communi- 12,000 chronically homeless individuals and 6,000
ties throughout the region. newly homeless veterans.

HOMELESSNESS IN LOS ANGELES COUNTY

The regions represented are

the 8 Service Planning Areas of
L.A. County

ANTELOPE VALLEY
2,419 Homeless People
• Chronic | 445
• Vets | 372

SAN GABRIEL VALLEY

SAN FERNANDO VALLEY 3,924 Homeless People
3,618 Homeless People • Chronic | 680
• Chronic | 828 • Vets | 606
• Vets | 604

CENTRAL LA
11,093 Homeless People
• Chronic | 3,153
WEST LA • Vets | 1,652
5,538 Homeless People
• Chronic | 1,779 EAST LA
• Vets | 891 4,517 Homeless People
SOUTH BAY • Chronic | 994
7,863 Homeless People SOUTH LA
• Vets | 722
• Chronic | 1,886 8,514 Homeless People
• Vets | 1,293 • Chronic | 2,134
• Vets | 1,373

6 FALL 2010 | HOME FOR GOOD

WHY FOCUS ON CHRONIC HOMELESSNESS This taxes the system and makes it difficult to house
individuals and families who need only short-term
Chronically homeless individuals are our most vulner-
supports to quickly return to permanent housing
able residents, at great risk of dying if nothing is done.
and stability.
Studies have shown that living on the streets can take
up to 25 years off an individual’s life. 7 The graph illustrates that each year, homeless individu-
als utilize over $875 million in public resources. An esti-
mated $650 million, three quarters of these resources,
A chronically homeless individual
is consumed by one quarter of the homeless population.
can utilize over $8,000 in public Chronically homeless individuals are disproportionately
services each month.8 represented among these most frequent and high cost
users of public services.

Chronically homeless people are not only frequent users For these reasons, the U.S. Interagency Council on
of our mainstream resources, but they also utilize a Homelessness has just released a federal plan that
significant portion of the homeless system resources. prioritizes ending chronic homelessness in the next
five years. This federal priority enables us to harness
the tremendous local and national political will to end
RESOURCES CONSUMED BY HOMELESS INDIVIDUALS chronic homelessness in our region by 2016.

Total: 48,000 Total: $875 million

People
100% WHY FOCUS ON VETERAN HOMELESSNESS
90% 76% 26%
Over 15% of our homeless population are veterans.
80% Increasingly, veterans return from service to find they
do not have the support network and resources to
70%
74%
meet their most basic needs. When their resources
60% are depleted, these veterans end up on our streets.
50%
$650 M

Top Cost Quartile of

Homeless Individuals The U.S. Department of Veteran Affairs (VA), as well as the
40%
U.S. Interagency Council on Homelessness, have made
30% the commitment to end veteran homelessness nationally
20% in 5 years. As a result, there are tremendous national and
12,000

25% local resources focused on swiftly housing this popula-

10%
tion and providing the support homeless veterans need to
0% stay in housing. Now is the time to focus our local efforts
Homeless Resources
Population Consumed on this population and seize the opportunity to join the
national movement to end veteran homelessness.
See Appendix A for the breakdown of resources utilized by
homeless individuals.

RJ’S STORY
RJ was a veteran who struggled with depression and alcoholism after leaving the
service. He found it hard to keep a job and his relationships with his family and
friends had all broken down. Penniless and homeless, he realized he needed help.

Thanks to a VA program, RJ found and qualified for permanent supportive housing.

He now receives counseling for his drinking and has access to the medications that
control his depression. And best of all, he gets the care and guidance he needs from
the comfort of his own home.

HOME FOR GOOD | FALL 2010 7

EFFECTIVE MODELS five years later, while 88% of clients placed rapidly in
permanent housing remained in their homes over the
same time period.10

RAPID TRANSITION TO PERMANENT HOUSING Homeless veterans and chronically homeless individu-
als thrive in permanent housing when we quickly assess
Communities across the country have dramatically their needs and match them to appropriate permanent
reduced chronic and veteran homelessness by focusing housing resources, coupled with supportive services. In
on quickly moving homeless individuals into permanent this model, temporary housing programs play a critical
housing and providing the supports they need to thrive. role in triaging individuals and connecting them to
Individuals better recover from chronic health, mental housing and services.
health and substance abuse challenges when they have
the stability of a permanent home first. Newly Homeless Veterans: Affordable
Rental Housing
Over 6,000 men and women who have served our
country are newly homeless. For this group, the effective
solution is rapid placement in affordable rental housing
in the community with linkages to supportive services.

Many veterans return from service and

do not have the support network and
employment resources to stabilize.

