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The Human Services Commission will receive updates on the City's coordinated homelessness response, hear findings on LBQ women's programming needs, and review a refreshed agency grant program at its October 13, 2026 meeting.
This preview is based on the published Human Services Commission agenda. It does not reflect what will actually happen at the meeting.
What's proposed
Staff will give the commission an update on how the City's Coordinated Response Framework is being put into practice. This framework is the City's way of coordinating services for people experiencing homelessness who have the most complex needs. The update also explains a second phase of support from an outside consulting firm, Hening + Associates Consulting, LLC, running through June 30, 2027.
Why it matters
The framework is meant to help the City and service providers work together more closely on the hardest homelessness cases, rather than each provider working separately. This affects how quickly and effectively highly vulnerable unhoused residents can get help and move toward stable housing.
What the Commission will decide
The commission is asked to receive and discuss the update. No vote or formal action is requested.
1 more project on this agenda
Full Commissions analysis is coming soon.
Meeting Date
2026-10-13
6:00 PM
Location
Plummer Park, Rooms 5 & 6, 7377 Santa Monica Boulevard, West Hollywood, CA 90046
Members of the public may complete a speaker request slip and submit it to the Secretary to speak on an agenda item in person. To comment by phone, dial in ten minutes before the 6:00 p.m. start, remain on hold until the meeting begins, and use *6 to unmute and *9 to signal a wish to speak on the current item. Phone commenters must register in advance by emailing HSCPublicComment@weho.org no later than 12:00 p.m. on the meeting day, including their name, phone number, and the item number(s) they wish to speak on.
AGENDA
HUMAN SERVICES COMMISSION
CITY OF WEST HOLLYWOOD
REGULAR MEETING
TUESDAY, OCTOBER 13, 2026
6:00 PM
PLUMMER PARK-ROOMS 5 & 6
7377 SANTA MONICA BOULEVARD
WEST HOLLYWOOD, CA 90046
LAND ACKNOWLEDGEMENT:
“The West Hollywood Human Services Commission acknowledges that the land on which
we gather and that is currently known as the City of West Hollywood is the occupied,
unceded, seized territory of the Gabrieleño Tongva and Gabrieleño Kizh peoples.”
STATEMENT OF SHARED RESPONSIBILITY FOR RESPECT:
During public meetings, community gatherings, interactions with the public, and with one
another, the City endeavors for all participants and attendees to conduct City business
and treat others with respect, a core value of the City. This includes being polite,
professional, and thoughtful when interacting with others. Our collective commitment to
West Hollywood requires intention, cooperation, courtesy, consideration, tolerance,
forgiveness, acceptance, inclusiveness, kindness, compassion, and patience. Our
respect is expressed not only in the words we choose, but also in our tone, our demeanor,
Staff recommendation
Receive and discuss an update on implementation of the Coordinated Response Framework to address homelessness.
What's proposed
Staff will present findings from a recent LGBTQ+ Planning and Coordination meeting that focused specifically on the needs of Lesbian, Bisexual, and Queer (LBQ) women in West Hollywood. The report covers themes raised by community members, service providers, and others around health, social connection, and visibility.
Why it matters
The report identifies gaps in current services and programming for LBQ women, including health education, safety concerns like drink spiking, affordable social spaces, and visibility in City programming. This information could shape how the City supports this part of the community going forward.
What the Commission will decide
The commission is asked to receive and discuss the report and provide input on LBQ women's programming needs and opportunities, including identified gaps in services.
Staff recommendation
Receive and discuss the report and provide input on Lesbian, Bisexual, and Queer (LBQ) women's programming needs and opportunities, including identified gaps in services.
and our actions toward one another.
To comply with the Americans with Disabilities Act of 1990, Assistive Listening Devices
(ALD) will be available for check out at the meeting; If you require special assistance to
participate in this meeting, (e.g. an American Sign Language interpreter for people who
are Deaf or hard of hearing), you must call or submit your request in writing to the Office
of the City Clerk at (323) 848-6409 at least 48 hours prior to the meeting. The City TDD
line for the hearing impaired is (323) 848-6496.
Special meeting related accommodations (e.g., transportation) may be provided upon
written request to the Office of the City Clerk at least 48 hours prior to the meeting. For
information on public transportation, call 323.GO.METRO (323/466-3876) or go to
www.metro.net.
RULES OF DECORUM
Members of the audience shall not engage in disorderly or boisterous conduct, including
the utterance of loud, threatening, or abusive language, whistling, stamping of feet or
other acts which disturb, disrupt, impede, or otherwise render the orderly conduct of the
Commission meeting infeasible. A member of the audience repeatedly or continuously
engaging in any such conduct shall, at the discretion of the Presiding Officer or a majority
of the Commission, be subject to ejection from that meeting.
Page 1 of 4
Any person wishing to speak in connection with any item of business on the agenda shall
first complete a speaker request slip and submit the slip to the Secretary.
No person shall address the Commission without first being recognized by the Presiding
Officer.
Each person addressing the Commission shall do so in an orderly manner and shall not
make repetitious, slanderous or irrelevant remarks, or engage in any other disorderly
conduct which disrupts, disturbs or otherwise impedes the orderly conduct of the
Commission meetings. Any person who so disrupts the meeting may, at the discretion of
the Presiding Officer or a majority of the Commission, be subject to ejection from that
meeting.
To Participate by Listening to the Meeting Audio and Providing Public Comment by
Telephone:
1. You may dial-in ten (10) minutes prior to the start of the meeting. The meeting begins
at 6:00 p.m. You will be placed ON HOLD in the Virtual Meeting Room until the
meeting commences. When you enter the meeting, please mute your telephone.
Dial in Code: *6 = unmute. Dial in Code: *9 = lets the host know you want to speak
on the current item
2. Members of the public who wish to comment by telephone are required to register
to speak via Zoom by sending an email to HSCPublicComment@weho.org no later
than 12:00 p.m. to be added to the remote public speaker list. Please include your
name, phone number (for staff to identify your caller location on Zoom), and the
item number(s) you would like to speak on.
1. CALL TO ORDER:
A. ROLL CALL
B. PLEDGE OF ALLEGIANCE
C. APPROVAL OF AGENDA
The Human Services Commission is requested to approve the meeting
agenda for October 13, 2026.
Recommendation: Approve the agenda for October 13, 2026.
D. APPROVAL OF MINUTES
The Human Services Commission is requested to approve the minutes of
September 8, 2026, Human Services Commission meeting.
Recommendation: Approve the minutes from the September 8, 2026,
meeting.
Page 2 of 4
E. PUBLIC COMMENT
The Human Services Commission values your comments; however,
pursuant to the Brown Act, the Human Services Commission cannot take
action on items not listed on the posted agenda. Members of the public
have three minutes to speak. This public comment period is to address the
Human Services Commission on agenda items or items of general interest
within the jurisdiction of the Human Services Commission. An additional
public comment period is offered at the end of the meeting.
2. CONSENT CALENDAR:
3. PUBLIC HEARING: None.
4. UNFINISHED BUSINESS:
A. HOMELESS INITIATIVE UPDATE-COORDINATED RESPONSE
FRAMEWORK IMPLEMENTATION UPDATE
This report provides the Human Services Commission with an update on
implementation of the Coordinated Response Framework (CRF), the
City’s effort to strengthen coordination for community members
experiencing homelessness with the most complex needs. The report also
summarizes Phase 2 consultant implementation support with Hening +
Associates Consulting, LLC through June 30, 2027.
Recommendation: Receive and discuss an update on implementation of
the Coordinated Response Framework to address homelessness.
B. LESBIAN, BISEXAL, AND QUEER WOMEN’S PROGRAMMING NEEDS
AND OPPORTUNITIES
The Human Services Commission will receive a report on findings from
the LGBTQ+ Planning and Coordination Meeting regarding Lesbian,
Bisexual, and Queer (LBQ) women’s programming needs and
opportunities in West Hollywood.
Recommendation: Receive and discuss the report and provide input on
Lesbian, Bisexual, and Queer (LBQ) women’s programming needs and
opportunities, including identified gaps in services.
Page 3 of 4
5. NEW BUSINESS:
A. AGENCY DEVELOPMENT GRANT PROGRAM REFRESH
The Human Services Commission will receive an informational update on
the refreshed Agency Development Grant program, including revised
eligibility requirements, eligible uses, application requirements, scoring
criteria, review procedures, and grant closeout expectations for future
grant cycles.
Recommendation: Receive and file an informational update on the
refreshed Agency Development Grant Program Guidelines (Attachment A)
and revised application (Attachment B).
B. EXCLUDED CONSENT
C. ITEMS FROM STAFF
D. PUBLIC COMMENT
This time is set aside for the public to address the Human Services Commission
on any item of interest within the subject matter jurisdiction of the Human Services
Commission that could not be heard under Item 1.E. at the beginning of the
meeting.
E. ITEMS FROM COMMISSIONERS
During this time, in accordance with Section 4.7 of the Human Services
Commission bylaws, any member of the Commission may request that an item of
business within the Commission's subject matter jurisdiction be added to a future
agenda. Such requests are subject to the approval of the Commission.
F. ADJOURNMENT
The Human Services Commission will adjourn to its next Regular Meeting on
Tuesday, November 10, 2026, at 6:00 pm at Plummer Park Community Center,
Rooms 5 & 6, 7377 Santa Monica Boulevard, West Hollywood, CA 90046.
