With Ward 10 Councillor Jeff Beattie

Enjoy our conversation with Ward 10 Councillor Jeff Beattie. Jeff, thank you for engaging with Hamiltonians through The Hamiltonian and congratulations on your well-earned induction as a full member of the Star Wards club!

You were successful in your bid for election in Ward 10, from a long-serving incumbent, which places you in a unique position. What specific challenges have you faced in taking over a ward with such history, and how have you navigated them? 

The biggest challenge was trying to understand the direction that my predecessor was headed, in terms of what vision they had for the community, what projects they were working on for the community, things of that nature. I’m a big believer in continuity. Unfortunately, there was no ‘passing of torch’ – not to say that was expected, but we (I include my terrific office team in this) had to try and figure that all out and rebuild every file from scratch. I would liken it to learning to fly a plane as you’re trying to assemble it.

How would you describe your approach to governance, and in what ways has your style supported your effectiveness as a city councillor?

My approach has been formed over the years by my different roles as a School Board Trustee, Business Owner and Community Volunteer. I like to break down complex issues into their basic forms, in plain language, and filter out what I refer to as ‘noise’. This helps me focus on the actual task – the goal of the conversation, and not the distractions that sometimes surround them. I think this helps me in my decision making, as well as being able to explain issues and concepts to my Constituents in uncomplicated terms.

What key lessons have you learned from your more seasoned colleagues on council, and what perspectives or practices have you introduced that you believe could benefit your peers?

I’m always thankful for the wise counsel and advise of the veteran members of Council, particularly in the early days of navigating City Hall. I was very fortunate to hire an experienced office administrator who already knew who to call and when – enabling me to ‘hit the ground running’ when I took office (save and except for issues explained in the first question). Some of the new practices that I’ve brought to Ward 10 include social media communications, email newsletters, improved print newsletters, a Satellite Ward Office (at Old Stoney Creek City Hall), establishing a Youth Council, and holding Townhalls on multiple topics. I’ve noticed that some Councillors have adopted similar practices, but I wouldn’t be so bold as to take credit for being a trail-blazer or trend-setter in any way.

What would you identify as the top three challenges currently facing Ward 10, and what strategies are you employing to address them? 

In no particular order 1)Preparing for the pressures of growth as planned in the Stoney Creek Urban Boundary Expansion (SCUBE) Plan and Fruitland-Winona Secondary Plan: Working with City Staff to keep growth related projects such as Barton Street Widening, Creation of new Parks, Building new recreation centres and spaces, Transit expansion, etc. – on schedule (which so far, they are not). Keeping Community members up-to-date on the more than 33 major development proposals currently on the books, as well as communicating the status of the previously mentioned growth related projects to the Community.

2)Renewal of aging infrastructure: Working again with City Staff to support and inform current and future road renewal projects and ensuring resident input is reflected in how these projects are prioritized. Working with City Parks Staff to continue our Ward 10 Park Rehabilitation Plan (which is working to reduce the backlog on Capital Investment in our older parks). Connecting incomplete pedestrian and cycling networks, such as the historic lack of sidewalk connections over 5 out of 6 QEW Overpass Bridges that have isolated the neighbourhoods north of the QEW

3)Working to find efficiencies within the City’s operations to reduce the tax burden on Ward 10 residents: With nearly 6% tax increases in every year of the last three years (which I voted against – for the record), the pressure on our local taxpayers is reaching a breaking point. I’ve worked hard with my colleagues to find ways to reduce that pressure, and will be working even harder in the years ahead!

In your view, what is the most pressing issue facing the City of Hamilton today? Why is it so complex to resolve, and what potential solutions do you envision?

It’s my view, that the City is currently trying to do ‘too much’. We don’t appear to have a centralized focus, which has us in constant ‘reaction’ mode, as opposed to being able to proactively move forward on key issues. Reducing our focus to a few universal priorities – managing our budget, living within our means, focusing on our core mandated services, and improving the customer service levels in resident interactions with the City are all things I believe we be focused on.

Hamilton has recently come under scrutiny from several sources—a critical C.D. Howe report, a survey indicating widespread public distrust of City Hall, and an internal audit highlighting governance failures. As one of the decision-makers at the municipal level, how do you think councillors and the mayor should be held accountable for these findings, and what specific steps are you taking to foster transparency and trust?

Ultimately, the buck stops with City Council, and we are held accountable for our decisions every four years (notwithstanding issues in-term that might have code-of-conduct or Integrity Commissioner implications for Councillors). With that said, we set the tone and expectations for the organization, which is something I think we are struggling with collectively. What I will say, is that I believe that every member of Council is aware of the poor relationship we have with the public and we all want to rebuild that relationship. For me specifically, in my role as the Ward 10 representative, I believe that proactively bringing as much information to the Community as possible in an open and transparent way, and making myself available to speak directly with residents to address their concerns.

What has been the most unexpected aspect of serving as a city councillor, and how have you adapted to or addressed that surprise?