This population may be placed in affordable housing

buildings or provided short or long term rental support
in market rate housing. They can then utilize supportive
services such as job training, health and mental
health care, and substance abuse services to further
Studio apartment at the Charles Cobb Apartments. Photo by Mary E. Nichols/ stabilize themselves.
provided courtesy of Skid Row Housing Trust

There are critical resources distributed through the

The major federal funding source to address homeless- United States Department of Veterans Affairs (VA) that
ness, McKinney Vento Homeless Assistance Grants, has provide a host of services and benefits for returning vet-
recently shifted to this model, establishing this as a erans, including resources for those who become home-
national best practice in ending homelessness. less. The VA of Greater Los Angeles has the resources to
assist with housing placement, as well as specialized
Research demonstrates that homeless people thrive in
health, mental health, and substance abuse services
permanent housing, and that prolonged stays in short-
homeless veterans need to stabilize. Focusing on ensur-
term housing are more costly and less effective than
ing a rapid move into permanent housing and partnering
moving quickly into permanent housing with supportive
with organizations to provide supportive services, home-
services. 9 In New York, for example, 47% of home-
less veterans can reintegrate into our local communities.
less people who secured housing through longer-term
shelter and treatment programs remained in their homes

8 FALL 2010 | HOME FOR GOOD

Chronically Homeless Individuals: services in permanent supportive housing for sustained
Permanent Supportive Housing periods of time. The goal is for the tenant to make
Chronically homeless people thrive with a quick transi- positive choices for their life that at some point may
tion to a more supportive housing structure that in- include exploration of other permanent housing options.
cludes long term rental supports and on-site supportive Ultimately the decision to move lies with the tenant.
services to help them stabilize. This housing model is
Permanent supportive housing has led directly to reduc-
called permanent supportive housing.
tions in chronic homelessness and significant public
For chronically homeless individuals, permanent sup- cost avoidance in communities across the country.
portive housing provides the stability of a subsidized
apartment and ready access to critical support services
in the building. The vast majority of chronically home- Two recent studies in Los Angeles
less individuals accept permanent supportive housing
when it is offered to them. This housing allows individu-
demonstrate that public costs are
als to stabilize their lives, with over 80% of supportive reduced by over 40% when the
housing tenants retaining their housing one year after
individual is placed in permanent
placement.11 Permanent supportive housing can exist in
a single building dedicated to this purpose or in scat- supportive housing versus leaving
tered site apartments in which a mobile team travels to
that person on the streets.
the building to provide on-site services.

A permanent supportive housing tenant has the stan-

dard obligations and responsibilities of a renter, and Costs decrease further over time as an individual
the freedom to stay in the unit as long as they adhere to stabilizes. Permanent supportive housing uses taxpayer
these responsibilities. Because of serious disabilities, dollars more efficiently and improves the quality of life
some chronically ill individuals will need the supportive for everyone in the neighborhood.

ED’S STORY
Ed was in his usual spot on the sidewalk of Skid Row when the team of
volunteers found him. He’d been living on the streets for over thirty years,
except for the occasional stay in a Skid Row hotel when he could find
temporary work. He was an alcoholic and his health had deteriorated so
much that he was at risk of dying on the streets.

With the support of housing and service providers, Ed moved into

permanent supportive housing. He did not quit drinking the first time
he tried or the second, but after a year in housing, Ed is now sober,
healthier and feels ready to start living again.

HOME FOR GOOD | FALL 2010 9

 RECOMMENDATIONS The integrated system illustrated below has permanent
housing as its immediate, central, essential goal. In this
system, homeless individuals can enter through any
door in the system, and be quickly and efficiently con-
CREATE AN INTEGRATED SYSTEM FOCUSED ON
nected with permanent housing and supportive services.
PERMANENT HOUSING This requires assertive outreach to individuals living on
In order to ensure that no one lives on our streets for the streets and in shelters, commitment to a common
an extended period of time, we must create a system goal to facilitate rapid placement in permanent housing,
in which every entity is focused on the common goal of communication between all stakeholders, and utiliza-
quickly moving individuals into permanent housing and tion of a centralized database to assess need and track
linking them to the supports they need to thrive. progress. This redesigned system also serves to prevent
homelessness through a more effective connection to
needed resources and services.
CURRENT HOMELESS SYSTEM Existing stakeholders provide critical services to our
homeless neighbors, and they are an essential part of
the new system. There will continue to be a crucial role
Outreach
Safe
Havens
for emergency and transitional housing providers, health
Work-
and mental health providers, public assistance services,
source
Center faith communities, law enforcement, and other stake-
Emergency
Mental
Room
Health holders in the system.
Services
Social Health
Clinics
Security
Adminis- An integrated system will require these stakeholders
tration
work together in new ways. Funding sources must
Criminal Food incentivize this coordination.
Justice Lines
System
Emergency
Shelter Substance
Abuse
Services
Veterans

Permanent
Transitional
Housing
Affairs A RE-IMAGINED SYSTEM
Supportive
Housing

Law
Enforcement Criminal
Justice
Currently, a sizable array of stakeholders and organiza- Foster Care System
System
tions provide meals, transitional shelter, health care, Public
Veterans ALIZED DATAB Benefits
outreach, and other critical services to our homeless Affairs CEN
TR AS
E
neighbors, but their efforts are frustrated—and often de- ATION & P
LOC LA
NG C Emergency
feated—by a fragmented system that is not functioning in Response Teams
SI

EM

Transitional
Permanent
HOU

concert to move individuals into permanent housing. As a Housing

ENT

result of this maze-like system, we have simply managed Housing with

Mental Health
homelessness for years, caring for immediate needs, Emergency
Shelters/
Supportive Services

rather than focusing on ending homelessness.