Notice: Written materials distributed to the Human Services Commission within 72 hours
of this meeting are available for public inspection immediately upon distribution at the
Department of Human Services and Rent Stabilization, 8300 Santa Monica Boulevard,
West Hollywood, California, 90069, during normal business hours. They will also be
available for inspection at the staff liaison’s table during the Commission meeting.
Page 4 of 4
HUMAN SERVICES COMMISSION
CITY OF WEST HOLLYWOOD
MINUTES DRAFTED
TUESDAY, SEPTEMBER 8, 2026
6:00 PM
PLUMMER PARK-ROOMS 5 & 6
7377 SANTA MONICA BOULEVARD
WEST HOLLYWOOD, CA 90046
CALL TO ORDER: Chair Williams called the meeting to order at 6:00 p.m.
Commissioner Eyres read the Land Acknowledgement.
A. ROLL CALL
PRESENT: Commissioner Palmieri
Commissioner Steele
Commissioner Adolphson
Commissioner Eyres
Commissioner Wyville
Vice Chair Borelli
Chair Williams
ABSENT: None
ALSO Teree Carter, Human Services Manager
PRESENT: Derek Murray, Social Services Supervisor
Diane Kahn Epstein, Strategic Initiatives Supervisor
Francisco Gomez, Strategic Initiatives Program Administrator
Katherine Fierro, Commission Secretary, Social Services Specialist
B. PLEDGE OF ALLEGIANCE
Francisco Gomez, Strategic Initiatives Program Administrator, led the
Pledge of Allegiance.
C. APPROVAL OF AGENDA
The Human Services Commission is requested to approve the meeting
agenda for September 8, 2026.
ACTION: Approved the agenda for September 8, 2026. Motion by Vice
Chair Borelli, seconded by Commissioner Wyville, and approved by roll
call vote.
D. APPROVAL OF MINUTES
The Human Services Commission is requested to approve the minutes of
August 11, 2026, Human Services Commission meeting.
Page 1 of 6
ITEM 1.D
ACTION: Approved the minutes from the August 11, 2026, meeting.
Motion by Commissioner Steele, seconded by Commissioner
Adolphson, noting Vice Chair Borelli’s abstention and approved by roll
call vote.
E. PUBLIC COMMENT
YOLA DORA, WEST HOLLYWOOD— Disability Advisory Board liaison,
shared Disability Awareness Month events that included the upcoming
Health Fair on October 1st, and the televised meeting on October 28th.
VICTOR OMELCZENKO— Thanked the City for its partnership with
Seeds of Hope. He also expressed concern about the loss of rent
stabilized units and urged the Commission’s support in the preservation of
the City’s rent-stabilized housing stock.
2. CONSENT CALENDAR:
A. RECOGNITION OF DISABILITIES AWARENESS MONTH
The Human Services Commission will receive an update on Disabilities
Awareness Month.
ACTION: Received and filed.
3. PUBLIC HEARING: None.
4. UNFINISHED BUSINESS:
A. HOMELESSNESS PREVENTION AND RESPONSE DATA UPDATE
The Human Services Commission received an update on homelessness
prevention and response data using the most recent reporting periods
available through the West Hollywood Homeless Initiative Dashboard. The
update summarized service demand, field response performance, housing
outcomes, and prevention activities and identified the date through which
each measure was current. Staff also provided updates on the Holloway
Interim Housing Program, including program exits, length of stay, and plans
to continue evaluating program policies and participant outcomes.
Commissioners expressed support for the dashboard and requested
clarification regarding length of stay at Holloway; call-to-dispatch and
response times for the Homeless Concern Line; case management for
individuals experiencing long-term homelessness; housing retention
following placement in permanent housing; cost per shelter bed night; on-
site services at Holloway; demographic information on transgender
Page 2 of 6
ITEM 1.D
individuals; and when to contact the Homeless Concern Line rather than the
Sheriff’s Department for an involuntary mental health response.
Staff stated that call-to-dispatch time is not currently tracked but could be
incorporated into future reporting. Staff also reported that lead agencies and
case managers had been identified for an initial cohort of 27 individuals
experiencing long-term homelessness. Staff confirmed that demographic
information on transgender individuals is collected and would be added to
a future version of the dashboard. Staff further clarified that the Sheriff’s
Department should be contacted when an individual requires an immediate
involuntary mental health response, while the CARE Team may assist with
de-escalation and other non-emergency situations.
In response to Commissioner Steele, staff provided an update on the
Commission’s prior support for a full-time position dedicated to data and
program monitoring, noting that the staffing request had been submitted
through the City’s internal process.
Public Comment
VICTOR OLMENCHEKO, WEST HOLLYWOOD— expressed support for
the improved homelessness data collection. He discussed the Transit-
Oriented Development Area Plan (TODAP) and housing policy and
expressed support for TODAP and housing preservation measures.
KODY CHRISTIANSEN, WEST HOLLYWOOD— Business Task Force
representative and West Hollywood City Council candidate, discussed his
personal experience with wraparound care shelter. He expressed support
for Holloway, emphasizing the value of supportive services. Suggested
assistance with obtaining identification documents for unhoused residents
and requested additional information regarding the types of services
accepted through Homeless Concern Line engagements.
ACTION: Received and filed.
B. HUMAN TRAFFICKING PREVENTION, NOTICE REQUIREMENTS, AND
TRAINING IN THE CITY OF WEST HOLLYWOOD
The Human Services Commission received an overview of the City of
West Hollywood’s human trafficking prevention and education efforts.
Commissioners requested clarification regarding administrative fines and
business compliance; enforcement of human trafficking notice-posting
requirements; the frequency of trainings for businesses and the public;
mandatory training requirements for alcohol-serving establishments and
hotel workers; and the availability of local human trafficking data.
Page 3 of 6
ITEM 1.D
Commissioner Steele noted that the City’s last public human trafficking
education forum was held in 2019 and emphasized the importance of
offering regular public education and training, particularly in advance of
upcoming major regional events.
Staff explained that the UCLA Rape Treatment Center provides the City’s
bystander intervention training, which is required for establishments
serving alcohol for on-site consumption. Training for hotel workers is
administered separately through the City’s Economic Development
Division. Staff also provided information regarding recent updates to the
Municipal Code in response to changes in State law.
Staff clarified that enforcement of human trafficking notice-posting
requirements is generally complaint-based and explained the process for
addressing repeated noncompliance. Commissioners were advised that
suspected human trafficking may be reported to the Sheriff’s Department
at any time and that Code Enforcement staff fulfill their mandated-
reporting responsibilities when applicable.
Chair Williams requested increased awareness and additional prevention
and educational resources to help the public recognize the signs of human
trafficking. Commissioner Steele requested that staff explore refresher
training for service providers and a future public training. Staff stated that
human trafficking services could be considered as part of the discussions
for a future Social Services Request for Proposals. Staff noted that
specialized resources from human trafficking organizations may be limited
and that additional research would be needed to identify currently
available training opportunities. Options could include partnering with an
organization that already provides training or helping promote trainings
offered by other organizations.
Staff identified existing community partners, including the UCLA Rape
Treatment Center and the Coalition to Abolish Slavery & Trafficking
(CAST), as potential training resources. Staff also noted that human
trafficking prevention is a cross-departmental and regional issue that may
involve Human Services, Public Safety, Code Enforcement, Community
and Legislative Affairs, the Sheriff’s Department, and other City and
community partners. Director Danny Rivas stated that staff would consult
with the City Clerk’s Office regarding the appropriate process for any
formal Commission action.
ACTION: Received and discussed. Motion by Commissioner Steele
recommending staff consider incorporating human trafficking into the next
Page 4 of 6
ITEM 1.D
Social Services RFP cycle and provide additional training opportunities
from community service providers like CAST, if resources exist, starting in
2026 leading up to the 2028 Olympics, and seconded by Commissioner
Eyres, approved by roll call.
5. NEW BUSINESS:
A. LESBIAN, BISEXUAL, AND QUEER WOMEN’S PROGRAMMING
NEEDS AND OPPORTUNITIES
The Human Services Commission will receive a report on findings from
the LGBTQ+ Planning and Coordination Meeting regarding Lesbian,
Bisexual, and Queer (LBQ) women’s programming needs and
opportunities in West Hollywood.
ACTION: Item 5.A was tabled to the next agenda. Motion by Vice Chair
Borelli to continue Item 5.A to the next meeting, and seconded by
Commissioner Wyville, approved by roll call.
6. EXCLUDED CONSENT
7. ITEMS FROM STAFF
Teree Carter, Human Services Manager—announced the launch of the
Community Health Hub had been moved to October 19, 2026, noting that
additional implementation time was required. An update was provided on an
amendment for five additional shelter beds through Ascencia following
discontinuation of the Community Bridge Housing shelter contract that will be
going to Council on September 22, 2026. Updates were provided for the next
social services contract year beginning October 1, 2026. New expectations will
include more consistent reporting, fiscal compliance, site visits, and performance
monitoring.
8. PUBLIC COMMENT
9. ITEMS FROM COMMISSIONERS
COMMISSIONER STEELE— Thanked staff. Asked that Communications
incorporate Community Health Hubs into the City’s upcoming Halloween
marketing.
COMMISSIONER PALMIERI— Recognized Recovery Month and expressed
appreciation for the City’s Ambassador Program. Requested that the minutes
reflect his concerns regarding City Commissioners following applicable
Page 5 of 6
ITEM 1.D
procedural and legal requirements when conducting Commission business.
