For more than three decades, Shaun Simms has worked at the intersection of people, policy, and purpose in community housing. From frontline roles to national leadership, her career reflects a deep belief in housing as a foundation for dignity, wellbeing, and strong communities. In this conversation, Shaun reflects on what drew her to the sector, how her approach to leadership has evolved, and where she sees momentum that gives her confidence in the future of community housing.

 

You’ve spent more than three decades working in community housing, much of that time at Ottawa Community Housing. What initially drew you to this work, and what has kept you here?

What first drew me to community housing was the strong sense of purpose in the work. I began my career on the front lines, directly supporting tenants, and seeing firsthand the impact that stable housing has on people’s lives was deeply motivating. Housing is a basic need and a fundamental right and contributing to that felt meaningful from the very beginning.

My background in social work and a desire to give back to society naturally led me to this field. What has kept me here is that the work continues to evolve. Challenges around affordability, access and equity remain, and there is significant opportunity for leaders to make a real difference. That combination of purpose and ongoing challenge continues to motivate me.

Thinking back over your career, is there a particular experience or moment that changed how you approach leadership or affirmed the way you show up in this work today?

Rather than one defining moment, my approach to leadership has been shaped by the people and communities I’ve learned from along the way. Starting my career on the front lines meant spending time in the communities we serve and learning directly from tenants and neighbours.

At Ottawa Community Housing, I saw residents step into leadership roles every day: running food pantries, community gardens, support programs, and social gatherings that brought people together. Those experiences reinforced for me that leadership doesn’t always come with a title. Often, it’s demonstrated by people who consistently show up for their neighbours and communities.

I’ve also been fortunate to work alongside colleagues and leaders across housing and partner sectors who led with passion, generosity, and a strong growth mindset. They created space for others to develop, and that approach has stayed with me.

On a personal level, my mother was a strong role model and a great example of leadership, someone I aspired to be like. I’ve also drawn inspiration from exceptional leaders, including Dr. Jean Augustine, who began her work at the grassroots level as an educator.

Starting by serving communities provides invaluable experience. It helps us understand the reality on the ground, identify gaps, and do the meaningful work required to close them. Dr. Augustine, of course, has gone on to contribute significantly to community development, anti-racism efforts, and advancing equity in education, while also breaking barriers for Black women in Canada.

Your role spans people, strategy, and communications. How do those areas come together in practice, and why is that connection important in community housing work?

In practice, people, strategy, and communications are deeply connected. A strong strategy only becomes meaningful when employees understand it, see themselves in it, and feel engaged in bringing it to life.

When staff feel respected, supported, and engaged, they’re better positioned to deliver high-quality, respectful service. Staff engagement directly influences the work that gets done every day and, ultimately, the experience of tenants. This is why alignment across people, strategy, and communications matters; it creates clarity, trust, and shared sense of purpose.

In community housing, where the work is complex and deeply human, that connection is especially important. At OCH, we’re intentional about bringing these areas together so that internal and external communications, people practices, and strategic priorities reinforce one another. When they’re aligned, it helps the organization move forward in a more coherent and thoughtful way.

This past year marked your first year as Board President of the Canadian Housing and Renewal Association. What can you share about your experience so far?

Serving as Board President has broadened my understanding of the national housing landscape. It has highlighted how housing challenges and opportunities differ across provinces and communities, while also contributing to a shared national story.

I’ve seen firsthand the value of CHRA as a national convenor: creating space for housing providers, partners, and leaders to learn from one another, share best practices, and advance more equitable and sustainable housing solutions. The diversity of approaches and innovations across the country has been both inspiring and instructive.

That national perspective reinforces the importance of connecting local experience with broader conversations, strengthening the sector through collaboration, and advancing solutions that respect the distinct realities of communities while moving us forward together.

Where do you see strength or momentum in the sector that gives you confidence about the future?

I’m encouraged by the creativity and openness I see across the housing sector. Organizations are increasingly exploring new funding models, partnerships, and more integrated approaches to complex housing challenges.

The growing connection between housing and health is particularly exciting. It reflects a deeper understanding of housing as a foundation for wellbeing and opens new opportunities for collaboration and impact.

I’m also inspired by the next generation entering the sector. More young professionals are choosing careers in housing and bringing fresh ideas, energy, and a strong sense of purpose. That combination of innovation, collaboration, and emerging leadership gives me confidence in the future of community housing.

When you look at how community housing has changed over the course of your career, what shifts stand out most to you?

One of the most significant shifts has been the move toward greater collaboration. Earlier in my career, organizations often worked more independently. Today, partnerships across housing, health, social services, and community organizations are essential.

There is also a growing recognition of the importance of culturally supportive housing: ensuring that homes reflect and respect people’s identities, histories, and lived experiences. This is especially critical in community housing, where diversity is a defining strength.

At the same time, the sector has become more innovative and adaptable, while attracting new generations of professionals who bring fresh perspectives and new ways of thinking. Together, these shifts reflect a sector that is more dynamic, inclusive, and interconnected than ever before.

For emerging Black leaders who want to build a career in community housing, particularly those who don’t always see themselves reflected in leadership, what advice would you share?

There are more leaders in the housing sector today who look like me than when I began my career, and that progress is encouraging. At the same time, we still need more leadership that truly reflects the people and experiences of the tenants and communities we serve. When leadership mirrors the communities, it fosters deeper understanding, stronger trust, and better solutions for housing that is more equitable, responsive, and inclusive for everyone.

Being proactive matters. I always tell younger people: there is only one of you, and no one else can bring what you bring to the table. Your unique perspective is needed. Building networks, attending conferences and gatherings, and reaching out to leaders you admire can open doors and create connections. In addition, if you don’t see people who look like you in leadership, this is a sign that your voice and presence are needed. Some of the most inspirational Black leaders reached positions of influence precisely because they noticed gaps in representation and knew they had to act so Black voices could be heard.

Finally, inspiration and role models can come from anywhere and everywhere. This is a lesson I’ve learned throughout my life. They don’t have to be in the sector you’re interested in; what matters are the values they embody. People who inspire you, whose principles and approach you admire, can come from all walks of life, and they can shape how you show up and lead in your own way.

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