Missions Services
Emergency
Rooms/Hospitals
Food Programs

Substance
Drop In/ Abuse
Community Health Treatment
Centers Clinics
Safe Havens Health
Services

10 FALL 2010 | HOME FOR GOOD

PROMOTE REGIONAL SOLUTIONS nities across the country create permanent supportive
housing, they sometimes experience local opposition
to siting this housing. This is often referred to as “Not
Los Angeles is a county of 88 cities
In My Backyard” or NIMBYism. Research demonstrates,
and myriad unique neighborhoods, however, that permanent supportive housing not only
spanning over 4,000 square miles. restores the lives of homeless individuals and is highly
cost-effective, but it can also lead to a steadier growth in
Homelessness exists in every property values for nearby residences.12
community across our region. It is only through local leadership of our elected officials,
in partnership with all community stakeholders, that we
can truly end homelessness throughout our region.
To address homelessness across the county, each region
must commit to housing their homeless population. To
do so, we must first understand the scope and nature of It is critical that community members
homelessness in each region through participation in
the Homeless Count and additional assessments of local support local solutions to homeless-
homeless populations. Local jurisdictions can then bet- ness and become YIMBY advocates,
ter target housing and services solutions, based on the
needs of the homeless population in their community. saying “Yes in My Backyard.”
Central to these solutions will be the creation of perma-
nent supportive housing across the region. As commu-

HELMUT’S STORY
Helmut was 80 when he was evicted from his apartment in Hollywood
where he’d lived for 40 years. With a limited income, he couldn’t afford
the security deposit on a new apartment and was forced onto the streets.
He slept on bus benches at night and recycled cans and bottles during
the day to survive.

Help found Helmut. A group of volunteers tracking Hollywood’s home-

less population discovered him sleeping on the sidewalk and arranged
for him to move into housing. He now has a home, a savings account and
feels in control of his life again.

HOME FOR GOOD | FALL 2010 11

CREATE ACCESS TO 12,000 PERMANENT Securing 6,000 Turnover Units
SUPPORTIVE HOUSING UNITS We currently have over 6,500 permanent supportive
housing units throughout Los Angeles County. These
units turnover at a rate of 15-20% each year, due pre-
Drawing on resources that already exist dominantly to tenants moving on to other permanent
housing.13 Currently, only 43% of permanent supportive
in our system, we can ensure access to housing units are occupied by chronically homeless in-
12,000 units of permanent supportive dividuals.14 We must ensure that as these units become
available, the vast majority are occupied by chronically
housing throughout our region for the homeless individuals and that the units have adequate
12,000 chronically homeless residents supportive services to ensure individuals retain housing.
In doing so, we can provide an additional 6,000 units for
in our communities. chronically homeless people over the next 5 years.

Creating 6,000 New Units

Through new construction, rehabilitation of existing
We must first house those chronically homeless indi-
buildings, and scattered site supportive housing, we can
viduals that are the most vulnerable and costly users
create an additional 6,000 units of permanent support-
of our system in order to restore the lives of thousands
ive housing throughout the region over the next 5 years.
of seriously ill and disabled people and quickly realize
2,500 units will be created through new construction
significant cost avoidance for our system. In doing so,
and rehabilitation of existing units. 3,500 units will be
we also allow mainstream and homeless services sys-
acquired through scattered site units in existing afford-
tems to function as they are designed: to quickly resolve
able and market rate apartment buildings, with services
short-term crises and return individuals and families
provided by mobile teams that travel to the units.
to stability.

ACCESS TO PERMANENT SUPPORTIVE HOUSING

2011 2012 2013 2014 2015 Totals

Turnover in Existing PSH Units 650 850 1200 1600 1700 6,000
New Construction or Rehab
Ready for Lease 500 500 500 500 500 2,500
Scattered Site Units
in Existing Buildings 550 550 700 800 900 3,500

Totals 1,700 1,900 2,400 2,900 3,100 12,000

12 FALL 2010 | HOME FOR GOOD

 our region every year. We must ensure that local public
investments are made and sustained over the next five
years, and that these public funders require the majority
of their permanent supportive housing units are occu-
pied by chronically homeless individuals. We also must
ensure that capital funds are maximized by reducing or
removing onerous regulations that increase costs for
developers of these units whenever possible.

ACOF’s California Hotel in San Pedro

Operating
Housing Authorities throughout our region distribute
housing subsidies such as Shelter Plus Care and Sec-
FINANCING 12,000 UNITS tion 8 vouchers that provide long-term rental subsidies
for low-income and homeless individuals and families
We have the resources in our systems to finance these that cannot independently sustain market-rate housing.
12,000 units of permanent supportive housing. We will The tenants pay one third of their income and the sub-
need to invest on average $230 million of existing re- sidy provides the remaining operating funds. We must
sources each year for the next five years, for the capital, ensure that a portion of housing subsidies available for
operating, and services costs for these units. The capital new use each year, an average of 1,400 each year, are
costs are approximately $150 million each year. Operat- used to provide the operating expenses for the chroni-
ing expenses average $35 million; services average $47 cally homeless individuals occupying these units.
million a year.
Appendix B includes an outline of the existing housing subsidies that
See Appendix B for the assumptions behind these costs and an outline of can meet this need.
resources needed each year.