COMMISSIONER ADOLPHSON— Recognized the work of the City’s CARE
Team and Human Services staff in assisting unhoused community members and
emphasized a compassionate approach to outreach.
COMMISSIONER EYRES— Thanked staff.
COMMISSIONER WYVILLE— Thanked staff and suggested considering agenda
sequencing to ensure important topics receive sufficient time for discussion.
Stated The Abbey should receive a Community Health Hub.
VICE CHAIR BORELLI— Reminded Commissioners of Disability Advisory Board
Service Awards on October 28th and commented positively on the success of the
food distribution at Council Chambers. Asked to adjourn in honor of Hernan
Molina.
CHAIR WILLIAMS— Thanked staff on the upcoming Community Health Hubs.
Thanked staff and Commission for empathy.
10. ADJOURNMENT
The Human Services Commission adjourned at 7:55 p.m. in honor of Hernan
Molina, recognizing his more than 25 years of service to the City of West
Hollywood, to its next Regular Meeting on Tuesday, October 13, 2026, at 6:00 p.m.
at Plummer Park Community Center, Rooms 5 & 6, 7377 Santa Monica Boulevard,
West Hollywood, CA 90046.
Notice: Written materials distributed to the Human Services Commission within 72 hours
of this meeting are available for public inspection immediately upon distribution at the
Department of Human Services and Rent Stabilization, 8300 Santa Monica Boulevard,
West Hollywood, California, 90069, during normal business hours. They will also be
available for inspection at the staff liaison’s table during the Commission meeting.
Page 6 of 6
ITEM 1.D
HUMAN SERVICES COMMISSION OCTOBER 13, 2026
UNFINISHED BUSINESS
SUBJECT: HOMELESS INITIATIVE – COORDINATED RESPONSE
FRAMEWORK IMPLEMENTATION UPDATE
PREPARED BY: HUMAN SERVICES & RENT STABILIZATION DEPARTMENT
Danny Rivas, Acting Director
Teree Carter, Human Services Manager
Diane Kahn-Epstein, Strategic Initiatives Supervisor
Francisco Gomez, Strategic Initiatives Program Administrator
______________________________________________________________________
STATEMENT ON THE SUBJECT:
This report provides the Human Services Commission with an update on implementation
of the Coordinated Response Framework (CRF), the City’s effort to strengthen
coordination for community members experiencing homelessness with the most complex
needs. The report also summarizes Phase 2 consultant implementation support with
Hening + Associates Consulting, LLC through June 30, 2027.
RECOMMENDATIONS:
Receive and discuss an update on implementation of the Coordinated Response
Framework to address homelessness.
BACKGROUND / ANALYSIS:
1. Why the Framework Exists
When the City Council approved the Coordinated Response Framework (CRF) in June
2025, the City was already funding a broad network of homelessness services including
24-hour field response and interim and permanent supportive housing placements.
However, the City did not have a consistent, shared way to coordinate services for people
who remained unhoused despite repeated engagement, especially those with significant
health and behavioral health needs.
Through a competitive Request for Proposal process, the City selected Hening +
Associates Consulting, LLC, a firm with expertise in reducing homelessness in several
1 ITEM 4.A
municipalities. The firm proposed to provide guidance on best practices in several areas:
clarifying roles among City staff, outreach teams, law enforcement, and County partners;
eliminating data-sharing barriers among partners; reducing duplicated efforts; creating a
shared prioritized list of the highest acuity community members experiencing
homelessness; identifying different categories of referral pathways; increasing public
visibility into the efforts and progress in helping highly vulnerable community members
move toward housing and stability.
2. What Is Different Now
The Framework has strengthened coordination among the City and its provider partners
in the following ways:
• Shared by-name list. Built from Safety Ambassador field observations, Homeless
Concern Line history, and provider records, there is now a shared list of 27 high-
acuity community members experiencing homelessness in West Hollywood; this list
is grounded in multiple vantage points rather than any one provider’s caseload. A
year ago, each provider worked from its own list that often included the same
individuals.
• Lead agency and named case manager. Every individual in the cohort has a lead
agency and case manager, assigned based on trust, engagement history, and fit
with the agency’s expertise. Healthcare in Action and the Care Team carry most
cases, and Ascencia serves as lead agency for individuals served at the Holloway.
Each lead case manager maintains the action plan for their client and reports
progress through weekly case conferencing. This local assignment is separate from
the care contact recorded in the County's Homeless Management Information
System. As Table 1 shows, that County-side record was missing or out of date for
most of the cohort at baseline and closing that gap is one of the Framework's
immediate priorities.
• Weekly case conferencing. City staff facilitate a 75-minute weekly session, with
consultant support, focused on advancing individual action plans rather than
general information sharing.
2 ITEM 4.A
• City access to Los Angeles County’s Homeless Management Information
System (HMIS). City staff completed training and gained access to HMIS,
addressing a longstanding gap in the City’s ability to directly review County system
records for individuals in the CRF cohort. This allows staff to assess documented
services and engagement, identify missing or outdated information, and better
coordinate with providers participating in HMIS.
• Client-level tracking and dashboards. The City now collects client-level data,
rather than solely aggregate data, from providers through two City-built, digital
tracking tools. The tools are based on best practices and focused on the needs of
West Hollywood community members. First, a public-facing West Hollywood
Homeless Initiative Dashboard, presented to the City Council, Human Services
Commission and the Public Safety Commission, consolidates reporting on the City’s
homelessness prevention and response services that were previously spread across
separate reports. Second, City staff created the internal CRF dashboard that
supports case conferencing by tracking outstanding HMIS actions, housing
pathways, identified barriers, assigned next steps, and case movement over time.
Coordinated field and public safety response. Joint field operations and
information sharing among Safety Ambassadors, Healthcare in Action, the Care
Team, and Sheriff’s deputies have built shared understanding. Deputies increasingly
refer to care providers when situations require care service support, and outreach
teams escalate to law enforcement or the County Department of Mental Health when
a situation exceeds a care response.
Together, these changes represent a shift in the City’s role. The City has moved from
primarily funding individual homelessness programs and periodically convening partners
to actively coordinating a shared local response, maintaining the by-name list, leading
weekly case conferencing, using HMIS and client-level data to identify gaps, and ensuring
that each person in the cohort has an accountable lead, a defined next step, and a
process for escalation when a case stalls.
3. Who the Framework Is Prioritizing
The by-name list includes 27 individuals who are highly visible in the community and
3 ITEM 4.A
whose homelessness has persisted despite repeated engagement. All 27 have been
reviewed, record by record, in HMIS and through provider case conferencing. The data
below describe the cohort and help explain why these cases have been especially difficult
to resolve.
• Age. The median age of individuals in the cohort is 57. Ten of the 27 are 62 or older
and seventeen are 55 or older, and only two are under 35. Older age narrows
placement options given medical decline, mobility limitations, and cognitive
impairment, and several individuals require a level of care beyond a shelter bed or
interim housing placement.
• Duration of homelessness. The median individual has been known to the system
for approximately seven years, and sixteen of the 27 have been known for at least
five years. For this cohort, the primary challenge is not initial contact with the service
system. It is sustaining engagement and successfully moving complex cases toward
an appropriate housing or care outcome.
• Assessed needs. Acuity is measured through the County's Coordinated Entry
System assessment, which scores housing and service needs and informs the level
of housing or care for which a person is prioritized. Eighteen of the 27 are assessed
at the highest level of need, typically reflecting co-occurring behavioral health,
substance use, and physical health conditions, and several require wheelchair-
accessible placements.
• Relationships and geography. Several individuals have declined housing
placements because the options would separate them from a partner, peer group,
chosen family, or move them far from their community. Case conferencing has
shown that what may be recorded as a placement refusal can, in some cases, reflect
concerns about separation from an existing support system. Understanding those
circumstances can help providers identify placement options that may be more likely
to be accepted and sustained.
• Gender. HMIS records list 23 of the 27 as men and four as women.
• Race and ethnicity. Thirteen individuals are White, seven individuals Black, African
American, or African; six individuals are Hispanic or Latino; and one individual
4 ITEM 4.A
identifies as more than one race. These figures are reported for transparency and
future equity review, and the small sample size means they should not be
generalized to the broader unhoused population.
4. What Progress Looks Like at This Stage
The by-name list was finalized, and weekly case conferencing began in August 2026. The
Framework has not yet produced permanent housing placements for these 27 individuals.
At this stage, progress means establishing the conditions necessary for each person to
access and move through the appropriate housing, behavioral health, or care pathway.
Those conditions include clear case ownership; current and accurate County records
(vulnerability assessments, active County resource referrals, and completed County
required documentation); an identified housing or care pathway; a defined next step;
week-to-week tracking; escalation when a case stalls.
These are leading indicators of housing readiness, not substitutes for permanent housing,
which remains the ultimate outcome. When records, assessments, referrals, or
documentation are incomplete, they can delay or limit movement when County housing,
behavioral health, or higher-level care opportunity becomes available. Sustained
engagement, an interim housing stay, completed documentation, an activated referral, a
substance use or behavioral health treatment connection, or resolution of a documented
barrier each represent meaningful progress even before a placement occurs.
