The decision to extend the Pathways shelter on the North Shore into early 2028 is being met with relief from service providers — and mounting frustration from nearby businesses, as new incidents underscore ongoing concerns.

For ASK Wellness CEO Bob Hughes, the 20-month extension provides critical stability for those relying on the 44-bed shelter.

“We’re very, very relieved for the folks that need access to shelter and the resources we’re providing,” Hughes said. “But this is also a ticking clock.”

The extension avoids a potential summer closure, but Hughes said it must now serve as a window for governments to identify a permanent, widely supported location.

New incidents highlight ongoing concerns

Just days after council’s decision, owner of Drago”s AUTOPRO Rob Guido says the challenges outlined at Tuesday’s meeting are continuing — and escalating.

In a message shared on Facebook, Guido described arriving at his shop earlier this week to find vandalism and theft had caused thousands of dollars in damage. Days later, he says the situation worsened.

“This morning I arrive again, and now there has been a fire started behind my building,” Guido wrote. “The back wall is scorched.”

Guido said the incident will require further inspections and repairs, adding to what he describes as an ongoing financial and emotional strain.

“How is a small business supposed to succeed like this?” he wrote. “This is not sustainable.”

While reiterating his support for helping vulnerable individuals, Guido questioned whether enough is being done to protect businesses operating nearby.

“At some point, words and extensions are not enough,” he wrote. “Small businesses cannot survive on sympathy. We need action.”

Focus shifts to impacts beyond shelter walls

Hughes acknowledged those concerns, emphasizing that many of the issues raised are not occurring inside the shelter itself, but in the surrounding area.

“The shelter runs highly effective,” he said. “It is what happens around [it] that’s been flagged more than anything.”

He also pointed to a breakdown in communication between stakeholders, which he believes has contributed to the divide.

“One of the things we’ve recognized is as much as the businesses were very much complaining about what was happening around — not in the shelter — no one was calling us,” Hughes said. “And this is a reflection of the deep-seated polarity between what’s been presented as the businesses and residents, and the health enforcement and housing services in our community.”

Hughes said that disconnect has made it harder to respond quickly to issues as they arise.

He also pointed to gaps in the current funding model, noting that while shelter operations are supported, broader neighbourhood impacts — including safety, enforcement, and outreach — require additional resources.

“These sites require external supports,” Hughes said. “That’s what we need to build out.”

Push for coordination and new safety measures

To address those challenges, ASK Wellness is working to establish a Neighbourhood Safety Committee, aimed at improving communication between service providers, businesses, and government agencies.

“We need a venue that’s safe for all parties,” Hughes said. “Somewhere we can actually identify what’s working — and what’s not.”

Hughes also acknowledged past engagement efforts did not fully connect with the business community, contributing to what he described as a divide between stakeholders.

Business community demands action

For North Shore Business Improvement Association executive director Jeremy Heighton, the latest incidents reinforce long-standing concerns.

“Our focus really wasn’t on the shelter,” Heighton said. “It’s on the interface — the safety and security of the community.”

Heighton said the 20-month extension was expected and provides a clear deadline for next steps — but warned that without stronger provincial involvement, little will change.

“We are past the point where the community can tolerate the negative impacts,” he said. “It’s time to demand a better level of service.”

Heighton added that incidents like fires and property crime highlight the need to better understand where problems are originating — whether directly tied to the shelter or part of broader systemic gaps in mental health and addictions services.

Shared ground — but no easy answers

Despite differing perspectives, both Hughes and Heighton agree the issue extends beyond a single facility.

“There’s a portion of the population that needs more than what a community can offer,” Hughes said.

Heighton echoed that complexity, noting that challenges often increase outside structured environments.

“Inside, there’s coordination and case management,” he said. “Once you hit the street, those systems don’t work as well.”

Measuring success — and rebuilding trust

Hughes pointed to early outcomes from the shelter, including dozens of individuals moving into housing or treatment, as signs of progress.

However, he said broader community support remains a key benchmark.

“We can’t describe it as successful until we have social license,” he said.

For business owners like Guido, that support may depend on whether conditions on the ground begin to improve.

“Compassion matters,” Guido wrote. “Helping vulnerable people matters. But if there is no real plan to protect businesses, workers, and residents at the same time, then the burden is simply being dumped onto the people already trying to hold this city together.”

The road ahead

With the extension now in place, attention is shifting toward what tangible changes can be made before the 2028 deadline.

For service providers, that means strengthening partnerships and supports.

For business owners, it means seeing real improvements in safety and stability.

And for all involved, the question posed by Guido remains central:

“What is the plan?”