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Columbia Housing Authority Names New CEO Jim Harris to Drive Affordable-Housing Revitalization

  //house-home.news-articles.net/content/2025/11/1 .. -to-drive-affordable-housing-revitalization.html
  Published in House and Home on Thursday, November 13th 2025 at 13:55 GMT by Post and Courier

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Columbia Housing Authority Hires New CEO Amid Push for Affordable‑Housing Revitalization

The Post & Courier reports that the Columbia Housing Authority (CHA) has selected a new chief executive officer to steer the organization through a critical period of growth and reform. The appointment, announced in a board‑meeting press release on the authority’s website and corroborated by local news outlets, follows a comprehensive search process that highlighted the need for fresh leadership to address pressing maintenance backlogs, funding gaps, and an increasingly complex regulatory landscape for public housing.

Who is the New CEO?

The authority’s board welcomed James “Jim” Harris as its first CEO since 2019. Harris comes with over two decades of experience in public‑sector housing and community development. Prior to joining CHA, he served as the director of operations for the Missouri Housing and Redevelopment Authority (MHRA), where he oversaw the management of 4,500 units and spearheaded a large‑scale modernization program that reduced vacancy rates by 12 % and cut maintenance costs by 18 %. His earlier career includes a tenure as a senior planner with the Columbia Planning Commission, giving him a deep understanding of the city’s growth patterns and zoning constraints.

In a statement released by the authority, Harris emphasized his commitment to “preserve the dignity of all residents while ensuring the assets of the CHA remain healthy, safe, and financially viable.” He noted that his approach would be “data‑driven, tenant‑centric, and transparent,” with a focus on integrating technology into property management, enhancing community engagement, and expanding the authority’s revenue base through diversified financing options.

Context: The CHA’s Current Landscape

The Post & Courier article contextualizes the appointment by summarizing the CHA’s operational status:

• Housing Stock – CHA manages 2,200 rental units spread across 16 complexes in Columbia’s most underserved neighborhoods. These properties were built between the 1970s and 1990s, many of which now require significant upgrades to meet modern building codes and accessibility standards.
• Maintenance Backlog – An audit conducted last year identified more than 4,300 maintenance tickets pending resolution. Critical issues include roof leaks, aging HVAC systems, and outdated plumbing that threatens both resident safety and the authority’s compliance with the U.S. Department of Housing and Urban Development (HUD) oversight requirements.
• Financial Health – The authority’s operating budget for the 2023 fiscal year was $23 million, a 5 % increase over the previous year. Yet, 31 % of revenue comes from HUD subsidies, with the remainder from locally sourced revenue, rent, and limited fundraising. The CHA’s net assets have remained flat for three consecutive years, prompting calls for stronger capital planning.

Harris is expected to lead a comprehensive “Capital Improvement Plan” that will prioritize the most pressing maintenance projects and explore new revenue streams such as mixed‑use developments, affordable‑housing tax credits, and private‑public partnerships.

Key Initiatives Highlighted in the Press Release

The article lists several specific programs that the new CEO will advance:

1. Tenant‑Centric Service Model – Building on a pilot program launched in 2022, the CHA will expand its resident‑engagement portal, allowing tenants to submit maintenance requests online, track progress, and access financial education resources. Harris cited a projected 20 % improvement in resident satisfaction scores if the portal is fully adopted.

2. Green Retrofit Drive – To reduce operating costs and improve energy efficiency, the CHA plans to retrofit 30 % of its units with solar panels, high‑efficiency HVAC systems, and improved insulation. The authority has secured a $2.5 million grant from the S.C. Department of Housing and Community Development to fund the initial phase.

3. Affordable‑Housing Expansion – Recognizing the city’s growing demand for low‑income units, Harris will work with the city council to identify 200 new units for construction on available land parcels. He notes that the CHA is already in talks with the Columbia Development Authority about a mixed‑income project on the former Winnsboro Industrial Site.

4. Leadership and Workforce Development – The new CEO will invest in staff training, particularly in compliance, grant writing, and modern property‑management software. The article quotes the authority’s director of human resources, who says the new hires will “strengthen our capacity to innovate while ensuring we remain compliant with all federal, state, and local regulations.”

Community Reactions and Political Support

The press release and the Post & Courier feature include reactions from a range of stakeholders:

• Board Chair Lisa Miller praised Harris’s track record and expressed confidence that his data‑driven approach would help the authority overcome its financial and operational challenges. She remarked, “Jim brings the experience we need to bring the CHA into the 21st century while staying true to its mission of affordable housing.”

• City Council Member Dr. Maria Torres highlighted the broader policy context. “The new CEO’s focus on green retrofits and mixed‑use development aligns perfectly with Columbia’s sustainability plan and the city’s affordable‑housing targets for 2030,” Torres said.

• Resident Voices – A letter from the Columbia Residents Alliance welcomed the new leadership and urged the authority to keep the public informed. “We want transparency,” the letter read. “Keep us updated on maintenance schedules and financial plans.”

The article notes that the CHA’s leadership is under pressure to respond to a recent audit from HUD that flagged compliance risks if the maintenance backlog is not addressed promptly. Harris’s emphasis on proactive maintenance and financial discipline is seen as a direct response to those concerns.

Follow‑Up Links and Additional Resources

The Post & Courier article includes a link to the official CHA website, where readers can find additional background material:

• About CHA – A concise history of the authority, including its founding in 1985, its role in providing public housing to low‑income families, and its partnership with the S.C. Housing Finance Authority.
• Financial Reports – Detailed annual reports that break down revenue streams, capital expenditures, and debt obligations. The most recent 2022 report reveals a $1.2 million operating deficit that has driven the authority to seek additional funding sources.
• Strategic Plan 2023‑2028 – A public document outlining the authority’s long‑term goals: increase affordable units by 15 %, reduce vacancy rates to below 2 %, and complete the green retrofit of all units by 2027. The plan also identifies key performance indicators such as “maintenance‑ticket turnaround time” and “tenant satisfaction score.”

Additional linked articles in the Post & Courier feed provide context on statewide policy changes affecting public housing, including a new S.C. law that expands the eligibility window for low‑income families applying for CHA housing, and a federal HUD initiative that offers up to 30 % of the cost for energy‑efficient retrofits.

Takeaway

The appointment of Jim Harris as CEO marks a pivotal moment for the Columbia Housing Authority. His extensive experience in public housing management, combined with a clear focus on data, technology, and community engagement, positions CHA to tackle its maintenance backlog, improve financial sustainability, and expand its housing stock in line with city and state goals.

The Post & Courier article, supplemented by links to CHA’s own documentation and related state policy updates, paints a comprehensive picture of the challenges ahead and the strategic opportunities that a new leadership paradigm can unlock. For Columbia residents and stakeholders, the key question moving forward will be whether the CHA can translate this vision into tangible, measurable outcomes—improved living conditions, lower vacancy rates, and a healthier bottom line—while remaining accountable to the city’s most vulnerable populations.