Correcting the Records Needed to Access Housing
A person can be well known locally, to outreach workers, Safety Ambassadors, and City
providers, and still not be positioned to receive a housing opportunity through the regional
system. Key information must be current and complete, including who is working the case,
whether assessments and documentation are in place, and whether an active housing
referral exists. The City’s record-by-record review of all 27 individuals showed significant
gaps in these areas. Figure 1 and Table 1 summarize the baseline, which was recorded
in early August 2026, why each measure matters, and the condition the City and its
provider partners are working toward.
5 ITEM 4.A
Table 1. Housing Readiness Baseline as of August 2026 for the 27-Person Cohort, To
Be Remeasured Quarterly
Measure Why It Matters What the Review Desired
Found Condition
Chronic Affects eligibility for 7 verified; 10 Status clearly
homelessness permanent supportive partially documented or
documentation housing documented; 10 definitively
undetermined due determined
to incomplete
information
Current service Outdated records obscure 10 current; 17 out Record current
record current needs, provider of date, including 6 and actionable
involvement, participant significantly out of
eligibility for resources or date
referral status
Identified care Required to keep the case 8 documented in Lead or care
contact in active in the system every HMIS; 19 without a contact
County records 90 days by identifying who current identified documented in
(HMIS) is responsible for noting contact in HMIS. HMIS.
engagements, services
needed, completing follow-
6 ITEM 4.A
up, and responding when a
housing or care opportunity
becomes available
Housing referral An active referral or 5 active; 22 without Active referral or
or alternative documented alternative a housing referral documented
pathway pathway is generally reason another
necessary for consideration pathway is
for housing or care appropriate
resources
Current needs Helps determine whether 6 current; 21 needs Current
assessment the person should move assessments are applicable
toward permanent outdated or have assessment
supportive housing, not yet been completed
behavioral health treatment, conducted
assisted living, medical
respite, or another level of
care
Document Document readiness means 9 document ready. Required
readiness having photo identification 18 missing identification and
card and Social Security identification card, Social Security
number/card documentation Social Security documentation on
on file in HMIS. Both are documentation, or file
generally required to both
complete a housing
application
Figure 1 and Table 1 reflect the August 2026 baseline and do not include corrections
completed since weekly case conferencing began. These findings are a baseline rather
than a fixed characterization of the cohort. They demonstrate why City access to County
systems matters and identify immediate and longer-term actions required to move
stalled cases forward. Provider teams are already updating records, completing
assessments, identifying care contacts, and activating referrals through weekly case
conferencing. The goal is to make this level of record maintenance and follow-up routine
rather than a one-time correction. The review also reinforced the need for clear,
standardized expectations across providers regarding County system documentation.
City Staff will remeasure these indicators quarterly and use the results with providers
and County partners to identify where additional systemic support or resources are
needed.
7 ITEM 4.A
Joint Casework and Shared Problem-Solving
The central operational change is that the City now convenes providers around the same
individuals, the same case information, and the same next steps, rather than receiving
separate updates from each provider’s caseload. During each weekly session, City staff
and providers identify the primary barrier preventing a case from moving forward, assign
a specific next step to a named responsible party, and track whether previous actions
occurred. When the same barrier appears across multiple cases, it is treated as a shared
operational or systemic problem rather than a series of unrelated individual setbacks.
Grouping similar cases allows the City and its providers to identify patterns that may not
be apparent when each case is reviewed separately and develop strategies that benefit
several people at once.
For example, several individuals in the CRF cohort have been referred to the Los Angeles
County Department of Mental Health Homeless Outreach and Mobile Engagement
(HOME) Team for clinical evaluation and possible linkage to a higher level of behavioral
health care. Reviewing these cases together has surfaced recurring barriers including
limited visibility into referral status, difficulty locating participants when outreach is
attempted, and challenges coordinating the appropriate outreach and clinical teams at
the same time. In response, the City and its providers are developing a more coordinated
strategy for working with the County including using field observations to better time
outreach attempts and strengthen follow-up on referral status. The goal is to reduce
avoidable referral closures, improve coordination across systems, and increase the
likelihood that participants can be evaluated and connected to appropriate care and
housing resources.
This illustrates how joint case review helps the City move beyond tracking individual
cases and begin identifying practical, cross-system strategies to address barriers
affecting multiple participants.
5. What Remains Difficult
Improved local coordination has made the barriers that cannot be resolved through local
case management alone easier to identify. Many of these barriers depend on County or
8 ITEM 4.A
regional systems the City does not administer. The CRF does not remove these
constraints, but it allows the City to maximize performance where it has direct control,
coordinate effectively where it has influence, and identify and document external barriers
so they can be escalated to the County or state with a specific request and a clearly
documented history.
• County and regional control. Housing subsidies, matching through the County’s
Coordinated Entry System (CES), specialized care placements, and County
behavioral health response depend on systems the City does not administer, and
their timelines drive outcomes for many of these cases.
• Scarce, distant placements. Options for assisted living, memory care, or medical
respite are limited and often located far from West Hollywood. These cases often
move more slowly, and distant placements may be more difficult for participants to
accept and sustain.
• Behavioral health and substance use access. A substantial share of the cohort
has co-occurring conditions, and treatment and clinical evaluation availability often
set the pace of a case.
• Contract and reporting misalignment. The City’s homelessness contracts predate
the Framework and have not yet been aligned to coordinated, by-name practice with
CRF outcome goals.
Previously, individual issues could be raised with County or regional partners as they
arose, but there was no standardized case-level process for documenting strategies
attempted, defining the specific request for assistance, identifying the appropriate partner,
assigning responsibility for follow-up, and keeping the case active through resolution.
Weekly case conferencing now provides that process. This practice is still developing,
and City staff and providers are refining when and how cases should be escalated to the
County and regional partners and how accountability is maintained. City staff are working
with the consultant team to convene County and regional partners, Supervisor Lindsey
Horvath’s Office, the Los Angeles Homeless Services Authority (LAHSA), the County
Department of Mental Health, and the County’s new Department on Homelessness and
Housing, CARE Court, and others, around specific cases and recurring system barriers.
9 ITEM 4.A
City staff will keep the City Council informed and utilize the Council’s guidance, expertise
and advocacy as needed.
The barriers identified through case conferencing also vary based on how much control
the City has over the outcome. The City directly controls providers’ response times and
established performance goals, interim housing occupancy, and reporting consistency.
The City influences service acceptance, housing progression, permanent placements,
and retention. However, the City does not control affordable housing supply, voucher
processing requirements or timelines, specialized intensive care capacity, or regional
funding and policy. Figure 2 summarizes these tiers.
The City’s weekly case conferencing focuses on Tier 1 and Tier 2 actions while
documenting Tier 3 barriers for County and regional escalation. This reflects an important
evolution in the City’s coordination model, an ongoing cycle of action, documentation, and
escalation so that difficult cases remain active and County and regional partners can be
engaged with a clear history and a specific request for assistance.
6. Continued Consultant Implementation Support
Phase 1 used external implementation expertise to design and launch the coordinated
local practice. Phase 2 is not simply a continuation of that work: it focuses on embedding
the practice in City operations while using time-limited external expertise to resolve more
10 ITEM 4.A
complex County and regional barriers and build the City’s contract, performance, and
escalation systems needed to sustain it, transferring responsibility for these actions to
City staff along the way.
Hening + Associates Consulting, LLC was selected through a competitive procurement
issued in late October 2025, which drew seven responsive proposals, with panel scoring
in January 2026 and finalist interviews in February 2026. Phase 2 continues that
competitively procured support with the same firm, and no additional procurement was
required. During Phase 1, the consultant interviewed providers, mapped local response
challenges, and helped build and launch the by-name list and weekly case conferencing,
all while coaching City staff and providers as the new practice was established and
implemented.
Phase 2 is organized around five deliverable areas.
• Case practice transfer. Continue weekly by-name case conferencing while
progressively transitioning to an ad hoc coaching and advisory role.
• Contract alignment. Review homelessness-related Human Services contracts and
recommend revisions to scopes, provider roles, and reporting requirements so they
align with coordinated by-name practice.
• Performance and reporting. Provide support on the quarterly remeasurement of
the Table 1 indicators and public reporting through the West Hollywood Homeless
Initiative Dashboard, with the City owning the data and reporting products.
• Escalation protocols. Develop written escalation protocols, including contacts,
timelines, and decision points, for stalled and high-risk cases, involving the County
Departments of Mental Health and Health Services and Los Angeles Homeless
Services Authority.
• Behavioral health and substance use access. Identify practical workflow
improvements for the by-name list, coordinated with regional efforts underway
through the Westside Cities Council of Governments (WSCCOG) and three city
partners, Beverly Hills, Culver City, and Santa Monica.
The scope of Phase 2 is larger than Phase 1 for several reasons; it covers a longer period,
October 2026 through June 30, 2027, at the same, previously established hourly rates; it
11 ITEM 4.A
extends beyond the City’s own providers into County and regional systems; it adds
contract alignment, performance measurement, and escalation design. Phase 2 is
intended to be the final phase of external implementation support. By June 30, 2027, City
staff are expected to independently lead weekly case conferencing, maintain the by-name
list and performance data, manage provider accountability, and initiate escalation through
established protocols without routine consultant support.
On October 5, 2026, the City Council approved Amendment No. 1 to the Agreement,
increasing its not-to-exceed amount by $140,000, from $75,000 to $215,000, through
June 30, 2027. The Phase 2 budget of $140,000 is funded within the City’s approved
Human Services Division budget. Approximately $15,000 is anticipated through
WSCCOG pass-through Measure H funding for the regional behavioral health
coordination portion of the scope, for a net anticipated City cost of approximately
$125,000. This reimbursement is anticipated, not committed, and the full $140,000 is
available regardless of whether it is received. No new appropriation was required.