Services
We must target and reallocate On-site services provide the stability that allows
chronically homeless individuals to address their chron-
existing resources to create access ic conditions and retain their housing. The County of Los
to 12,000 units of permanent Angeles and cities throughout our region currently ex-
pend over $400 million on critical health, mental health,
supportive housing for chronically substance abuse and additional services for homeless
homeless individuals. and at-risk individuals each year. By repurposing a
portion of existing City and County resources to provide
services for the newly housed, the system can function
Capital far more effectively. It will help people stabilize in hous-
For every million dollars in local funds invested in capital ing, rather than trying to manage their symptoms from
for permanent supportive housing, we are able to lever- the streets. This will also unemcumber public systems
age approximately $4 million in State and Federal funds. currently overburdened by chronically homeless people
Therefore, by investing $30 million in local funds, we will cycling in and out of emergency services. The annual
be able to leverage $120 million in federal capital funds. funding needed to deliver these new services in perma-
This secures the $150 million needed to build or reha- nent supportive housing will be $14 million in 2011 and
bilitate at least 500 new units of permanent supportive increase to $86 million by 2015.
housing for chronically homeless individuals throughout

HOME FOR GOOD | FALL 2010 13

THE COST ANALYSIS AVERAGE ANNUAL PUBLIC COST AVOIDANCE (2011-2016)

Over $875 million in public funds are invested each year Top Cost Quartile
to primarily manage homelessness, rather than end it. of Homeless $650,000,000
Individuals
Foundations, corporations, and individual donors invest
another $100 million each year. By shifting to an inte-
grated system focused on permanent housing, we can
generate tremendous efficiencies that can enable these Cost of Permanent
$230,000,000
Supportive Housing
resources to be invested in truly ending homelessness.

AN INTEGRATED SYSTEM FOCUSED ON Potential Cost $280,000,000

PERMANENT HOUSING IS COST EFFECTIVE Avoidance

The traditional model prescribes that individuals and

families spend significant time in transitional housing
or substance abuse treatment, which can cost up to
$20,000 per person each year.15 By focusing on rapid The most costly quartile of the homeless population,
placement in permanent housing with the supports many of whom are chronically homeless, utilize over
individuals need to stay in housing, we replace our cur- $650 million dollars in public services each year. This
rently overburdened system with one that functions far cost results from the frequent usage of emergency
more efficiently and effectively for the 48,000 people it rooms, jails, and other crisis services. These systems
is charged with housing. were not designed to address homelessness, and
most homeless individuals do not become housed or
By creating access to permanent supportive housing for stabilized as a result of their encounters with these
12,000 chronically homeless individuals, we free critical systems. By investing an average $230 million a year
emergency and transitional housing resources and avoid in permanent supportive housing, we can potentially
over 40% in public costs for each chronically homeless realize a 43% reduction in these individuals’ use of
individual housed. public services, leading to over $280 million in cost
avoidance each year.

We can no longer afford a fragmented

system. We will only be able to end
chronic and veteran homelessness
in our region by aligning our goals
around housing stability and thought-
fully targeting our resources toward
this end.

14 FALL 2010 | HOME FOR GOOD

CONCLUSION

Ending Chronic and Veteran Homelessness in Los Angeles County

The Business Leaders Task Force on Homelessness is firmly dedicated to ending
homelessness in our region. We are determined to bring to our community a rational,
sensible, effective and cost-efficient system which achieves measurable results and
holds those responsible accountable for achieving them.

We are mindful of the challenges our proposals present. Coordinating the efforts of a multi-
plicity of local, state and national government entities will be daunting work. Instituting an
innovative, consolidated approach in a dizzying patchwork of agencies, developers, existing
social service and rehabilitation nonprofits, the faith-based community, the philanthropic
community and the public at large will be difficult.

Yet for all the challenges, impediments and competing interests which would otherwise
dampen our efforts to forge a better system, we hold firm to our conviction: Homelessness
must end and ending homelessness begins by solving chronic and veteran homelessness.

We have before us the proven means to end homelessness in our community while saving
millions of dollars and thousands of lives. We know that business as usual does not work.
We have unassailable facts and figures and we have evidence, right before our eyes each
night on streets, that what we have done is insufficient and needlessly expensive.

We can make our communities better, stronger, safer and far more
humane. Our commitment and our collective action will ensure our
success. We can and will bring our homeless neighbors home for good.

HOME FOR GOOD | FALL 2010 15

 CALL TO ACTION
CALL TO ACTION
We all have cause to end homelessness.
We must demand action and accountability
in taking the necessary steps to create
communities in which all our members thrive.

We all have cause to end homelessness. We must demand

action and accountability in taking the necessary steps to
create communities in which allLawour
Business Leaders
members thrive.
Enforcement
Demand effective and efficient allocation of Dedicate staff to link homeless individuals to
public and private sector funds and harness appropriate housing and services.
new resources. Ensure effective implementation
of Home For Good. Services Providers

Faith Leaders Business Leaders

Coordinate the faith community’s resources to
Restructure services to help individuals access
and retain permanent housing over the long term.

efficiently connect Demand effective

homeless individuals withand efficient allocation
Housing of public and private
Providers
sector
housing and services. resources
Mobilize and the creation
the faith community Constructofpermanent
key action items.
supportive Secure
housing for
to get involved in local solutions. chronically homeless individuals in communities
additional resources to address homelessness.
throughout our region. Partner with services
Private Sector Funders
Faith Leaders
providers to locate critical supportive services
Direct philanthropic dollars to best practices, in this housing.
nnovations, and research to end homelessness.
Community
Coordinate the faith community’s Members
resources to efficiently
Public Sector Leaders Be a part of ending homelessness in your
connect homeless individuals with housing and services.
Change the policies and reallocate the resources community. Learn more about people in your
Mobilize the faith
necessary to create a system designed to endcommunity to get involved
neighborhoods in localbysolutions.
who are homeless volunteering,
homelessness. donating funds, and advocating for solutions.

