Liberty View HOPE VI Program
Danville, Virginia

The HOPE (Housing Opportunities for People Everywhere) VI Program serves a crucial role in the effort of the U. S. Department of Housing and Urban Development to transform Public Housing. Initiated in 1992, the HOPE VI Program was established in response to recommendations by the National Commission on Severely Distressed Public Housing, for the revitalization of public housing in three general areas: management improvements, physical improvements, and social and community services to address residents’ needs.

The HOPE VI program was not only tasked with changing the physical shape of public housing, but also in establishing positive incentives for resident self-sufficiency and empowerment, lessening the concentration of poverty by placing public housing in non-poverty neighborhoods and in forging partnerships with other agencies, local governments, non-profit organizations, and private businesses to leverage support and resources.

Through this program, Public Housing Authorities receive funding to revitalize distressed public housing for the demolition of severely distressed public housing, the acquisition of sites for off-site construction, capital costs of major rehabilitation, new construction and other physical improvements and community and supportive services programs for residents, including those relocated as a result of revitalization efforts.

ACS Design provided Master Planning & Construction Management services for a 250- unit section of the Liberty View HOPE IV redevelopment project in Danville, Virginia for Cornerstone Housing of Columbia, Maryland. This phase of the overall HOPE IV Program project was completed in March 2006 with ACS providing oversight for the construction of approximately 200 new homes with associated major site improvements including streets (curb-gutter-sidewalk), water, sewer, storm sewer, bulk grading, etc. This project lasted for over two years and had a composite construction budget of well over $15 million.

Background

The Housing Authority of the City of Danville, Virginia approached the Federal Government to obtain help in revitalizing some of their troubled areas consisting mainly of multi-family projects built in the 1970’s. The Federal Government agreed to issue tax credits as an incentive to replace these poor living conditions with 400 new single-family homes. With the Federal Government setting very strict guidelines on how and when this was to be accomplished, the project was divided into four phases, with Phase 1 requiring a completion deadline of December 31, 2003.

Before

Problem The Housing Authority hired a developer who in turn hired one of the largest contractors in Danville, and construction began on the first 40 units. As the completion deadline of December 31st 2003 approached, the Housing Authority found themselves over budget, behind schedule and out of compliance and thus, unable to receive the Federal tax credits. Knowing that construction delays cost them dearly, the Housing Authority now understood the importance of having a professional construction management team, and chose ACS Design to provide an assortment of sorely needed professional services.

Solution

From the first day of signing, ACS Design Construction Managers were on site making evaluations, establishing new budgets and methods of construction, bringing new competitive subcontractors on board, performing value engineering, developing computer aided construction schedules, reviewing and rewriting contracts, implementing and enforcing liquidated damages, and scheduling weekly construction meetings. By the end of Phase 2, both Phase 1 and Phase 2 had been completed on time and the Housing Authority received their much needed tax credits.

During

Continued Support Even with the improvements implemented by ACS Design, advanced scheduling for Phase 3 indicated that additional changes would be required due to the increased number of units and the additional complexity of the various types of handicap assisted units. With the additional refinements of bringing on board an additional contractor and reassigning specific tasks, ACS now had the capacity to complete 44 single family units and 20 duplex handicap units within a nine month construction window. Acting as the liaison between the Housing Authority, Federal Government, Local Government, Developer, two General Contractors, architects, engineers, Building Departments, and Lenders, ACS Design was able to chalk up another “job well done”.

After