We’ve reviewed all the feedback submitted for Budget 2026 and gathered responses to the Top 10 themes raised by our community.
Here are the key topics residents asked about:
1. What’s being done to address addiction and homelessness issues?
The community is making progress through investments in services, policing, and prevention:
- Services & Supports
- The Community Resource Centre: Opened in 2023, following a $12M capital upgrade by Social Services, improving access to essential support.
- HART Hub: CMHA and community partners secured $6M in provincial funding to support addiction services and supportive housing.
- Expansion of Mobile Wellness Bus to 24/7 Operations: The City, with CMHA and Social Services, was successful in a $3.5M funding request to Health Canada for 24/7 community outreach and wellness response and low-barrier access to medical, mental health, addictions, harm reduction, and housing supports for the vulnerable high needs population.
- The Downtown Ambassador program, funded by the City and Social Services ($98,953) annually and operated by CMHA, provides important street outreach.
- The Northway Wellness Centre addiction treatment centre operated by SAH, with residential withdrawal management, mental health, and justice safe beds, opened in the former Sault Star Building, with a Provincial investment of $20M. This facility also offers concurrent disorders day treatment.
- The province reinstated $750K annually (as of 2024) for the Concurrent Disorders Day/Evening Treatment Program.
- Policing & Security
- Downtown Police Station: A major investment from the City contributing to a $13M increase in the police budget since 2022.
- Security Patrols: The City funds $150,000 annually for downtown security patrols.
- CCTV Camera Installation: Thirty cameras were installed city-wide using policing data using $150,000 from Police Services and a $150,000 investment from the Province.
- Prevention & Upstream Investments
- Youth Wellness Hub on Dennis Street: Operated by Algoma Family Services with Provincial operating funding and $100,000 support from the City, is providing vital youth services.
- YMCA preservation: City backstopping the rent to ensure youth and community well-being support remains available.
- Supportive Housing units: Since 2018, 66 supportive housing units have been added by Social Services, offering a mix of 24/7 and daily support. Plans are underway to bring up to 48 additional units online, further expanding local housing options and supports.
- Harvest Algoma: Community partners, including the City of Sault Ste. Marie made a $180,000 contribution to support the continuation of the food resource centre.
- Algoma University Master of Psychotherapy (MAP): The first of its kind in northern Ontario, launching Fall 2026 with a focus on diverse perspectives, culturally responsive care, and trauma-informed practice. This will strengthen local access to qualified mental health professionals.
2. Are Sault Ste. Marie’s taxes higher than other Northern Ontario communities?
No. The BMA Municipal Comparative Study, which focuses on Ontario municipalities, consistently shows that Sault Ste. Marie has a lower tax burden as a percentage of household income than Greater Sudbury, Thunder Bay, and North Bay. The BMA study can be found here.
Tax rates do not provide an indicator of the level of taxation. The tax rate is simply a factor to distribute the tax levy to the municipal assessment. The municipal assessment is based on a current value assessment, which for the residential sector is the fair market value (currently 2016 assessment).
Market values vary from municipality to municipality and are influenced by factors such as supply and demand, socioeconomic circumstances, community growth, and other relevant factors. When there is growth in a municipality, the tax rates will also decrease, as the assessment base to which the levy is proportioned will be higher, thus reducing the levy per assessment dollar.
3. How much money is going to that waterfront pool in this budget?
None. There is no funding in 2026 for a waterfront pool. No decision has been made on this project. The Waterfront Development Masterplan is a twenty-year vision to guide the development of one of the community’s most important assets. There are several components to the waterfront development, including basic infrastructure required for repairs and new features designed to enhance the quality of life for residents and attract tourists. A 2% increase in the Municipal Accommodation Tax (MAT) applied to hotel stays creates a funding source for waterfront development, and staff will continue to pursue external funding applications to support this long-term vision. The proceeds from the MAT are restricted to tourism product development and marketing initiatives.
4. Can you focus on the roads?
Yes. Over 58% of the capital budget, approximately $28.4 million, is allocated to roads, bridges, and storm sewers. In total, the 2026 Capital budget invests $47.8 million in infrastructure renewal and upgrades, asset renewal, and fleet improvements across Transit, Public Works, and Fire.
5. What is the City doing to respond to Algoma Steel layoffs and support the economy?
The City has staff dedicated to Economic Development, Tourism, and Community Development. The Economic Development team is focused on business attraction, helping local businesses expand, and supporting entrepreneurship.
Tourism staff are focused on assisting businesses in developing new tourism products, marketing the community, and investing in tourism infrastructure that will attract new visitors.
The Millworks Centre for Entrepreneurship provides individuals with access to tools, education, capital, mentorship, and networking opportunities, and office space. By providing shared offices, business counselling, and connecting clients and local entrepreneurs with expert mentors, Millworks’ programs help new or recently started small businesses through their most vulnerable developmental stages.
Anticipating the layoffs at Algoma Steel, the City has been working over the past year to prepare. A partnership with the Canadian Skills Training and Employment Coalition Advisory Committee (CSTEC) has been established, focusing on ways to best support the community and employees who will be displaced. Support for training and securing alternative employment will be important during this period.