I’d like to think that I knew what I was getting myself into, but I will say that the volume of issues, and complexity of the issues occasionally surprises me. As a business owner and farmer, I learned long ago to expect the unexpected. Each new unexpected issue does help to prepare you for the next unexpected issue, which leads to a better, more confident response.

Looking ahead to the end of your term, what is your vision for Ward 10? In which areas have you already made measurable progress, and what ongoing concerns still keep you up at night?

In general, I sleep very poorly. I’m thinking about things until I fall asleep, and the moment my eyes open the next morning, I’m thinking about it again. I have trouble ‘switching it off’. But to answer your question, my Grandfather had a belief that our purpose in Public Service was to leave things better than you find them. To that end, in a very short time, I’ve embarked on some major investments in our Ward 10 parks (6 Parks in 3 years), we’ve rebuilt several roads that were in a very bad state of repair (including DeWitt and Fruitland Roads) and we have more park and road investment on the horizon. We have the new Winona Recreation Centre project finally underway after decades of nothing happening, as well as new (and badly needed) sidewalk connections to many parts of the Ward. My vision and my plan to get these things done – particularly projects that seem to have stalled out. What really frustrates me is the rate at which we are moving on many of these projects. Coming from the private sector, it’s dramatic change – in terms how quickly/slowly things move at the City.

The city’s response to homelessness continues to generate debate, particularly in light of cost overruns and quality concerns related to the MiniCabins initiative. How would you assess the city's handling of this issue, and do you believe MiniCabins are a viable part of the solution?

I originally supported the initiative as part of a broader strategy to increase shelter capacity in the City, with a goal of ending the former Encampment Protocol that allowed encampments in City Parks. That was based on about a $3 Million spend on the Barton/Tiffany project. If there had been any inclination that the project would cost over $8 Million, I never would have supported it. I – with many of my colleagues – believe that City Staff should have come back to Council with revised estimates and sought additional authorization before proceeding, but I’m not sure – given the Strong Mayor Powers Directive that was issued for this project, if that was even possible. Long story short, from start to finish – this project was plagued with errors, and I’m disappointed with the outcome. The failures on this project just bring people back to previous failures such as the Red Hill cover-up and Chedoke Creek sewer spill, which continue to erode public trust and confidence in the City as whole – and that’s a massive problem.

How can residents of Ward 10 best engage with you, and what tools or methods do you use to maintain open communication with your constituents?

I’d like to think that I’m amongst the most accessible Councillors in the City. My Team and I have put a lot of intentional effort into getting as much information into the community as possible, and we use multiple channels to do that including social media (Instagram, Facebook, TikTok, YouTube), a website ( www.yourward10.ca ) as well as our email and print newsletters. I also make sure to attend all of our major Community Events (Easter Egg Hunt, Canada Day Event, Peach Festival, Halloween Bash among others) with our big green Ward 10 Tent, and have set up permanent ‘open-door’ days at our Stoney Creek Office (Fridays 10-3) where residents can drop in to chat or raise concerns. That’s all on top of the usual communication tools such as email and phone, where my team and myself will often get back to constituents within a few hours in many instances. At the end of the day – I love where I live and I always enjoy hearing from others, and genuinely – like my Grandfather said - want to make things better!

The Honourable Mélanie Joly, Minister of Industry Visit to Hamilton

The Honourable Mélanie Joly, Minister of Industry, will visit ArcelorMittal Dofasco to meet with leadership and workers. 

She will be joined by Members of Parliament Lisa Hepfner (Hamilton Mountain), John-Paul Danko (Hamilton West—Ancaster—Dundas), and Aslam Rana (Hamilton Centre).

Date: Friday, June 6, 2025
Time: 11:00 a.m. – 1:00 p.m. EDT
Location: ArcelorMittal Dofasco, 1330 Burlington Street East, Hamilton, ON
Duration: Approx. 2 hours

With Dr. Robin Lennox- (MPP) for Hamilton Centre

Enjoy our chat with Dr. Robin Lennox, Member of Provincial Parliament (MPP) for Hamilton Centre, NDP Party.

As a practising family physician specializing in addiction medicine, do you continue to serve in a clinical capacity while holding elected office? If so, how do you balance the demands of both roles, and in what ways has your medical background informed your work as an MPP?

I have always loved my clinical work as a physician and I believe healthcare providers offer an incredible service to their communities. Since taking on the role of Member of Provincial Parliament, my time is quite limited but I will continue a small amount of clinical work in order to stay connected to the reality of healthcare on the ground and continue to serve my community as a physician. Often, this means picking up weekend shifts or covering clinic in lieu of vacation time. Access to healthcare—particularly in areas such as wait times, hospital capacity, and mental health services—remains a pressing concern for many Hamilton residents. 

Given your dual expertise in medicine and public service, what solutions do you propose to improve access and outcomes across the healthcare system?

