Kawartha Lakes lays foundation for 10-year affordable and supportive housing strategy

DARRYL KNIGHT Local Journalism Initiative Reporter for The Standard

KAWARTHA LAKES: When Cheryl Faber and her team, at the City of Kawartha Lakes Human Services Department, stood before Council, on October 21st, they weren’t just presenting another report, they were outlining a vision for how the community can work together, to ensure everyone has a safe, stable, and affordable place to call home.

The presentation, led by Ms. Faber, Housing Manager Michelle Corley, and Jesse Donaldson, Executive Vice President of Strategic Services with HelpSeeker Technologies, introduced the new 10-Year Deeply Affordable and Supportive Housing Strategy (2027–2036), a forward-looking plan to expand deeply affordable housing, strengthen local supports, and reduce homelessness across Kawartha Lakes and Haliburton County.

“This strategy is about focusing our resources where they’ll have the biggest impact,” said Ms. Corley. “It recognizes, deeply affordable and supportive housing is where our role as a municipal service manager can make a real difference for residents most in need.”

The plan replaces the City’s existing 10-Year Housing and Homelessness Plan (2020–2029), which will remain active until the end of 2026, to meet provincial requirements. During the transition, both plans will operate in parallel, one maintaining legislative compliance, the other laying the groundwork for a more targeted and responsive system.

Ms. Donaldson explained, the new strategy was shaped by extensive consultation and data-driven analysis, through HelpSeeker Technologies. “We heard from people experiencing or at risk of homelessness, from community partners, and from the general public,” he said. “Their voices directly informed the strategy’s priorities and outcomes. It’s built from the ground up.”

The consultation process included 65 interviews with individuals experiencing homelessness, 59 with community organizations, and 241 responses from an online public survey.

From that input came six clear strategic priorities: expanding deeply affordable and supportive housing; preventing homelessness and improving stability pathways; strengthening community and supportive housing delivery; aligning internal systems to support delivery; strengthening governance and accountability; and advocating for new and enhanced funding from senior governments.

“These priorities really reflect what we’ve been hearing for years,” said Cheryl Faber. “Residents want to see collaboration, transparency, and practical action, not just plans on paper.”

Michelle Corley emphasized, the implementation will begin immediately, supported by a comprehensive financial modelling exercise, to be completed by mid-2026. “We need to understand what level of investment is truly affordable, where we can find new funding, and how we can align our efforts with both provincial goals and local realities,” she said.

The financial modelling will guide funding recommendations for the 2027 municipal budget, marking the formal start of the 10-year implementation period.

Under the plan, Kawartha Lakes will continue in its role as Consolidated Municipal Service Manager (CMSM) for both the City and the County of Haliburton. While the City operates as a single-tier municipality, Haliburton’s two-tier structure adds an extra layer of collaboration. “This strategy recognizes those governance differences and builds in mechanisms to make coordination smoother,” said Jesse Donaldson. “We’ve mapped out roles for elected officials, community housing providers, and agencies, so everyone knows how they fit into the system.”

For community advocates, like Lindsay resident Sarah Lafontaine, who volunteers with a local outreach organization, the new strategy offers a sense of cautious optimism. “I’ve seen how hard it’s been for people to find affordable places to live,” she said. “It’s encouraging to see the City looking at deeply affordable housing as a priority and not just a buzzword. We need long-term commitment, and that’s what this looks like.”

The plan also aligns with provincial priorities, including promoting modular and factory-built housing, expanding non-market housing, and preventing homelessness through coordinated services and data-driven approaches.

Looking ahead, Ms. Faber said, collaboration will be key. “This is not something the municipality can do alone. It’s going to take partnerships, with the County, with community organizations, and with residents. Everyone has a role to play.”

Residents can expect updates in 2026, as the City completes its financial modelling and submits the strategy for review, to the Minister of Municipal Affairs and Housing. The finalized version will then guide implementation from 2027 to 2036.

“Our message is simple,” Ms. Corley said in closing. “Housing stability changes everything. When people have a safe and affordable place to live, they can focus on health, employment, and building a future. That’s what this strategy is about, building stronger, more resilient communities for everyone.”

Those interested in learning more about the 10-Year Deeply Affordable and Supportive Housing Strategy or sharing feedback can visit the City’s website, under the Human Services section, where updates, reports, and opportunities for community engagement will be posted in the coming months.