CSTEC’s mission is to work with employers, job seekers, educators, and unions to help develop successful solutions for re-employment. An Advisory Committee has been established (report to Council on Nov. 3, 2025) and the members include:
- CSTEC – Ken Delaney
- City Council – Councillor Corey Gardi
- City of Sault Ste Marie – Brent Lamming
- United Steel Workers Union – March Ayotte
- Algoma Steel – Danielle Baker and Cory Evans
- Sault College and the Employment Ontario Network – Maggie Catterick
- Indigenous Friendship Centre – Cathy Syrette
The Advisory committee meetings cover a range of topics, including the following:
- Stakeholder engagement and intelligence gathering
- Workforce demographic and labour market analysis
- Development of digital tools to assist in workforce adjustment
- Development of Individual Action Plan framework
- Commentary on status of other grant activity and on other relevant government programs
- Progress on final report and recommendations
The goal is for CSTEC to have an “Action Center” operational in January 2026. CSTEC has also submitted two (2) applications to the Skills Development Fund:
- Labour from Algoma Steel as an Economic Engine – $250,000
- Training dollars for displaced employees to find alternative employment – $7 million. The City has provided a letter of support.
City staff also met with Invest Ontario and Invest Canada early this year to advocate in advance of the layoffs and seek opportunities for business attraction initiatives that would lessen the impact of the layoffs and utilize the available workforce.
The City is also actively advocating with the Federal and Provincial governments to receive support for workers, new investment in the community, and the relocation of government jobs (e.g., Ontario Lottery and Gaming Corporation) to the city.
The City has submitted applications to the Trade Impacted Community Program:
- Stream 1 – Funding application for Foreign Direct Investment (FDI) is looking very positive. This grant is intended to support business attraction efforts, including asset mapping, and the requested amount is $500,000.
- Stream 2 – Funding application for Port Development has been submitted. These are additional funds to support the port development front-end engineering and design, and the requested amount applied is $4,800,000.
The Port Project is advancing with MOUs in place with the Hamilton Oshawa Port Authority and Algoma Steel. A business case is being finalized with the goal of submission for funding support early in the new year.
Staff have also been supporting IESO applications that may lead to significant construction jobs in the short term with potential battery storage and wind farm developments.
Economic Development staff have a very active sales pipeline and have two high-profile opportunities in the late stages of the attraction process. One opportunity lies in manufacturing, and the other lies in data management and security. Both represent significant potential for future job growth.
The City offers economic development incentives, including funding support and tax deferral on new investments. It has no development charges for new construction and serviced industrial land for sale at reduced prices. Additionally, it offers many advantages from a logistics, workforce, and quality of life perspective.
6. What’s the City doing to enforce its bylaws?
The City has strengthened enforcement capacity, increasing from one by-law officer in 2021, adding a second in 2022, and adding two more in 2024, reaching four full-time by-law enforcement officers who respond to complaints daily. These staff members work to address complaints and ensure the timely follow-up of issues in accordance with prescribed timelines.
By-Law-Enforcement Officers also work closely with other agencies, such as IMET (Integrated Municipal Enforcement Team), the Fire Department, Social Services, Canadian Mental Health, and Algoma Public Health to ensure compliance with the City’s By-Laws and general health and well-being of its citizens.
7. Are City departments looking for efficiencies?
Yes. Departments are required to assess their operations, identify areas for efficiency, reduce requests where possible, and maximize external funding opportunities. In 2025, the City secured over $30M in external funding support for community projects.
8. Why is the downtown so important?
A healthy downtown is vital to economic development, talent attraction, tourism, and community pride. Having a location that appeals to residents will help to improve the potential for businesses and attract residential development.
Downtown is also a key priority in the 2024-2027 Corporate Strategic Plan. The City aims to support the development of a vibrant and attractive downtown that enhances the vitality and resilience of our Community. Downtown areas play a central role in defining the character of a city. Downtown revitalization was also identified as an overarching goal in the FutureSSM Community Development strategy and a common piece of feedback during the extensive consultation exercise.
9. Does anyone use the downtown plaza and Bondar Pavilion?
Yes and use continues to grow:
Downtown Plaza (2024 first year of operation):
- 27,397 visits, including 12,000 skaters
- Inaugural New Year’s Eve Puck Drop as well as notable partnerships with Bon Soo, Poutine Feast, school boards, and cultural groups.
- Hosted 24 City-organized events and 17 partner events
- Soo MRKT draws strong use on market days
Bondar Pavilion:
- 91 events in 2024
- Expected to host over 70 events with over 70,000 people visiting the pavilion in 2025.
- Hosts concerts, festivals, markets, and seasonal programming.
10. Why does the City invest in long-term planning instead of using all funds for immediate issues?
Long-term planning helps ensure stability, reduces future costs, and positions the community for growth. Master plans, asset management plans, and multi-year capital strategies protect aging infrastructure, leverage external funding, and prevent expensive emergency repairs, saving money over time.
The FutureSSM community development strategy underscored the importance of taking a balanced approach to community development, which includes four pillars: Economic Growth and Diversity; Social Equity; Cultural Vitality; and Environmental Sustainability.