I had the chance to sit down with John Gordon, CEO of the National Indigenous Collaborative Housing Inc. (NICHI), to reflect on NICHI’s first two years, his leadership journey, and the organization’s growing role in reshaping Indigenous housing across Canada. From lessons learned in community housing to building a national movement, John shared the values and experiences that continue to guide his work.

John, thanks for taking the time to chat today. What first drew you into housing—and ultimately to the mission of NICHI?

Housing is the foundation of everything. Without a stable place to live, education, training, and employment all rest on shaky ground. That truth hit home for me in the late 1980s, when two Elders, Merle Hill and Myrtle Dockstader—known as “M & M”—walked into a restaurant I owned. They were board members of a small Indigenous housing provider in Niagara and needed help sorting through the organization’s finances.

I thought I’d be helping them for a couple of weeks. Instead, I stayed for ten years. As a young executive director, I saw firsthand how housing changes lives; the joy of handing keys to a young family, the relief of an Elder moving into a safe, culturally designed home. Those moments stayed with me. They showed me that housing isn’t just policy or numbers; it’s about dignity, safety, and hope.

That same conviction drew me to NICHI: to help create a national institution that could make those experiences real for Indigenous families across the country.

Reflecting on your path, what personal or professional experiences have most shaped the way you lead today?

 Handing keys to a family in need taught me that leadership isn’t abstract—people’s lives change depending on how well you run an organization. That responsibility has guided my entire career. When I joined the federal public service, I carried that lesson with me. A framework called Results for Canadians emphasized citizen-centered service, it reminded me that policy isn’t just words; it has real consequences for real people.

Elders also shaped my leadership. Morris Antoine of Oneida once told me, “Never do anything you wouldn’t want broadcast on the Moccasin Telegraph.” He also reminded me: you’re not a leader unless people are following, and to keep them with you, you must share what you know, explain why you’re doing what you’re doing, and stay accountable. That was teaching about transparency before we used that word so often.

I also saw the other side of government—when systems were more focused on protecting bureaucracy and Ministers, than serving people. That tension was always difficult for me. It reinforced why, at NICHI, accountability must always be to our members and communities first, not to Ottawa.

NICHI is still relatively young but already making an impact. Looking back at these first two years, what moments or milestones have meant the most to you?

The first cheques going out to community organizations—that was when I knew NICHI was going to make a real difference. I pictured the families receiving those keys and the relief on their faces.

Another milestone has been seeing the dedication of NICHI members. They know their communities best—their priorities, their strengths, their challenges, and how to deliver housing. Our role is to support them: building bridges, fostering collaboration, and creating spaces where expertise can be shared, and success can be amplified across the country.

One of our members sent a photo of a family moving into their new home. You could see the joy and relief—finally, a safe and affordable place to call home. That’s what all the paperwork and meetings are about.

Funding remains the biggest challenge. But whenever I sit with government officials, I remind myself—it’s not about NICHI, it’s about those families waiting for a culturally safe home.

Every new organization has its growing pains. What challenges did NICHI face early on, and how did you and your team navigate them?

Scaling quickly was the toughest part. We invested in technology so our systems—applications, agreements, accounting, payments, and reporting—were fully integrated. That allowed us to move fast: reviewing 447 applications, finalizing 74 funding agreements, and getting money out the door in record time.

Staffing was another hurdle. We wanted a team of Indigenous people from across the country, grounded in their own regions. It wasn’t about filling roles from a master plan; it was about letting people’s strengths guide where they fit. The result is a team that reflects our members’ diversity and brings coast-to-coast-to-coast experience into NICHI’s daily work.

You’ve also been part of CHRA’s Indigenous Caucus Working Group. How has that experience informed NICHI’s direction and perspective on national housing issues?

The Indigenous Caucus at CHRA deserves real recognition. When the National Aboriginal Housing Association closed, CHRA gave Indigenous housing providers a home. In 2017, when the National Housing Strategy excluded Indigenous housing, the Caucus raised the alarm and kept the issue front and center.

That advocacy laid the groundwork for NICHI. Indigenous providers came together and said, “We’ll build our own national organization—for us and by us.” NICHI is a direct continuation of that legacy, and we continue to work closely with CHRA to advance shared goals.

NICHI hosted a major capacity-building event last December and will hold another this November. What stories from these gatherings stuck with you— moments that really capture what NICHI is all about?

What struck me most was the generosity among members. Smaller providers sought guidance from larger ones, and knowledge flowed freely across regions. It was the spirit of “all my relations” in action—everyone stronger because they were learning together.

That is what NICHI is about: lifting one another up, building capacity together, and ensuring that no community stands alone. I expect our November gathering in Vancouver (November 24-26, 2025) will be even stronger.

Looking ahead, what opportunities excite you most for NICHI’s next chapter? What priorities do you believe will move the needle in Indigenous housing?

The launch of Build Canada Homes is a pivotal opportunity. The government has committed to working with Indigenous housing providers, and NICHI intends to help shape that.

We’re also working with partners like the Co-op Housing Federation, CHRA, and the BC Rental Protection Fund to secure a Canadian Housing Acquisition Fund—something that could preserve affordable housing stock at scale.

But to truly move the needle, we must challenge the “this is how it’s always been done” mindset. This moment calls for creativity and courage: new models like acquisition funds, innovative financing, and pathways to homeownership rooted in minimum-wage affordability, are required.

From your perspective, what policy or funding changes would make the greatest difference for Indigenous housing providers right now?

First and foremost: recognition and support for a For Indigenous, By Indigenous approach. Communities know their needs best. Some have 50 years of experience delivering housing. They know understand their infrastructure, required support, and urgent priorities.

The federal government’s top-down, Ottawa-driven approach doesn’t work. Indigenous providers are done trying to fit their priorities into rigid programs. Instead, NICHI has created our own table. We don’t need a seat at someone else’s—we’ve built our own, with our own policies and programs. What we need now is for the government to respect and support that approach.

That’s the path to lasting change.

For emerging Indigenous leaders who want to follow a similar path, what advice would you share?

Believe in the mission, stay committed to the work, and never lose sight of the people you serve. Every policy, every funding decision—there’s a family waiting for a set of keys at the end of it. Keep them at the center.

Remember the teaching: you’re not a leader if no one is following. Bring people along with you, share your reasoning, and earn their trust.

Most importantly, build organizations that outlast you. Leadership with dignity means making sure that the work continues long after you’re gone, without losing momentum. That’s how movements endure.

Finally, as you think long term, what kind of future do you hope to help build in Indigenous housing, and what legacy do you want NICHI to carry forward?

I want NICHI to stand for generations as an institution built by Indigenous providers, for Indigenous providers—adapting to changing times but never losing sight of its purpose.

The teaching of the Seventh Generation guides me. We’re not just building for today or tomorrow—we’re laying foundations so that seven generations from now, people will look back and say, “They were thinking of us.”

That’s the legacy I hope NICHI will carry—an enduring institution creating intergenerational change by ensuring every Indigenous person in Canada has a safe, secure, and culturally relevant home.

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