Private Sector Leaders

Direct philanthropic dollars to best practices, innovations,
and research to end homelessness.
The Business Leaders Task Force on Homelessness will create the cross-sector
Public Sector Leaders
leadership group that will ensure ongoing implementation of Home For Good.
The Task Force will release regular updates on the progress of the plan, track
ENGAGE, LISTEN, ACT, and LEAD to change the policies,
key benchmarks, and provide
reallocate ratings and
the resources on key action
create items for
a system thateach sector.
meets
the demands and expectations established in this plan.

16 FALL 2010 | HOME FOR GOOD

16 FALL 2010 | HOME FOR GOOD
Services Providers
Change policies, reallocate resources and
create a system designed to end homelessness.

FOURDevelopers
Housing KEY STRATEGIES
Construct permanent supportive housing for
chronically
In orderhomeless
to create individuals in communities
a cost-effective and efficient system that will end
throughout our region. Partner with services
chronic and veteran homeless by 2016 and create a path to ending
providers to locate critical supportive services
all homelessness, we must employ four key strategies focused on
in this housing.
creating an integrated system grounded in access to permanent

Law Enforcement
housing, and scale permanent supportive housing:

Dedicate staff to link homeless individuals

to appropriate housing
1. Align Goals and services.
to Integrate Our System
Community Members
2. Collect and Share Data to Assess Need and Track Progress
Be a part of ending homelessness in your com-
3. Target
munity. Learn and
moreReallocate Existing
about people Resources
in your neigh- to Maximize Impact
borhoods who are homeless by volunteering,
4. Coordinate
donating Resources
funds, and to Streamline
advocating Funding
for solutions.

The Business Leaders Task Force on Homelessness All Stakeholders will com-
will create the cross-sector leadership group that will mit to hold themselves and
ensure ongoing implementation of the Home For Good others accountable to fol-
plan. The Task Force will release regular updates on the low through on the action
progress of the plan, track key benchmarks, and provide items in the pages that
follow.
ratings on key action items for each sector.
FOUR KEY STRATEGIES
Strategy 1: Align Goals to Integrate Our System
We must create system-wide accountability by establishing consistent standards and measures of success, which are
then carefully and regularly evaluated. This is only possible if we establish key benchmarks and set shared goals for
quickly transitioning individuals into permanent housing with access to the supports they need to thrive.

Goal Action Entity Responsible Timeline

Create common mission, Sign on to Home For Good and agree to hold All Stakeholders 2010
benchmarks, and action steps themselves and others accountable for ongoing
to achieve goals and ensure implementation.
accountability.
Release periodic progress reports on Task Force 2011-2015
Home For Good implementation.

Adopt goals to end chronic and veteran Board of Supervisors; 2011

homelessness in 5 years and create access to Mayors/City Councils;
End homelessness throughout permanent supportive housing in each region. All Stakeholders
the region by supporting
solutions in every community. Combat NIMBYism by advocating in support of United Way, partners, and 2011-2015
local permanent supportive housing and services faith community to mobi-
and addressing community concerns. lize community members

Align goals for services and housing providers to Task Force, in collabora- 2011
focus on rapid transitions to permanent housing tion with public and
with supportive services. Key principles for this private sector funders,
work are outlined in Appendix C. providers, and faith
community

Integrate the system by Provide capacity building and technical United Way; Corporation 2011-2015
focusing on permanent assistance for organizations shifting to new for Supportive Housing;
housing outcomes. permanent housing models. Common Ground; Enter-
prise Community Partners
Align Continuum of Care
outcomes with requirements Adopt aligned goals determined during previous Services and housing 2012
set forth in the HEARTH Act. year and work together to coordinate services providers, including faith
and housing in each region. community

Craft funding opportunities that incentivize pro- Board of Supervisors; 2012-2015

viders to adopt aligned goals. Continuums of Care;
Mayors/City Councils;
Private sector funders

Conduct periodic assessments of service Task Force, with public and 2012-2015
providers’ performance on aligned outcomes. private sector funders

Create vital linkages between Integrate law enforcement as a critical link Task Force convenes; 2011-2015
law enforcement and homeless between homeless individuals and homeless Cities/County law
services system to ensure home- services and housing providers. enforcement and home-
less individuals have access to 2011: Convene regional law enforcement and less services and housing
services and housing. services and housing providers to create a plan providers implement
to formalize linkages.
2012-2015: Implementation.

18 FALL 2010 | HOME FOR GOOD

Strategy 2: Collect and Share Data to Assess Need and Track Progress
Our work must begin with understanding the scope and nature of homelessness in order to plan and implement real
housing solutions. By identifying and assessing the homeless population of each community, we will understand their
individual and collective needs in order to more efficiently target housing and services to support them in re-integrating
into communities.

Goal Action Entity Responsible Timeline

Conduct annual Homeless Counts using consis- Continuums; 2011-2015

tent methodology, with enumeration of the 88 Mayors/City Councils
cities in L.A. County. Baseline: 22%
Assess scope and nature of 2011: 40% of cities; 2012: 60%; 2013: 80%;
homelessness to target 2014: 90%; 2015: 100%
resources and track progress in
census reductions each year. Compile by-name lists of everyone living on Continuums; Providers, 2011-2013
the streets and in shelters and assess for Cities, and community
Reduce NIMBYism by enabling vulnerability. leaders
community members to learn 2011: 20 communities; 2012: 30 communities;
more about people who are 2012: Integrate with Homeless Management
homeless in their community. Information System (HMIS).

