Member Insights by Bruce Luecke is President & CEO of Homeport
On December 31st, I completed five years as the Chief Executive Officer of Homeport – including nine months as interim CEO. While the time has flown by, it is incredible to reminisce about both the work and impact that the staff and board of Homeport have accomplished these five years.
As I write this, we are experiencing the fallout of a pandemic none of us could have ever imagined. Yet, despite this difficult environment, I am so proud to note:
- We have a real estate development pipeline larger than any time in our 33-year history;
- We are keeping a “laser focus” on our residents by providing assistance and keeping them housed;
- We have increased the number of potential homebuyers served;
- By being financially sound, we continue to earn an “exemplary” rating on our NeighborWorks America annual audit.
During the past five years, we have worked hard to strengthen our foundation so we can continue our mission of “creating strong communities by developing quality, affordable homes on a cornerstone of dignity, security and opportunity.” Our ability to carry-out that mission is reliant on a focused strategy and disciplined execution.
The very first thing we did when I became CEO was engage our full board and staff to streamline and re-focus the organization. Homeport always had a great reputation for delivering on its promises but found we were trying to juggle too many things. Through two iterations of strategy work, our current set of priorities are now straight forward and direct:
- Close the affordable housing gap in Central Ohio by increasing the development of housing to two primary targets:
- Our traditional Low Income Housing Tax Credit financed housing serving the needs of those making $20,000 to $40,000; and
- Expand our capability into the “workforce housing” market for those making $40,000 to $75,000. We had a wonderful track record but, quite frankly, needed to lift our game to meet the growing housing need in the region.
- Stay “laser-focused” on our residents. Homeport serves 6,400 residents living in 2,400 units (and growing!). They deserve a safe and quality home, where they can remain stable and housed and, when necessary, be provided guidance and referrals to the many great social service partners in Central Ohio. Only one of those partner services comes from us. We continue to provide best in class financial education and counseling to over a thousand individuals every year.
- Ensure our mission endures. Invest in talented, passionate and engaged team members and stay focused on our culture. And, as importantly, ensure we have a disciplined financial culture that fuels our growth while still protecting us in times like these.
With the strategic guideposts directing us, we then took steps to focus on how best to execute. We needed to shore up our financials, repair relationships, increase our fundraising, build greater expertise in development and asset management and, most importantly, establish and nurture a culture characterized by the core values of trust, accountability, collaboration, respect and quality. With all we’ve accomplished in so many different areas, my favorite is still the creative work that a cross-functional team accomplished in transforming our core values from just words into specific behaviors that we measure and hold ourselves accountable to every year.
None of the work we’ve accomplished would have been possible without our engaged, diverse and talented board of directors. Having served on the Homeport board for seven years prior to taking on my current role, I knew how much more effective we could be by ensuring a culture of transparency and honest communication with our board so they could apply their unique talents for the benefit of the organization. Just as we are working to constantly improve the culture of the organization, the two board chairs that I’ve worked with – Chris Hune and Mark Pringle – have done the same with the board. Its support, insights and direction have been invaluable, and I especially appreciate the coaching and mentoring they’ve provided to our entire team.
Finally, I’ve been gratified by the growing awareness and support of the housing community here in Central Ohio. The Affordable Housing Alliance of Central Ohio (AHACO), of which Homeport is a charter member, laid the foundation with its researching and advocacy. Its initial work which identified that 54,000 low to moderate income households in Central Ohio were paying at least 50% of their income on rent started the discussion. That work stimulated the establishment of the $100 million Housing Action Fund, the $50 million City of Columbus public bond approval, the City of Columbus’ tax incentive study, the Central Ohio Regional Housing study and more. AHACO is now working together with the Building Industry Association (BIA) to jointly address the common regulatory and land use issues that can be obstacles to building more needed housing across all income levels. Eliminating the “housing gap” in Central Ohio is now seen as essential to supporting the growth of the Central Ohio economy.
Five years . . . in the grand scheme, a pretty short period of time. Yet, what accomplishments have occurred over these last five years! I’ve had the wonderful opportunity to be a part of many dynamic and exciting challenges during my 40-year business career, but I’ve experienced no more rewarding time than being a part of the Homeport team these past five years as Homeport’s CEO.