7. Next Steps
• Sustain and refine weekly case conferencing. Continue weekly by-name case
conferencing, refine case planning and tracking practices, and complete escalation
pathways jointly with local, County, and Public Safety partners.
• Complete record corrections and measure progress. Close the documentation,
assessment, care-contact, and referral gaps identified in Table 1, and remeasure
the six baseline indicators quarterly, reporting results to the City Council
Subcommittee on Homelessness, the City Council, and the Human Services
Commission.
• Align homelessness contracts. Review homelessness-related Human Services
contracts and update scopes, provider roles, performance expectations, and
reporting requirements to support coordinated by-name case management.
• Adopt written escalation protocols. Complete and adopt written escalation
protocols specifying contacts, timelines, and decision points for stalled and high-risk
cases, and convene County and regional partners, including the County
12 ITEM 4.A
Departments of Mental Health and Health Services, the Department on
Homelessness and Housing, and the Los Angeles Homeless Services Authority,
around recurring system barriers and individual cases, using documented history,
defined requests for assistance, and clear follow-up responsibilities.
• Complete the transition to City-led operations. Progressively transition
consultant-supported functions to City staff so the by-name list, case conferencing,
performance monitoring, provider accountability, and escalation processes can be
sustained without routine consultant support after June 30, 2027.
The Framework is intended to ensure that West Hollywood’s most complex
homelessness cases are managed through a coordinated, accountable, and data-
informed practice that City staff and provider partners can sustain beyond the consultant
engagement. With Amendment No. 1 approved, Phase 2 will focus on completing that
transition while strengthening the City’s ability to identify, follow up on, and escalate
barriers that cannot be resolved locally.
OFFICE OF PRIMARY RESPONSIBILITY:
HUMAN SERVICES & RENT STABILIZATION DEPT. / HUMAN SERVICES DIVISION
ATTACHMENT:
None.
13 ITEM 4.A
HUMAN SERVICES COMMISSON OCTOBER 13, 2026
UNFINISHED BUSINESS
SUBJECT: LESBIAN, BISEXUAL, AND QUEER WOMEN’S PROGRAMMING
NEEDS AND OPPORTUNITIES
PREPARED BY: HUMAN SERVICES & RENT STABILIZATION DEPARTMENT
Teree Carter, Human Services Manager
Derek Murray, Social Services Supervisor
Katherine Fierro, Social Services Specialist
______________________________________________________________________
STATEMENT ON THE SUBJECT:
The Human Services Commission will receive a report on findings from the LGBTQ+
Planning and Coordination Meeting regarding Lesbian, Bisexual, and Queer (LBQ)
women’s programming needs and opportunities in West Hollywood.
RECOMMENDATION:
Receive and discuss the report and provide input on Lesbian, Bisexual, and Queer (LBQ)
women’s programming needs and opportunities, including identified gaps in services.
BACKGROUND / ANALYSIS:
The Human Services Division organizes a range of Planning and Coordination (P&C)
meetings to strengthen collaboration among service providers and community partners.
These meetings are designed to:
• Improve service quality, effectiveness, and access
• Increase familiarity among agencies and awareness of local service options
• Support long-range planning and systems alignment
• Provide training and professional development opportunities
• Share information on educational, cultural, and community resources available to
West Hollywood community members.
As part of this item, the Human Services Commission is asked to receive the report and
provide input on LGQ women’s programming needs and opportunities, including identified
gaps in service.
1 ITEM 4.B
The LGBTQ+ P&C focuses on LBQ women’s programming needs and opportunities in
the City of West Hollywood. This P&C serves as a forum to strengthen an inclusive, safe,
and equitable LGBTQ+ service network. It focuses on timely and emerging issues
impacting LGBTQ+ communities, with meetings designed to promote shared learning,
collaboration, and the identification of service gaps across providers.
On August 27, 2026, the Human Services Division held its quarterly LGBTQ+ P&C
meeting. Participants included community service providers, activists, artists, Advisory
Board members, and Commissioners. The meeting opened with a presentation from
Mazer Lesbian Archives representatives who spoke about preserving LBQ women’s
history and community spaces. They also shared general information about its archives
and programming that supports women’s social connection and visibility within the
broader LGBTQ+ community.
Following the presentation, participants engaged in an open discussion guided by three
questions focused on health, social connection, and visibility. The conversation reflected
significant overlap across these areas, with issues such as safety, affordability, access,
community connection, and representation intersecting throughout the discussion. The
following provides a synopsis of the key themes, needs, and programming opportunities
identified by participants. For organizational purposes, the discussion is grouped under
the question with which each theme most closely aligned, recognizing that many of the
topics intersect across multiple areas.
1. Health: What are the current and emerging health needs of LBQ women in West
Hollywood across different ages and life stages?
• Public Safety: Drink spiking emerged as a significant health and safety concern,
particularly in nightlife settings. Participants discussed the ongoing stress
associated with having to monitor drinks and personal safety while socializing and
the impact this can have on mental health and well-being. The discussion
emphasized a need for greater prevention, education, and accountability rather
than placing responsibility for avoiding drink spiking primarily on individuals.
• Violence Prevention: Participants expressed concern that responses to violence
are often reactive rather than preventive. Opportunities were identified for
2 ITEM 4.B
education and programming focused on violence prevention, healthy relationships,
healthy masculinity, predatory behavior, and prevention-focused health
communications.
• Health Education: Participants identified a need for more regular education and
programming on women’s health, including menopause and perimenopause, heart
health, cancer prevention and screening, and sexual and reproductive health.
Participants noted that menopause and perimenopause can begin earlier than
many people realize and emphasized the importance of providing health
information across different ages and life stages.
• Healthcare Access: Participants raised concerns about changes to
Medicare/Medi-Cal and health insurance coverage, including the possibility that
more community members may lose coverage or need assistance navigating
benefits. Maintaining access to preventive services, including mammograms and
cervical cancer screenings, was identified as a priority. Participants also discussed
the importance of ensuring that healthcare programming is inclusive of
transgender men and gender-diverse people who may share some of the same
healthcare needs. Fertility, family formation, and changing family structures were
also identified as areas for greater attention.
• Economic Health: Financial health was viewed as closely connected to overall
health and well-being, particularly for older and lower-income LBQ women.
Participants discussed poverty, limited retirement resources, and the historical
impact on older lesbians who were unable to access marriage-related benefits,
including Social Security, for much of their lives. Participants identified guaranteed
income as a potential opportunity to provide greater economic stability for LBQ
women with limited incomes and noted that financial security can affect an
individual’s ability to participate in activities and services that support physical,
mental, and social well-being.
• Mental Health: Social isolation and the ability to maintain community connections
were identified as important factors affecting mental health and well-being.
Participants noted that cost can limit access to gyms, events, dining, and other
3 ITEM 4.B
opportunities for social engagement, particularly for lower-income and older
community members. Free or low-cost opportunities for regular participation and
connection were suggested as ways to reduce isolation and support mental well-
being.
• Housing Instability: Participants noted that some women are living in their
vehicles and may come to West Hollywood because they perceive it as a safer
place. This raised broader concerns about housing stability and the health and
social-service needs of economically vulnerable community members.
• Sex Positivity: Participants expressed interest in more open and inclusive
conversations about sex positivity within LBQ communities, including femme and
butch identities, kink, and sexual expression. Participants noted that these topics
can be treated as a subculture rather than as part of broader conversations about
LBQ health and sexuality and identified a need for programming and spaces where
these discussions can occur.
2. Social Connection: How well do existing programs and community spaces
support social connection and a sense of belonging among LBQ women, and
where are there gaps?
• Community Spaces: A recurring theme was the need for safe, welcoming spaces
for LBQ women that are not centered on bars, alcohol, or nightlife. Participants
noted that West Hollywood has cafés, restaurants, businesses, parks, and other
spaces that could support more LBQ programming and informal opportunities to
gather. Participants expressed interest in creating regular opportunities for
connection rather than relying primarily on large or nightlife-centered events.
• Safer Spaces: Safety was identified as an important factor in whether LBQ women
feel comfortable participating in nightlife and other social activities. Building on
concerns about drink spiking, participants noted that LGBTQ+ establishments can
sometimes create a false sense of security and discussed greater accountability
for establishments hosting LBQ events. Ideas included recognizing businesses
that demonstrate strong safety practices, incorporating safety measures into
existing rating systems, or developing a separate designation that could help
4 ITEM 4.B
community members identify establishments that are committed to providing safer
environments.
• Community Outreach: Participants discussed opportunities to better
communicate that West Hollywood is a welcoming place for LBQ women. This
included examining the imagery and outreach used by the City, increasing
awareness of available programs and community spaces, and making it easier for
LBQ women to identify places and activities where they can safely connect with
others.
• Sexual Spaces: Participants identified the loss of LBQ-focused sex-positive and
play spaces as a gap in opportunities for social connection. While West Hollywood
continues to have sex-positive spaces serving other segments of the LGBTQ+
community, participants discussed a lack of comparable spaces that reflect the
culture and interests of LBQ women.
