Elisa Nethercott – LA Family Housing

The challenge of homelessness in Los Angeles is daunting in its scale, complexity, and urgency. With over 70,000 people unhoused in LA County as of the last count, it is a crisis that overwhelms public systems and tests the resilience of local nonprofits.

Elisa Nethercott | LA Family Housing | General Counsel

Elisa Nethercott, General Counsel for LA Family Housing (LAFH), stands at the intersection of legal strategy, compliance, and risk management, working to steer the organization through turbulent times as it strives to address this monumental problem.

Under Nethercott’s guidance, LAFH has grown exponentially—both in its impact and its operations—responding to an unprecedented influx of resources during the COVID-19 pandemic while preparing for the uncertainties of a changing political landscape. Her story is one of adaptation, leadership, and purpose, driven by her commitment to serving the community.

The crisis in Los Angeles

Los Angeles represents the epicenter of the homelessness crisis in the United States. The magnitude of unhoused individuals—spanning families, veterans, and people struggling with mental health and addiction—is unlike anything most places can comprehend. Addressing the issue requires funding, resources and navigating an intricate web of government bureaucracy and political currents.

“It’s not just about providing services; there’s a reputational and political risk in everything we do. If the politicians get an earful, we get an earful,” Nethercott says.

LAFH, one of the region’s largest providers of housing and services, finds itself at the center of this storm. The organization doubled during the pandemic, with its budget soaring from $40 million to $80 million and its staff expanding from 200 to 500. This explosive growth, fueled by emergency COVID funding and Measure H, a county sales tax for homeless services, allowed LAFH to scale its operations rapidly. Yet, this transformation came with significant challenges.

“We had to grow quickly to deliver on our mission. Now, we’re constantly in a state of change, flux, and evolution. We are continuously evaluating, level setting and implementing best practices.”

Building a department

Nethercott’s journey at LAFH began in the spring of 2022 when the agency had been without legal leadership for a year. Her predecessor had focused primarily on litigation, particularly in employment law. In contrast, Nethercott envisioned a broader role for the legal department, encompassing risk management, compliance, and proactive engagement with the organization’s diverse workforce.

“I had to socialize the company to having a legal department,” she recalls. “Getting people to view legal as a resource rather than a source of anxiety was a major cultural shift.”

From day one, Nethercott prioritized visibility and approachability. Establishing trust was essential in an organization with a workforce that included frontline social workers, kitchen staff, and Ph. D.-level professionals.

“I make a concerted effort to be as approachable as possible,” she says. “Everyone knows if I’m wearing a suit, I’m going to court or a deposition. Otherwise, I try to blend in and be accessible.”

Nethercott also created entirely new functions within the organization. She established a risk management framework and a compliance function that now includes officers and staff who report directly to her. Training became a cornerstone of her approach, tailored to engage a workforce with diverse educational backgrounds and responsibilities.

“We make our training as interactive and real-world inspired as possible,” she explains. “If you can explain why people should care—like how document retention requirements tie into a federal audit that then impacts government funding going forward—you get more buy-in.”

The political nature of homelessness in Los Angeles adds another layer of complexity to Nethercott’s role. Funding streams are Byzantine in their structure, flowing from federal programs like HUD through state and local joint power bureaucracies. LAFH’s ability to deliver services depends on navigating this maze and staying ahead of shifts in political priorities.

With the Trump administration returning to the White House, Nethercott and her team are bracing for potential changes that could affect funding and service delivery, particularly for undocumented individuals who make up a meaningful portion of LA’s homeless population.

“The incoming administration will undoubtedly impact how we operate,” she notes. “It’s something we’re watching closely.”
Measure H, a crucial funding source, will also be replaced by Measure A. The uncertainty surrounding these transitions underscores the importance of a robust compliance framework to ensure continued eligibility for funding and adherence to complex regulatory requirements.

A purposeful career

Nethercott’s journey to LAFH was anything but linear. A classically trained pianist who grew up in Iowa and Ohio, she initially pursued a traditional legal career. After attending William Smith College and law school at William and Mary, she was on the partnership track at a major firm. However, the grind of billable hours left her questioning her path.

“You’re in a pie-eating contest, and the reward is more pie,” she says of her time in Big Law. “I didn’t feel like I my professional efforts were necessarily adding value to the world or my community.”

A career coach helped her explore alternatives, leading her to boutique law firms and eventually to nonprofit work. Her decision to join LAFH was driven by a desire to use her skills for the greater good, even if it meant earning less. “If I was going to make less money, I wanted to do something meaningful,” she explains.

Her upbringing as an adoptee from South Korea, raised in a Midwestern family with modest means, shaped her sense of purpose.

“I was lucky to be given opportunities, and I want to give back,” she says. “Working for LAFH allows me to contribute to something bigger than myself.”

Two and a half years into her tenure, Nethercott continues to evolve in her role as LAFH grows and adapts to new challenges. The organization’s mission—to help people transition out of homelessness and into permanent housing—remains at the forefront of her efforts. Yet, the path forward is fraught with uncertainties, from funding shortfalls to political headwinds.

Despite these obstacles, Nethercott remains committed to the work.

“It’s not easy, but it’s worth it,” she says. “We’re making a difference, one person at a time.”

For Nethercott, fighting homelessness is not just a professional responsibility; it’s a calling. Her leadership at LAFH exemplifies the power of using legal expertise to serve the community, navigate complex systems, and drive meaningful change in the face of one of our most pressing social issues.