Increase volunteer participation in Homeless United Way, partners, and 2011-2015

Counts and in other community efforts to end faith community to mobi-
homelessness. lize community members

Provide technical assistance and make Continuums 2011-2015

improvements to HMIS.

Track progress of individuals Implement HMIS to track progress of individuals Continuums; Emergency 2011-2015
accessing housing and and families receiving services. Shelter/ Transitional
services and target housing Baseline: 31%. 2011: 50%; 2013: 85%; 2015: 95% Housing Providers
and services resources.
Implement HMIS to track housing placements Continuums; Permanent 2011-2015
and stability and available housing resources. housing providers
Improve scoring on McKinney Baseline: 9%. 2011: 15%; 2013: 40%; 2015: 80%
Vento applications to HUD.
Oversee implementation of HMIS among public Continuums; Board of 2012-2015
sector departments. Supervisors; VA

Share data across providers. Continuums; 2011-2015

2011: 10%; 2013: 50%; 2015: 90% All providers

Support research of changing dynamics Private sector funders 2011-2015

of homelessness and best practices on
ending homelessness. Convene regular
opportunities for providers to learn about
Evaluate and learn from local best practices.
data on homelessness and
best practices in ending Conduct research and serve as advisors around Homelessness 2011-2015
homelessness. understanding nature of homelessness and best researchers and experts
practices. Assess opportunities for new funding
for permanent supportive housing through health
care reform.

HOME FOR GOOD | FALL 2010 19

Strategy 3: Target and Reallocate Existing Resources to Maximize Impact
We can maximize impact by focusing our existing resources on access to permanent housing rather than investing
in fragmented systems that have no alignment around goals.

Goal Action Entity Responsible Timeline

TARGETING HOUSING UNITS

Maximize permanent Use funding mechanisms to incentivize Board of Supervisors; 2011-2015

supportive housing resources permanent supportive housing providers to Mayors/City Councils;
by ensuring they are targeted prioritize the most vulnerable and costly Continuums; Private
to the most vulnerable and chronically homeless individuals for housing sector funders
costly population. and to support the creation of supportive
housing in every community.

Dedicate new and turnover permanent Permanent supportive 2011-2015

supportive housing units to chronically housing providers
homeless individuals.
Baseline: 43%. 2011: 60% of new/ turnover units;
2012: 75%; 2013-2015: 90%

TARGETING SERVICES FUNDS

Identify and allocate a portion of existing Depart- Board of Supervisors 2011-2015

mental funding streams for mental health, health,
and substance abuse services in permanent sup-
portive housing.
September 2011: Identify existing resources and
create plan for allocation.
2012-2015: Distribute funds.

Identify a portion of existing funding for case Mayors/City Councils; 2011-2015

Provide ongoing services for all management and other services in permanent Continuums
units of permanent supportive supportive housing.
housing. (See Appendix B for 2011: Identify existing resources and create plan
additional services funds needed for allocation.
for the 12,000 units of perma- 2012-2015: Distribute funds.
nent supportive housing.)
Identify a portion of existing services funds to VA 2011-2015
contract to nonprofit service providers for
veterans utilizing VASH vouchers.
2011: Identify existing resources and create
plan for allocation.
2012-2015: Distribute funds.

Enroll individuals in Medicaid and build upon Housing and services 2011-2015
successful service delivery and payment models providers
that use Medicaid as a payer for services in
permanent supportive housing.

Provide funding for innovations Provide funding to support innovations in Private sector funders 2011-2015
in permanent supportive housing placement and retention.
housing.

Provide services to rapidly Shift McKinney Vento funds to outcomes-based Continuums 2011-2013
house all homeless populations, contracts, focused on permanent housing
in alignment with HEARTH Act outcomes.
requirements. 2011: Evaluate and create plan for transition;
2013: plan fully executed.

20 FALL 2010 | HOME FOR GOOD

TARGETING OPERATING SUBSIDIES

Increase the portion of HOPWA and Section 8 Housing Authorities 2011-2015

vouchers dedicated to house chronically home-
less individuals, and utilize all Shelter Plus Care
and VASH vouchers for chronically homeless
individuals in permanent supportive housing.
See Appendix B for a proposed breakdown of how
existing subsidies can be used to meet the need
for operating subsidies in permanent
Provide housing subsidies supportive housing.
for all chronically homeless
individuals in permanent Convert a portion of existing Section 8 and VASH Housing Authorities 2011-2015
supportive housing. vouchers from tenant-based to project-based
vouchers for permanent supportive housing as
needed in each community.

Ensure that local eligibility requirements for

housing vouchers are no more restrictive for Housing Authorities 2011-2015
homeless individuals than HUD requires.

Increase individuals’ Enroll chronically homeless individuals in ap- DPSS; DMH; DHS; VA;
income. Shift individual subsidy propriate entitlement benefits, including SSI and Providers 2011-2015
from County budget to federal VA benefits, as applicable. Increase approval rate
source when possible. of SSI applications from 40% in 08-09 to 70% in
12-13.

Enable non-chronically Fully implement the restructure of the General Board of Supervisors; 2011-2014
homeless individuals to access Relief program, to include 10,000 rental subsi- DPSS
permanent housing with short dies for homeless individuals by 2014.
term supports.
Convert a portion of existing temporary housing VA 2011-2015
funding (per-diem funds) to support innovative
transition in place programs.