• Affordable Programming: Cost was identified as a barrier to social connection,
particularly for older and lower-income community members. Participants
suggested more free or low-cost recurring activities that allow people to participate
without having to purchase food or drinks, maintain a gym membership, or pay for
event admission. Regular, accessible programming was viewed as an opportunity
to reduce isolation and create a stronger sense of belonging.
• Mutual Support: Participants expressed interest in more structured ways for
community members to support one another and build connections across
generations. One idea was an online volunteer and resource hub that could
connect people needing assistance with everyday activities, such as dog walking,
food delivery, or errands, with community members interested in volunteering.
Participants noted particular interest in creating opportunities for younger
community members to support older adults and others who may have fewer
resources.
• Community Workshops: Participants expressed interest in smaller, practical
“how-to” workshops as an accessible and informal way to bring LBQ women
5 ITEM 4.B
together. Examples included workshops on using power tools, dating, cooking, and
culturally specific activities. Participants viewed smaller-scale programming as an
opportunity to build relationships across ages, cultures, and different segments of
the LBQ community.
3. Visibility: What opportunities could strengthen LBQ visibility and community
presence in West Hollywood?
• Health Leadership: Participants identified an opportunity for West Hollywood to
become a recognized leader in LBQ women’s health and wellness. Building on the
health needs and programming opportunities identified during the discussion,
participants suggested that the City could develop a more visible and sustained
focus on LBQ health that distinguishes West Hollywood as a leader in this area.
• Women’s Sports: The growth and visibility of women’s sports was identified as a
significant opportunity to engage and celebrate the LBQ community. Participants
referenced OutLoud Sports, the SHE League, the WNBA, FIFA, and the upcoming
Olympic Games as potential platforms for programming, partnerships, and
community events. Participants also suggested using major sporting events to
recognize LBQ and queer athletes and their contributions to sports, with Billie Jean
King raised as an example.
• Arts Visibility: Participants discussed opportunities to increase the visibility of
lesbian and LBQ filmmakers, artists, and others working in media and the arts,
including people whose contributions may not be widely known. The Mazer
Lesbian Archives and film programming and festivals were identified as
opportunities to celebrate LBQ history, creativity, and contemporary community
life.
• Cultural Representation: Participants emphasized that there is no single way to
“look” LBQ and discussed the importance of programming that reflects the diversity
of the community. Experiences within Persian, Russian, religious, and other
cultural communities were raised as examples of identities and experiences that
may not always be represented in mainstream perceptions of LBQ communities.
Participants saw an opportunity for programming to increase visibility across
6 ITEM 4.B
cultures and challenge assumptions about who is represented within the LBQ
community.
• Community Recognition: Participants felt that West Hollywood could do more to
recognize and highlight LBQ women who are already living, working, creating,
organizing, and contributing to the City. Increasing the visibility of local community
members and their contributions was identified as an opportunity to strengthen
both representation and a sense of LBQ presence in West Hollywood.
• Event Partnerships: Participants expressed interest in expanding LBQ-focused
events while recognizing the staffing and resource demands associated with
producing additional City events. Participants suggested greater use of outside
promoters, sponsors, businesses, and community partners to develop and support
programming, expand available resources, and reduce the operational burden on
City staff.
Overall, the discussion underscored both the breadth of needs within the LBQ community
and the opportunity for the City to take a more intentional and sustained approach to LBQ
programming. Participants identified priorities that span health and wellness, social
connection, safety, inclusion, economic accessibility, and visibility, while emphasizing that
programming should reflect the diversity of LBQ women across ages, cultures, identities,
and life circumstances.
Rather than creating entirely new efforts in every area, the discussion pointed to
opportunities to build on existing City programs, services, events, and community assets,
while strengthening coordination and expanding partnerships with service providers,
businesses, community organizations, sponsors, and other stakeholders. Collectively,
these opportunities provide a foundation for more consistent, inclusive, and visible LBQ
programming that strengthens connection, supports well-being, and reinforces West
Hollywood as a welcoming community for LBQ women.
OFFICE OF PRIMARY RESPONSIBILITY:
HUMAN SERVICES & RENT STABILIZATION DEPARTMENT / HUMAN SERVICES
DIVISION
7 ITEM 4.B
ATTACHMENT:
None.
8 ITEM 4.B
HUMAN SERVICES COMMISSON OCTOBER 13, 2026
NEW BUSINESS
SUBJECT: AGENCY DEVELOPMENT GRANT PROGRAM REFRESH
PREPARED BY: DEPARTMENT OF HUMAN SERVICES & RENT STABILIZATION
Teree Carter, Human Services Manager
Derek Murray, Social Services Supervisor
STATEMENT ON THE SUBJECT:
The Human Services Commission will receive an informational update on the refreshed
Agency Development Grant program, including revised eligibility requirements, eligible uses,
application requirements, scoring criteria, review procedures, and grant closeout expectations
for future grant cycles.
RECOMMENDATION:
Receive and file an informational update on the refreshed Agency Development Grant
Program Guidelines (Attachment A) and revised application (Attachment B).
BACKGROUND/ANALYSIS:
The City of West Hollywood Agency Development Grant provides one-time funding to
contracted social service agencies to strengthen organizational capacity and support the
effective delivery of services to the West Hollywood community. The current program allows
eligible agencies to request up to $12,500 for activities such as leadership development,
strategic planning, data management, program evaluation, and related capacity building
efforts.
Staff reviewed the existing grant structure and application process to identify opportunities to
improve clarity, consistency, equitable access, and accountability while maintaining the grant
as a one-time capacity building resource rather than an ongoing source of operating or
program support. The proposed refresh retains the Agency Development Grant name and the
1 ITEM 5.A
maximum award of $12,500, while making several substantive updates to the program
framework and application process.
1. Clarifying the Purpose and Access to Funding
The revised guidelines more clearly define the Agency Development Grant as a capacity
building investment intended to strengthen an agency’s organizational infrastructure, systems,
skills, and practices. Funding remains focused on one-time improvements that support
organizational effectiveness, service quality, accountability, sustainability, or the successful
delivery of City-funded programming.
The current program permits agencies with multiple City social services contracts to apply for
development funding tailored to individual programs. Under the revised framework, each
organization may submit one application and receive no more than one award per grant cycle,
regardless of the number of City-funded programs it operates. A single proposal may benefit
one or more City-funded programs. This change is intended to provide more equitable access
to the limited grant funds across the City’s provider network.
Prior receipt of an Agency Development Grant will not make an agency ineligible. However,
when substantially equivalent proposals compete for limited funding, preference may be given
to an otherwise qualified agency that has not received an Agency Development Grant during
the previous three grant cycles. Previous recipients must also have satisfactorily completed
prior grant obligations.
2. Establishing Clear Eligibility and Good Standing Requirements
The revised program establishes a formal eligibility review before competitive scoring.
Applicants must have an active City Social Services contract, submit a complete application,
propose an eligible agency development activity, and be able to complete the project during
the grant period.
The revised guidelines also define good standing for purposes of the grant. Required
contractual and fiscal reporting requirements must be substantially current, the agency must
be responsive to City requests for information or corrective action, and there may be no
unresolved compliance matters that have resulted in an administrative hold. Agencies with an
2 ITEM 5.A
active administrative hold or unresolved Notice of Non-Compliance at the application deadline
are not eligible. Agencies that have resolved prior compliance issues may apply.
Performance against contracted service goals is not used as a stand-alone eligibility
requirement. Instead, overall contract performance is considered as a limited component of
competitive scoring and is reviewed in context, including performance trends, identified
barriers, responsiveness, and efforts to address concerns.
3. Modernizing Priority Areas, Eligible Uses, and Funding Restrictions
The refresh expands and organizes the program’s priority areas to better reflect current
organizational capacity needs. Eligible projects may address technology and data systems;
evaluation and quality improvement; leadership and organizational development; workforce
development; strategic and organizational planning; equity, accessibility, and community
responsiveness; resource development and organizational sustainability; or other
demonstrated agency development needs.
The revised framework also modernizes eligible technology expenses. While routine
equipment purchases remain ineligible, limited software or licensing costs may be supported
when necessary to launch an approved capacity building project and the agency demonstrates
how ongoing costs will be sustained. Eligible expenses may also include database
configuration and migration, technology implementation, organizational assessments, training,
evaluation, planning, and development of organizational systems, policies, or tools.
Funding restrictions are clarified to ensure the grant does not become an operating subsidy.
Funds may not be used for ongoing salaries or benefits, permanent positions, routine staffing
shortages, operating deficits, expenses already included in an existing City contract,
expansion of direct service capacity, routine overhead, or other ongoing costs that cannot be
sustained after the grant period.
4. Creating a More Transparent Application and Competitive Review Process
The current application requires a cover page, budget, and a narrative of up to two pages
addressing five general questions. The revised application provides more structured questions
so applicants can clearly describe the organizational need, proposed project, implementation
readiness, West Hollywood service impact, long-term sustainability, measurable outcomes,
3 ITEM 5.A
project timeline, prior Agency Development Grant funding, and whether the project can
proceed with partial funding.
The revised program also establishes a published 100-point scoring framework:
• Demonstrated Agency Development Need – 20 points
• Quality and Feasibility of Proposed Project – 20 points
• Long-Term Benefit and Sustainability – 20 points
• Benefit to West Hollywood Services and Community Members – 20 points
• Budget Reasonableness and Cost Effectiveness – 10 points
• Past City Contract Performance – 5 points
• Implementation Readiness and Timeline – 5 points
Applications must receive at least 75 points to be considered for funding. Meeting the minimum
score does not guarantee an award, and all awards remain subject to available funding.
