Letter From President/CEO

Charlotte's local economy reflects some unsettling trends that negatively impact housing affordability. The region's median household income is fairly high, but many lower income families cannot afford adequate housing. Unemployment is not as large a problem for our region as it is for the nation, but the job market continues to present challenges for the unemployed and underemployed. As a result, the demand for assisted housing remains strong and many families in Charlotte live in substandard housing or face homelessness. As the City's primary provider of assisted housing, the Charlotte Housing Authority (CHA) must excel in delivering safe, decent and sanitary housing to families who cannot afford conventional housing.

Charles Woodyard - CHA President/CEO

The Authority is proactively redefining its role in the community and aspires to be a preferred affordable housing provider for the community. In order to achieve this, the Charlotte Housing Authority must become stronger financially; it must focus on its core mission of housing and it must partner with quality service providers for supportive services, and it must become the leader who frames the solutions to affordable housing issues in Charlotte. In short, it must be seen as a premium, if not necessary, investment opportunity for the public and private sectors.

The CHA's ultimate goal must be to become a financially viable real estate company that offers affordable housing that is competitive with and in some cases exceeds housing offered by other affordable housing providers. In order to accomplish this transformation, the Authority will have to decrease its dependence on HUD, increase its partnership with local and state governments, and provide viable incentives for the private sector to invest in housing for the very low-income families in Charlotte/Mecklenburg.

The CHA of tomorrow must be a real estate holding company with a diverse portfolio that leverages its assets to provide affordable housing and supportive services in partnership with the private sector, non-profit organizations, local, state, and federal governments. The Authority will use its asset management model to maximize the value of its assets and guide all decisions for its financial well-being and the well-being of the families it serves. Additionally, the CHA must evolve into a facilitator of housing opportunities. It should own property when appropriate, but it should also provide resources for others to provide and manage affordable housing. This role does not absolve the Authority of its oversight responsibility. It transforms the organization into a developer partner, asset manager, contract negotiator and contract monitor as well as owner/manager.

For the good of the entire community, the Charlotte Housing Authority is committed to attaining this vision and accomplishing its strategic objectives.

Sincerely,

Charles Woodyard
President/CEO
Charlotte Housing Authority
(704) 336-5183

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