More than a networking opportunity, HPMP is designed to strengthen the future of Canada’s housing sector by connecting emerging professionals with experienced leaders who can offer guidance, perspective, and support.

The program creates space for honest conversations, leadership development, and meaningful sector-wide connection.

And that’s why CHRA’s Housing Professionals Mentorship Program (HPMP) matters.

For both mentors and mentees, the impact goes far beyond career development.

We spoke with mentor Pam Hine, mentees Frédérique Dombrowski and Max Lloyd, and learned how mentorship is helping shape the future of housing leadership across Canada.

What motivated you to apply for the HPMP program?

For Frédérique Dombrowski, Manager of Corporate Communications, Ottawa Community Housing, the decision to apply for HPMP came after attending a panel on the program during CHRA’s National Congress in Saskatoon.

“Throughout my career, I’ve benefited from thoughtful leaders and trusted guidance, which has shaped my growth,” she says.

“This program felt like a natural next step to keep learning, gain perspectives outside my organization, and build meaningful connections to contribute more effectively to the sector.”

Dombrowski says she was drawn to housing because of the purpose behind the work.

“Having a safe, affordable, and comfortable home is what allows people to build stability and succeed,” she explains. “Your background, your circumstances, or your income shouldn’t be a barrier to having a place to call home.”

For Max Lloyd, General Manager of SORAH — Siksika Off-Reserve Affordable Housing project operating four developments in Calgary — the journey into housing was unexpected, but deeply meaningful.

Coming from a background in communications, Lloyd says housing was never originally part of his career plan.

“It is nothing I would have ever expected, nothing I would have ever laid out in terms of a job path,” he says. “But I can’t tell you how happy I am to be here.”

Lloyd says his connection to CHRA led him to discover HPMP just days before the application deadline.

“If there is one person… even slightly off the fence about signing up for this program, don’t be. Do it. It will be one of the best professional exercises in your housing journey.”

What inspired you to become a mentor through HPMP?

Pam Hine, HPMP mentor, has spent much of her career working in public service, governance, and housing leadership roles across the North. She also helped design CHRA’s Housing Professionals Mentorship Program and has participated as a mentor in almost every intake since its launch.

For Hine, mentorship is about investing in the future of the housing sector.

“I have always believed that strong sectors are built by people who are willing to invest in others,” she says.

She believes mentorship is especially important in housing because of the complexity and human-centred nature of the work.

“Housing is incredibly complex work — it requires technical knowledge, relationship-building, empathy, resilience, and leadership.”

Hine notes that some of the most important lessons in housing cannot be learned through formal education alone.

“Some of the most important lessons in housing come from experience, relationships, and understanding communities.”

How has mentorship supported your professional growth?

Frédérique Dombrowski credits her mentor, Lisa Ker, with helping her become more intentional and confident in her leadership approach.

“I’ve been lucky to learn more about her career trajectory and the strategic decisions she’s made to become the leader and expert she is today,” she says.

Through their conversations, Dombrowski says she has gained valuable perspective not only on leadership, but also on her own role within the sector.

“I’m gaining a clearer sense of where I add value and how I want to show up in my work.”

One piece of advice, in particular, has stayed with her.

“A piece of advice that really stuck with me was to approach my work and contributions with discernment,” she explains.

“Being an effective listener, asking the right questions, and knowing when it’s most meaningful to speak up.”

For Lloyd, mentorship helped him connect his broad professional experience to the housing sector in a more focused and intentional way.

Matched with Jeff Dyer, CEO of Trellis Society, Lloyd says the relationship quickly became both practical and deeply personal.

“Most of our meetings were virtual, but when we decided to get lunch, it was just like two old friends who hadn’t seen each other in 20-plus years,” he says.

Lloyd explains that one of the most meaningful aspects of the mentorship experience was recognizing how personal experiences shape leadership styles and workplace culture.