Eligible applications will be independently reviewed by at least two City staff members. Staff
may contact an applicant to clarify information already submitted or request limited
supplemental documentation necessary to complete the review, but applicants will not be
permitted to materially revise or expand their proposals after the deadline.
5. Strengthening Accountability and Grant Closeout
The revised program establishes clearer award and closeout expectations. Award notices will
identify the approved project, amount, budget, deliverables, project period, and reporting
requirements. Significant changes to an approved project or budget will require advance
written approval from the City.
Grant recipients will be required to submit a brief final report within 30 days of project
completion describing the work completed, organizational impact, benefit to City-funded
services, sustainability, and final expenditures. When applicable, agencies will also provide
the City with the final work product developed through the grant, such as a strategic plan,
evaluation framework, policy or procedure, implementation plan, training material, or
performance measurement tool.
6. Fiscal Impact and Next Steps
4 ITEM 5.A
The proposed refresh does not change the maximum Agency Development Grant award,
which remains up to $12,500 per agency, for a total not to exceed $25,000.
Following the Commission update, staff will finalize the grant cycle dates and contact
information, release the revised program guidelines and application, provide technical
assistance to eligible agencies, and complete the eligibility and competitive review process.
OFFICE OF PRIMARY RESPONSIBILITY:
HUMAN SERVICES & RENT STABILIZATION DEPARTMENT / HUMAN SERVICES
DIVISION
ATTACHMENT(S):
Attachment A – Revised Agency Development Grant Program Guidelines
Attachment B – Revised Agency Development Grant Application
5 ITEM 5.A
CITY OF WEST HOLLYWOOD
AGENCY DEVELOPMENT GRANT
Program Guidelines
Maximum Grant Up to $12,500 per agency
One-time agency development and capacity
Program Focus
building investments
Social service agencies with an active City of
Eligible Applicants
West Hollywood Social Services contract
PURPOSE
The City of West Hollywood Agency Development Grant provides one-time funding to
contracted social service agencies to strengthen the organizational infrastructure, systems,
skills, and practices needed to effectively deliver services to the West Hollywood community.
The grant is intended to support investments that improve organizational effectiveness, service
quality, accountability, sustainability, or an agency's ability to successfully carry out City-funded
programming. Agency Development Grant funding is intended for capacity building purposes
and is not an ongoing source of program or operating support.
DESCRIPTION
Social service agencies currently contracted with the City of West Hollywood may apply for up
to $12,500 in Agency Development Grant funding. Funding may be used to address an
identified organizational need, strengthen existing systems or practices, improve organizational
effectiveness, or develop tools and infrastructure that will continue to benefit the agency after
the grant period ends.
Applicants should be able to demonstrate:
• A clearly identified organizational or capacity building need.
• A specific activity or investment that will address the need.
• How the proposed investment will strengthen the agency or its City-funded services.
City of West Hollywood | Agency Development Grant Program
Guidelines
1 ATTACHMENT A
• How the benefits of the investment will continue beyond the grant period.
• How the project will ultimately support services provided to West Hollywood community
members.
Each organization may submit one application and receive no more than one Agency
Development Grant per grant cycle, regardless of the number of Social Services contracts held
with the City. A proposal may benefit one or more City-funded programs.
ELIGIBILITY
Applicants must:
• Have an active Social Services contract with the City of West Hollywood at the time of
application.
• Be in good standing with the City at the application deadline and at the time of award.
• Submit a complete application by the established deadline.
• Propose an eligible agency development or capacity building activity.
• Be able to complete the proposed project during the grant period.
GOOD STANDING AND COMPLIANCE
For purposes of the Agency Development Grant, an agency is considered in good standing
when required contractual and fiscal reporting requirements are substantially current, the
agency is responsive to City requests for information or corrective action, and there are no
unresolved compliance matters that have resulted in an administrative hold.
An agency with an active administrative hold or unresolved Notice of Non-Compliance at the
application deadline is not eligible to receive Agency Development Grant funding.
An agency that previously experienced a compliance issue may apply if the matter has been
satisfactorily resolved prior to the application deadline. Eligibility and good standing will be
verified again before final grant awards are issued.
PRIOR AGENCY DEVELOPMENT GRANT FUNDING
Receipt of a previous Agency Development Grant does not prevent an agency from applying
for future funding.
City of West Hollywood | Agency Development Grant Program
Guidelines
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When two or more proposals receive substantially equivalent scores and available funding is
insufficient to fund each proposal, preference may be given to the otherwise qualified agency
that has not received an Agency Development Grant during the previous three grant cycles.
Previous grant recipients must demonstrate satisfactory completion of any prior Agency
Development Grant award.
PRIORITY AREAS FOR AGENCY DEVELOPMENT
• Technology, Data, and Information Systems: Data collection, information
management, performance tracking, reporting, system integration, data quality,
cybersecurity improvements, or effective use of information.
• Evaluation and Quality Improvement: Program evaluation, outcomes development,
performance measurement, client feedback systems, continuous quality improvement, or
tools that help assess and improve service effectiveness.
• Leadership and Organizational Development: Executive or management development,
succession planning, organizational assessments, board development, change
management, supervision practices, or related organizational development.
• Workforce Development: Specialized training or professional development that
strengthens the skills, knowledge, or effectiveness of staff responsible for delivering or
supporting services.
• Strategic and Organizational Planning: Strategic planning, sustainability planning,
organizational restructuring, business continuity planning, program planning, or other
planning activities intended to strengthen long-term effectiveness.
• Equity, Accessibility, and Community Responsiveness: Accessibility, language
access, disability inclusion, cultural responsiveness, LGBTQ+ competency, or other
efforts to reduce barriers to services.
• Resource Development and Organizational Sustainability: Grant development
systems, fiscal management improvements, revenue diversification, development
infrastructure, or other organizational systems that contribute to long-term sustainability.
• Other Agency Development Needs: Other activities when the applicant can clearly
demonstrate that the project meets the purpose and intent of the Agency Development
Grant.
City of West Hollywood | Agency Development Grant Program
Guidelines
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ELIGIBLE EXPENDITURES
Grant funds may be used for reasonable and necessary expenses directly related to an
approved Agency Development Grant project. Eligible expenses may include:
• Consultants or subject matter experts.
• Organizational assessments.
• Training and professional development.
• Strategic planning.
• Program evaluation and quality improvement activities.
• Development and implementation of data management systems.
• Database configuration, implementation, or data migration.
• Technology implementation and system setup.
• Limited software or licensing costs necessary to launch an approved project, when the
agency demonstrates how ongoing costs will be sustained.
• Training or instructional materials.
• Development of organizational policies, procedures, systems, or tools.
• Accessibility or language access improvements.
• Other one-time expenses determined by the City to be consistent with the purpose of the
grant.
FUNDING RESTRICTIONS
Agency Development Grant funds may not be used for:
• Ongoing salaries or employee benefits.
• Creation of new permanent staff positions.
• Temporary staffing intended to address routine staffing shortages.
• Existing program operating expenses or general operating deficits.
• Expenses already included in an existing City-funded contract.
• Expansion of direct service slots or ongoing service capacity.
• Creation or ongoing operation of a new direct service program.
• Routine rent, utilities, insurance, or organizational overhead.
• Ongoing subscription or licensing expenses that the agency cannot demonstrate an ability
to sustain after grant funding ends.
• General fundraising campaigns or direct donor solicitation activities.
City of West Hollywood | Agency Development Grant Program
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• Expenses incurred prior to execution of the grant agreement.
• Activities unrelated to the organization’s City-funded services or the West Hollywood
community.
• Routine replacement or purchase of computers, office furniture, phones, or other general
operating equipment.
The City reserves the right to determine whether a proposed expenditure is consistent with the
intent of the Agency Development Grant.
APPLICATION REQUIREMENTS
A complete application must include:
1. Application Cover Page
2. Application Narrative
3. Detailed Project Budget
4. Project Timeline
5. Supporting documentation, when applicable, such as consultant proposals, estimates,
scopes of work, or other information demonstrating project readiness
Applications that are incomplete at the submission deadline may be deemed ineligible.
APPLICATION REVIEW AND SCORING
Applications will first undergo an administrative eligibility review. Eligible applications will then
proceed to competitive review.
Scoring Area Points
Demonstrated Agency Development Need 20
Quality and Feasibility of Proposed Project 20
Long-Term Benefit and Sustainability 20
Benefit to West Hollywood Services and
20
Community Members
Budget Reasonableness and Cost
10
Effectiveness
Past City Contract Performance 5
Implementation Readiness and Timeline 5
City of West Hollywood | Agency Development Grant Program
Guidelines
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Demonstrated Agency Development Need, 20 points
This category considers how clearly the agency identifies the organizational challenge,
gap, or capacity building need the proposed project is intended to address. Strong
proposals will explain why the need is important, how it affects the agency’s
effectiveness or ability to deliver services, and why the proposed investment is
appropriate at this time.
Quality and Feasibility of Proposed Project, 20 points
This category considers whether the proposed project is clearly defined, appropriate to
the identified need, and realistic to complete within the grant period. Strong proposals
will include specific activities and deliverables and demonstrate that the proposed
approach is likely to result in a meaningful organizational improvement.
