Dealing with Homelessness in Thunder Bay - Part 2

Homelessness is one of the most difficult and human challenges facing our community. Behind every statistic is a person, and I believe we need to approach this issue with compassion, empathy and an understanding that there is no simple solution.

The three levels of government all play a critical role in addressing homelessness. No one level of government can do it alone, and I do not believe we can simply fund our way out of homelessness at the municipal level. Finding meaningful solutions will require a collaborative approach, including around the council table.

I like facts, and there are some important ones to consider. A lack of mental health beds and addiction treatment facilities are contributing factors to homelessness. Since 2018, Ontario has had an increase of 500 beds across the entire province. People cannot access the health care they need and, sadly, for many, the end result is homelessness.

The local numbers help demonstrate just how complex the problem is. Research presented by The District of Thunder Bay Social Services Administration Board through its 2026 OrgCode Community Report found that among people surveyed during Thunder Bay's 2024 Point-in-Time Count, 80% reported substance use and 61% reported mental health concerns. Another 37% reported chronic illnesses and 23% acquired brain injuries. The research also found that 43% of respondents had previously been in foster care or a group home.

Those numbers tell me that homelessness cannot be viewed simply as a housing problem. There are health care, addiction, mental health and social-service issues involved, and those responsibilities cross different levels of government and different agencies.

Addiction treatment facilities cannot keep up with demand. The lack of supportive and transitional housing for people leaving treatment can also lead to people using again. At the same time, the justice system is failing communities, and the pressure being placed on police to respond is unsustainable.

TBDSSAB's research reinforces the importance of transitional and supportive housing. Based on recommendations from OrgCode Consulting, the district needs an additional 475 transitional and supportive housing units by 2030, including 280 by 2027. The goal is not simply to put a roof over someone's head, but to provide stable housing alongside the supports needed by people dealing with mental health and addiction issues.

There has been progress. TBDSSAB's current ten-year housing plan identifies 309 transitional and supportive housing units in projects funded between 2019 and 2027. In July 2026, TBDSSAB reported that more than 330 transitional and long-term supportive spaces had received capital investment since 2019, with 220 open and another 117 under construction.

That does not mean municipal government has no financial role. I believe we need to be smarter and more strategic about where municipal dollars are used. Where we can support programs that address the underlying issues that lead people into homelessness prevention, outreach, transitional and supportive housing, and partnerships that connect people with mental health and addiction services, those investments deserve serious consideration. But they should come with clear objectives and measurable results. Municipal dollars should help leverage the resources and expertise of other governments and community organizations, not attempt to replace them.

We can already see what that approach looks like locally. For 2025-26, TBDSSAB received $16.5 million through Ontario's Homelessness Prevention Program. That funding is being directed across emergency shelters, supportive housing, housing assistance, community outreach and capital projects. More than $2 million was allocated to housing assistance and more than $3.5 million to community outreach services. These are examples of investments that reach beyond dealing with homelessness after it happens and can help address some of the conditions that keep people homeless.

My approach would be to work with council, administration, TBDSSAB and community organizations to find meaningful solutions that meet the needs of Thunder Bay. It is easier to seek funding support when there is a structured plan with key performance indicators that demonstrate results. TBDSSAB's new ten-year Housing and Homelessness Plan takes a similar approach, calling for identified partners, resources, investments, timelines and performance measures.

What I will not do is simply blame another level of government. Municipal government cannot solve homelessness alone, but it can help bring the people who have the responsibilities, resources and expertise together. It can also make strategic investments in programs that address the root causes while demanding that provincial and federal partners fulfill their responsibilities.

My approach is to invite those partners to the table and be a part of that discussion so that we can collectively work toward meaningful solutions for our community, with compassion for the people who need help, accountability for the money we spend, and a commitment to measuring whether what we are doing is actually working.