TARGETING CAPITAL FUNDS

Provide capital funds to help Continue the City of Los Angeles Permanent LAHD; LA County CDC 2011-2015
fund 500 new construction and Supportive Housing Program and City of Industry
rehab units per year. Special Needs Housing Programs at current
capital and project-based rental subsidy levels.

Set aside at least 20% of all affordable hous- City and County Housing 2012-2015
ing funds for permanent supportive housing, Departments and
including HOME, redevelopment tax increment Redevelopment Agencies
low-moderate income housing set-aside funds
and Neighborhood Stabilization Program funds.

Reduce regulatory and zoning restrictions Mayors/ City Councils 2012-2015

that add onerous capital costs for permanent
supportive housing developers.

HOME FOR GOOD | FALL 2010 21

 TARGETING STATE & FEDERAL RESOURCES

Increase local funds from state Advocate for increased and targeted state and Task Force, in partnership 2011-2015
and federal sources to provide federal resources for the region. Advocacy will with all stakeholders
permanent housing with access include revision of the federal funding formula
to supportive services. to ensure more equitable distribution of federal
funds, targeted housing voucher and capital
funds programs, establishing affordable housing
trust funds, establishing a state interagency
council on homelessness, and other critical state
and federal policy.

Mobilize the business community to advocate on LA Area Chamber of 2011-2015

homelessness policy priorities through annual Commerce
Access Sacramento and Access DC.

Strategy 4: Coordinate Resources to Streamline Permanent Supportive Housing Funding

When public, private, local and national funding systems work together to invest in comprehensive services and
housing solutions, everyone’s return on investment is maximized and best practices that improve our communities
can be brought to scale sooner.

Goal Action Entity Responsible Timeline

Establish Memoranda of Understanding (MOUs) Board of Supervisors; 2011

between local cities and the County to dedicate Mayors/City Councils/City
and align local funds for permanent supportive Departments; Housing
Coordinate distribution of housing. Authorities
capital, operating and services
dollars for permanent supportive Align distribution of Cities/County capital, Board of Supervisors; 2012-2015
housing. operating, and services funds for permanent Mayors/City Councils/City
supportive housing. Departments; Housing
Authorities

Shorten development timeline. Align distribution of philanthropic funds for Private sector funders 2012-2015
capital, operating, and services funds for
permanent supportive housing, in collaboration
with public sector funders.

Advocate for federal initiatives that streamline Task Force, in partnership 2011-2015
funding. with all stakeholders
Streamline funds to better
coordinate and invest in local Mobilize the business community to LA Area Chamber of 2011-2015
solutions. advocate on homelessness policy priorities Commerce
through annual Access Sacramento and
Access DC.

22 FALL 2010 | HOME FOR GOOD

APPENDIX A

RESOURCES CONSUMED BY HOMELESS INDIVIDUALS16

Approximate Cost of Total Homeless Population in Los Angeles County

Portion of Homeless Total Annual

Homeless Individuals Cost
Population

10% Most Costly 4,805 $507,580,980
4,805 $112,379,340
4,805 $63,598,980
4,805 $45,205,440
4,805 $34,711,320
4,805 $28,830,000
4,805 $25,774,020
4,805 $22,891,020
4,805 $19,835,040
10% Least Costly 4,805 $14,933,940

Total 48,050 $875,740,080

Cost of the Top Quartile of the Homeless Population

in Los Angeles County

Homeless Total Annual

Individuals Cost

4,805 $507,580,980
25% Most Costly 4,805 $112,379,340
2,403 $31,806,108

Total 12,013 $651,766,428

HOME FOR GOOD | FALL 2010 23

APPENDIX B

PERMANENT SUPPORTIVE HOUSING FINANCING ASSUMPTIONS

Annual Costs for Capital, Operating and Services*

Costs 2011 2012 2013 2014 2015 Total Average Per

Year

Capital $150 M $150 M $150 M $150 M $150 M $750 M $150 M

Operating $9 M $21 M $34 M $48 M $63 M $175 M $35 M
Services $14 M $27 M $44 M $65 M $86 M $236 M $47 M

Total $173 M $198 M $228 M $263 M $299 M $1,161M $232 M

* Assumptions are based on the need for full capital, operating and services dollars for all 2,500 new construction and rehab units; operating and services for
3,500 scattered site units; operating dollars for 1,000 turnover units and services dollars for 3,000 turnover units.
Capital costs: $300,000 per unit; operating costs: $8,000 per unit; services costs: $10,000 per unit.

THE COST AN
Nearly all operating costs can be covered by rental subsidies that exist within our system.
The chart below demonstrates one scenario for providing the new rental subsidies needed each year.

Subsidy Source 2011 2012 2013 2014 2015 Total

HUD VASH Program 500 650 650 700 700 3,200

Shelter Plus Care 350 350 400 450 500 2,050
HOPWA Vouchers 50 50 75 100 100 375
202 Housing 100 100 125 150 150 625
Section 8 Set Aside 150 150 150 150 150 750

Totals 1,150 1,300 1,400 1,550 1,600 7,000

24 FALL 2010 | HOME FOR GOOD

 APPENDIX C

PRINCIPLES FOR SETTING ALIGNED GOALS

The Task Force will work in collaboration with public and private sector funders and providers to
determine specific goals and outcomes for outreach, services, and housing providers.