Long-Term Benefit and Sustainability, 20 points
This category considers the extent to which the proposed project will create lasting
value beyond the grant period. Strong proposals will demonstrate how the investment
will strengthen the agency over time and explain how any systems, practices, tools, or
ongoing costs associated with the project will be maintained after Agency Development
Grant funding ends.
Benefit to West Hollywood Services and Community Members, 20 points
This category considers how the proposed agency development activity will ultimately
strengthen services provided to West Hollywood community members. Strong
proposals will clearly connect the organizational investment to improved service quality,
accessibility, effectiveness, sustainability, accountability, or other benefits to the City’s
Social Services programs and the people they serve.
Budget Reasonableness and Cost Effectiveness, 10 points
This category considers whether the proposed budget is clear, reasonable, and directly
related to the project. Strong proposals will demonstrate that requested costs are
appropriate for the activities proposed, represent a responsible use of City funds, and
are sufficient to accomplish the intended project without including unnecessary or
unrelated expenses.
Past City Contract Performance, 5 points
City of West Hollywood | Agency Development Grant Program
Guidelines
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This category considers the agency’s overall performance as a City-contracted Social
Services provider, including progress toward contracted service goals, timeliness and
completeness of required reporting, fiscal compliance, responsiveness to City staff,
resolution of identified concerns, and completion of prior Agency Development Grant
requirements, when applicable. Performance against contracted service goals will be
considered in context and will not be evaluated solely based on whether an agency is at
or above its established goal.
Implementation Readiness and Timeline, 5 points
This category considers whether the agency is prepared to begin and successfully
complete the proposed project within the grant period. Strong proposals will include a
realistic timeline, clearly identified responsibilities, appropriate staffing or outside
resources, and sufficient planning to demonstrate that the project can move forward if
funding is awarded.
Applications must receive a minimum score of 75 points to be considered for funding.
Meeting the minimum score does not guarantee an award. Awards are subject to
available funding.
Eligible applications will be independently reviewed by at least two City staff members.
Staff may meet to reconcile significant scoring differences and develop funding
recommendations. The City may contact applicants to clarify information already
included in the application or to request limited supplemental documentation necessary
to complete the review. Applicants will not be permitted to materially revise or expand
their proposal after the application deadline. The City may award all, part, or none of the
amount requested.
AWARD CONDITIONS AND CLOSEOUT
Grant recipients will receive written approval identifying the award amount, approved project
and budget, required deliverables, project period, and reporting expectations. Significant
changes to the approved project or budget require advance written approval from the City.
Grant recipients must submit a brief final report within 30 days of project completion that
describes the work completed, organizational impact, benefit to City-funded services,
City of West Hollywood | Agency Development Grant Program
Guidelines
7 ATTACHMENT A
sustainability, and final grant expenditures. When applicable, the agency must also provide the
City with a copy of the final work product developed through the grant.
APPLICATION TIMELINE
Activity Date
Agency Development Grant Released [DATE]
Optional Applicant Information Session /
[DATE]
Technical Assistance
Applications Due [DATE]
Application Review [DATE RANGE]
Notice of Award [DATE]
Grant Period Begins [DATE]
Project Completion Deadline [DATE]
SUBMITTAL AND TECHNICAL ASSISTANCE
Completed applications must be submitted electronically by [TIME] on [DATE]. Applications
received after the deadline may not be considered.
Submit applications to: [NAME], [TITLE], [EMAIL]
Questions or requests for technical assistance should be directed to: [NAME], [TITLE],
[EMAIL], [PHONE]. Technical assistance is intended to clarify the application process and
does not guarantee funding or include preparation of an application on behalf of an agency.
West Hollywood affiliation includes persons who live, work, own property, spend a majority of
time unhoused, or attend school in West Hollywood.
City of West Hollywood | Agency Development Grant Program
Guidelines
8 ATTACHMENT A
CITY OF WEST HOLLYWOOD
AGENCY DEVELOPMENT GRANT
Application | Maximum Grant Request: $12,500
APPLICATION INSTRUCTIONS
Submit a complete application by [TIME] on [DATE]. Review the Agency Development Grant Program
Guidelines before completing this form. The application narrative may not exceed three pages, excluding the
cover page, budget, project timeline, and supporting documentation.
A complete application includes the Application Cover Page, Application Narrative, Detailed Project Budget,
Project Timeline, and supporting documentation when applicable.
APPLICATION COVER PAGE
Organization Name
City-Funded Program(s) Benefiting, if applicable
Organization Address
Primary Contact Name / Title
Phone / Email
$ Minimum Viable Amount, if partial
Amount Requested
funding is possible: $
PRIMARY AREA(S) OF AGENCY DEVELOPMENT
Select all that apply:
Technology, Data, and Information Systems Evaluation and Quality Improvement
☐ ☐
Leadership and Organizational Development Workforce Development
☐ ☐
Strategic and Organizational Planning Equity, Accessibility, and Community Responsiveness
☐ ☐
Resource Development and Organizational Other:
☐ ☐
Sustainability ________________________________________________
City of West Hollywood | Agency Development Grant Application
1 ATTACHMENT B
AGENCY ELIGIBILITY CERTIFICATION
By submitting this application, the agency certifies that:
The agency currently has an active Social Services contract with the City of West Hollywood.
☐
The agency is not aware of an active administrative hold or unresolved Notice of Non-Compliance that would
☐
make it ineligible under the grant guidelines.
The proposed expenses are not already funded through an existing City contract.
☐
The agency can complete the project during the established grant period.
☐
The information contained in this application is accurate to the best of the agency’s knowledge.
☐
AUTHORIZED SIGNATURES
Executive Director / CEO Name
Executive Director / CEO Signature Date: ____________________
Fiscal Staff / CFO Name
Fiscal Staff / CFO Signature Date: ____________________
APPLICATION NARRATIVE
Provide clear and concise responses to the questions below. The narrative should not exceed three pages,
excluding the cover page, budget, timeline, and supporting documentation.
1. Organizational Need
Describe the organizational challenge, gap, or capacity building need that the proposed project will address.
Explain how the issue currently affects your agency’s operations, effectiveness, or ability to successfully
deliver services.
________________________________________________________________________________
________________________________________________________________________________
2. Proposed Agency Development Project
Describe the activity or investment the agency is proposing. Identify the specific work that will be completed
and the anticipated project deliverables.
________________________________________________________________________________
________________________________________________________________________________
3. Organizational Readiness
Describe the agency’s readiness to undertake the project. Identify the staff, consultant, vendor, or other
resources that will be responsible for implementation.
________________________________________________________________________________
________________________________________________________________________________
4. Impact on West Hollywood Services
Explain how the proposed investment will strengthen, improve, or sustain services provided to West
Hollywood community members. Clearly connect the organizational investment to your City-funded services.
________________________________________________________________________________
________________________________________________________________________________
5. Long-Term Benefit and Sustainability
Describe what will remain in place after Agency Development Grant funding ends. If the proposed project
creates ongoing costs, explain how those costs will be sustained without additional Agency Development
Grant funding.
________________________________________________________________________________
________________________________________________________________________________
City of West Hollywood | Agency Development Grant Application
2 ATTACHMENT B
6. Expected Outcomes
Identify two to four measurable results the agency expects to achieve through the project. Examples may
include a system implemented, plan completed, staff trained, policies established, data quality improved,
reporting processes strengthened, or accessibility increased.
________________________________________________________________________________
________________________________________________________________________________
7. Project Timeline
Summarize the anticipated start date, major milestones, and expected completion date. A detailed timeline
must also be attached using the provided template.
________________________________________________________________________________
________________________________________________________________________________
8. Prior Agency Development Grant Funding
Indicate whether your agency received an Agency Development Grant during the previous three grant cycles.
If yes, identify the year, amount, purpose, and current status of the funded project.
________________________________________________________________________________
________________________________________________________________________________
9. Partial Funding
Can the proposed project proceed if the City is unable to award the full amount requested? If yes, identify the
minimum amount necessary to complete a meaningful version of the project and describe the adjustments
that would be made.
________________________________________________________________________________
________________________________________________________________________________
PROJECT BUDGET
Provide a detailed budget for the proposed project. Add rows as needed. Costs must be directly related to the
proposed Agency Development Grant project.
Grant Funds Other Ongoing Cost
Expense / Item Purpose / Description
Requested Funds After Grant?
TOTAL $ $
If the project includes software, licensing, subscriptions, or another expense that will continue after the grant
period, explain below how the agency will sustain the ongoing cost.
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
PROJECT TIMELINE
Identify the major steps necessary to complete the project. Add rows as needed.
Milestone / Activity Responsible Party Target Date Deliverable / Result
City of West Hollywood | Agency Development Grant Application
3 ATTACHMENT B
SUPPORTING DOCUMENTATION CHECKLIST
Attach supporting documentation when applicable. Supporting documentation is not required when it is not
relevant to the proposed project.
Consultant or vendor proposal
☐
Cost estimate or quote
☐
Scope of work
☐
Organizational assessment or other documentation of need
☐
Other: ________________________________________________
☐
SUBMISSION
Submit the completed application and all required attachments electronically to [NAME], [TITLE], at [EMAIL]
by [TIME] on [DATE]. Questions or requests for technical assistance may be directed to [NAME], [TITLE],
[EMAIL], [PHONE].
West Hollywood affiliation includes persons who live, work, own property, spend a majority of time unhoused,
or attend school in West Hollywood.
City of West Hollywood | Agency Development Grant Application
4 ATTACHMENT B