Homelessness and behavioral health challenges have become increasingly visible across the United States, with Los Angeles at the forefront of seeking solutions. Sonnet Hui, Vice President and Managing Director of the PMA Los Angeles office, is leading efforts to address these issues through large-scale behavioral health projects. In a recent Q&A, Hui highlighted the root causes of the crisis, including rising housing costs, untreated mental illness, and a shortage of supportive housing, and emphasized the importance of permanent supportive housing as a cost-effective intervention.
Hui noted that a chronically unhoused individual can generate hospital bills exceeding $40,000 annually, compared to around $18,000 for someone with stable housing. Permanent supportive housing, which pairs long-term housing with wraparound services, has been shown to reduce Medicaid costs by up to 43% in some states. However, the challenge lies in speed and execution. These projects often rely on a mix of city, state, federal, and philanthropic funding, each with its own compliance requirements. Disciplined project management is essential to deconflict these layers, align stakeholders, and accelerate delivery.
One exemplary project is Los Angeles’ Weingart Towers, currently California’s largest permanent supportive housing development with nearly 400 units and robust on-site behavioral health services. Hui explained that the project's success stemmed from early and unwavering alignment among public agencies, private developers, and service providers. The project management team mapped stakeholders and financing early, sequenced work packages with precision to meet stringent ADA requirements, and navigated overlapping compliance frameworks across more than a dozen funding sources.
Design also plays a critical role, especially when trauma-informed principles are integrated. At Weingart Towers, natural light, calming color palettes, wood textures, and open layouts were prioritized to reduce anxiety and promote healing. Features like aromatherapy, nature-inspired materials, and wellness amenities support both mental and physical health. The environment is designed to feel open, welcoming, and predictable, avoiding hidden or enclosed spaces that can trigger trauma responses.
Building in Skid Row presented additional challenges, requiring empathy and adaptability. Hui described adjusting construction schedules to minimize triggering activities, training crews in trauma-informed engagement, and maintaining a consistent presence to build trust. The coordination with local service providers ensured alignment with ongoing outreach and care. Hui emphasized that every challenge reinforced why the work matters—not just constructing a building, but helping to rebuild lives.
Lessons from Weingart Towers can be applied to future projects. Hui stressed that success starts with early alignment among all stakeholders, driven by disciplined project management. When leadership is strong and the mission is clear, these projects create stability, dignity, and the possibility of a new beginning. As Hui stated, “One project at a time, we’re proving what’s possible when purpose meets precision.”