“What happens outside of the four walls… influences what happens at work,” he says. “Knowing that all of those things do have a role was very important.”

One lesson from his mentor has particularly stayed with him:

“It’s not about goal attainment. It’s about goal alignment.”

For Lloyd, that mindset has reshaped how he thinks about leadership and organizational culture.

“If your ideas are aligned with that ultimate goal of putting keys into the hands of people, you will find a way and bring your best self.”

Why does mentorship matter in community housing?

For Pamela Hine, mentorship plays an essential role in strengthening the sector and preparing future leaders to navigate increasingly complex housing challenges.

“The challenges we face today — affordability, homelessness, aging infrastructure, rural and northern housing pressures, reconciliation, and workforce shortages — require thoughtful and collaborative leadership,” she says.

She believes mentorship creates space for emerging professionals to build confidence while learning from others’ lived experience.

“Mentorship helps emerging professionals build confidence, strengthen skills, and navigate the realities of the sector in a supportive environment.”

Lloyd agrees, particularly given the emotional demands and complexity of community housing work.

“Community housing can be so many different things,” he says. “It’s important to have somebody provide guidance so that even the most well-intentioned person doesn’t burn out.”

He notes that mentorship also helps preserve valuable institutional knowledge within the sector.

“If somebody has put one year, five years, or 20 years of their life into this work, it’s incumbent upon us to make sure we don’t lose that experience.”

At the same time, Hine emphasizes that mentorship is never a one-way exchange.
“Younger professionals often bring fresh thinking, innovation, and a strong focus on collaboration and inclusion,” she says.

“Those perspectives are extremely valuable, especially as the housing sector continues to evolve.”

What skills or qualities do future housing leaders need most?

As the sector evolves, Dombrowski believes future leaders will need empathy and creativity as much as technical expertise.

“Compassion, empathy, and creativity will be essential skills for future housing leaders,” she says. “These are deeply human capabilities that will not be replaced by technology.”

Lloyd points to communication, resilience, and vision as critical leadership qualities.

“The ability to effectively communicate with people and remain focused on a goal — and to be resilient — are absolutely critical,” he says.

He adds that future leaders must balance ambition with practical realities.

“You have to have a vision, but also accept certain realities and know that ‘no’ is not always the end of the conversation.”

How can experienced professionals help strengthen the future of the sector?

Hine believes experienced housing professionals have a responsibility to help build inclusive leadership pathways for the next generation.

“Experienced professionals have an important responsibility to share knowledge, create opportunities for others, and help build inclusive leadership pathways within the sector,” she says.

She adds that investing in emerging leaders is critical to the future of housing in Canada.

“The future of housing depends on strong succession planning and ensuring that new professionals feel supported and valued.”

Lloyd says the program has inspired him to eventually become a mentor himself.

“Somebody is giving me this opportunity — I want to give back,” he says.

“I know there will be somebody else walking through this door with the same questions, worries, and concerns that I had.”

What would you say to someone considering applying to HPMP?

For anyone considering applying to HPMP, Dombrowski’s advice is simple:

“Do it!”

She says the program offers something increasingly valuable in today’s fast-paced sector: the opportunity to step back, reflect, and learn from others.

“Few things are more powerful than learning from others, sharing experiences, and stepping outside of your day-to-day perspective,” she says.

Lloyd shares that enthusiasm wholeheartedly.

“Apply. Do it. Get off the fence. Fill out the form,” he says.

He describes the value of HPMP as impossible to capture in a single sentence.

“It is absolutely invaluable,” he says. “Put yourself into it, and you will get there.”

As Canada’s housing sector continues to evolve, programs like HPMP are helping ensure the next generation of housing professionals is equipped with the knowledge, leadership skills, and connections needed to make a difference.

Whether you’re looking to grow your career or give back to the sector, HPMP is an opportunity to help shape the future of housing in Canada.

Applications for the 2026 HPMP cohort are now open. Apply by June 26, 2026.