The goals will be based on the following principles:

• Everyone deserves a home.

• Our homeless neighbors are important members of our communities.
• No one should be on the streets or in shelter for a prolonged period of time.
• Housing stability is a critical first step on the road to wellness for those who are struggling with
substance abuse, mental illness, and chronic health problems.
• Supportive services provided in permanent housing are a critical component of individuals’
vital recovery and integration in our communities.

1

United Way of Greater Los Angeles. Homeless Cost Study, 2009.
2 
Flaming, Daniel, Patrick Burns, Michael Matsunaga, Gerald Sumner, Manuel H. Moreno, Halil Toros, and Duc Doan.
Where We Sleep: Costs When Homeless and Housed in Los Angeles. Los Angeles: Economic Roundtable, 2009.
3
Los Angeles Homeless Services Authority. 2009 Greater Los Angeles Homeless Count Report, 2009.
4
City of Long Beach. City of Long Beach 2009 Count, 2009.
5 
City of Glendale. 2009 Homeless Count, 2009.
6
City of Pasadena. 2009 Homeless Count: Final Report, 2009.
7
United Nations Centre for Human Settlements. United Nations: Global Report on Human Settlements, 1995.
8
Flaming et al., Where We Sleep, 18.
9 
Tsemberis, Sam, Leyla Gulcur, and Maria Nakae. Housing First, Consumer Choice, and Harm Reduction for Homeless Individuals
With a Dual Diagnosis. American Journal of Public Health, 2004.
10 
Tsemberis, Sam and Ronda Eisenberg. “Pathways to Housing: Supported Housing for Street-Dwelling Homeless Individuals
With Psychiatric Disabilities.” Psychiatric Services 51.4 (2000): 487 - 493.
11
Wilkins, Carol. “Housing Opportunities for Persons with Mental Illness.” Corporation for Supportive Housing, 2009.
12
“The Impact of Supportive Housing on Surrounding Neighborhoods: Evidence from New York City.” New York University’s
Furman Center for Real Estate & Urban Policy, 2008.
13 
Flaming, Daniel, Michael Matsunaga, and Patrick Burns. Tools for Identifying High-Cost, High-Need Homeless Persons.
Los Angeles: Economic Roundtable, 2010.
14 
Burt, Ph.D., Martha R. “Hilton Foundation Project to End Homelessness for People with Mental Illness In Los Angeles: Changes in
Homelessness, Supportive Housing, and Tenant Characteristics since 2005.” Corporation for Supportive Housing.
15 
Abt Associates Inc., Khadduri, Jill, Leopold, Josh, Sokol, Brian, and Spellman, Brooke. “Costs Associated With First-Time
Homelessness For Families and Individuals.” Department of Housing and Urban Development, 2010.
16 
Flaming et al., Where We Sleep, 18.

HOME FOR GOOD | FALL 2010 25

PHOTOS Left: From the book Finding Grace: The Face of America’s Homeless. Photography by Lynn Blodgett.
Published by Earth Aware Editions. Copyright © 2007; Right: ACOF’s Vista Nueva Apartments in the Rampart area.

The Business Leaders Task Force on Homelessness, a joint initiative of United Way
of Greater Los Angeles and the Los Angeles Area Chamber of Commerce, is comprised of business
leaders from throughout the county who have come together with a commitment to end chronic and
veteran homelessness in our region. The Task Force promotes permanent solutions to homelessness
in partnership with local and national public sector, faith, nonprofit, and civic leaders.

Since 2009, the Task Force has examined the challenges and opportunities involved in ending
homelessness in our communities. By learning from local and national experts about solutions that
work, the Task Force has taken the leadership needed to create a bold path to ending homelessness.

The Task Force wishes to thank all those who have informed their learning over the past year,
and express sincere appreciation for the invaluable partnership of leaders in Los Angeles and
throughout the country.

26 FALL 2010 | HOME FOR GOOD

THE BUSINESS LEADERS TASK FORCE ON HOMELESSNESS

CO-CHAIRS
RENEE WHITE FRASER, PH.D.
Fraser Communications, Inc.

JERRY NEUMAN
Sheppard Mullin Richter & Hampton LLP

TASK FORCE MEMBERS

CHRISTOPHER J. CAREY WENDY COLMAN LEVIN, PH.D.
City National Bank Snak King Corporation
JON DEUSENBERRY ANTONIO L. MANNING
UPS JPMorgan Chase & Co.
BILL FARRAR JEFF MCCONNELL
Andrews International Arnie Berghoff and Associates
RON S. GALPERIN JULIA M. MCCALLIN
Law Offices of Galperin California Institute of Technology
RICH GRIMES KERRY MORRISON
Seneca Telecommunications, LLC Hollywood Property Owners Alliance
DAVID HAMLIN STEVEN A. NISSEN
Weisman Hamlin Public Relations NBC Universal
NEIL HALTRECHT JAMES S. PARKER
Robertson Properties Group Bingham McCutchen LLP
PILAR HOYOS BYRON K. REED
Watson Land Company Wells Fargo
FRAN INMAN KENT SMITH
Majestic Realty Co. LA Fashion District BID
BERDELL KNOWLES JARED M. WOLFF
ECG Equity Investors Pacific Western Bank
SPECIAL THANKS TO OUR SPONSORS