First, we need to ensure that every person in Hamilton has access to a family physician, preferably in a team-based care model which we know is cost-effective and associated with positive health outcomes. In order to achieve this, we need to increase our provincial funding for community-based care, including expanding funding for family health teams and ensuring that all team members (nurses, counsellors, physiotherapists, etc) receive adequate compensation in order to stay in their essential roles. We also need to reduce the administrative burden that family physicians face (often 20 hrs per week on top of their full-time clinical schedule) and move away from a business entrepreneurship model so that doctor’s graduating from medical school are more likely to choose a career in family medicine.

To address emergency department wait times and hallway healthcare, we need to invest in a few key areas. First, we need to ensure that the base funding for our hospitals are expanded to match their capacity needs – for example, hospitals in Hamilton are often at 120% of inpatient bed capacity. What that means is that for the additional 20%, there are no funded beds or funded nursing support. This places additional strain on hospitals by shifting patients into “unconventional spaces” like hallways, but also means our nurses are having to cover more patients than they are intended to – leading to burnout. By increasing the base funding for hospitals to match the volume of admitted patients they are caring for each day, we could address this short-fall and improve care received in hospital. We could also creatively invest in infrastructure and re-development to ensure that hospitals are able to use their spaces most efficiently.

But in order to address the acute care crunch, we also need to ensure that there are safe community spaces for people to be discharged to after acute hospitalization. Many patients are kept in hospital for prolonged stays because of the lack of long-term care spaces available and lengthy waitlists. If we invested in quality, not-for-profit long-term care homes in Hamilton and expanded their capacity, this would alleviate some of the outflow issues currently being experienced in our Hamilton hospitals.  

Affordability continues to be a significant challenge for Hamiltonians, encompassing housing, food, utilities, and other basic needs. What provincial measures are currently underway—or being proposed—to help alleviate the financial strain on local families?

Unfortunately, the current Conservative government has failed to put forward any legislation that addresses the affordability crisis. But, there are a number of things we could and should be doing to alleviate the financial strain on our local families.

First, we could immediately amend the Residential Tenancies Act to ensure there is rent control on all units and to close loop-holes that allow for renoviction and rent-hikes between tenants. We know that housing costs are far exceeding the recommended 30% of our total household budgets, and rent control is one way to immediately clamp down on those rising costs.

Another measure to reduce out-of-pocket costs is to ensure that everyone has public coverage for prescription medications through the Ontario Drug Benefit. Currently, the Ontario Drug Benefits covers prescription medications for people under the age of 25, over the age of 65, or those on social assistance or living in long-term care. We know that with rising costs of living, many people are having to skip doses or ration their medication due to cost or forego their prescription medication altogether. I put forward a motion asking the government to expand Ontario Drug Benefit eligibility to include all Ontarians to address this gap, but unfortunately was voted down by the Conservative members. I was heartened to see that my motion garnered support from all other MPPs – NDP, Liberal, Greens, and independents – so hopefully we can continue to build momentum in the coming months to see this realized.

We also need to ensure that legislation is in place to prohibit price gouging and price fixing on essentials like groceries. At a time when emergency food bank use is doubling in our communities, corporations should not be allowed to profiting excessively at the expense of everyday people being able to put food on the table. 

As Hamilton continues to grow and change, what role do you see yourself playing as MPP in guiding its future, and what priorities will shape your approach to that role?

My priorities have been shaped by what I’ve heard at the doors and in conversation with Hamiltonians over the past several months. Consistently I’m hearing that healthcare, housing, and affordability are the major priorities for our community and those priorities will drive the work that I do locally and at Queen’s Park.

This means advancing legislation to try to strengthen our healthcare system and ensure everyone has access to quality primary care, addressing the homelessness crisis, increasing protections for renters, pushing for public investment in affordable housing, ensuring affordable child-care for families, and doubling social assistance rates. There are many more challenges that we need to address, but these areas will be among my top priorities. 

What is your position on the ongoing Greenbelt land use debate, and how do you propose to balance the need for development with environmental protection and sustainability in Hamilton?

It’s clear that the Ford government selling off the Greenbelt was never about building housing, it was about lining the pockets of developers who were allowed to draw the Conservative government maps of which areas they wanted removed from Greenbelt protections. The ongoing RCMP investigation will shed light on the extent of this inappropriate activity.

There are many opportunities to responsibly and sustainably develop within urban boundaries and with respect for environmental protections. For example, we can use existing public land and public funding to build affordable housing with an aim to address our local housing crisis, rather than profit off of it. In Hamilton, this means investing in mid-rise buildings, co-op and multiresidential units, geared-to-income and supportive housing units.

Representing a diverse and dynamic community like Hamilton requires careful attention to local needs. How do you navigate the balance between provincial policy directives and the specific priorities of your constituents, especially on critical issues such as housing, public transit, and healthcare?

My role is to be a voice for Hamilton Centre at the provincial level. My duty is to ensure that I am acting in the best interests of my constituents and ensuring their needs are represented in the priorities of our collective NDP caucus. I am fortunate that NDP caucus members understand the critical issues facing us today, including the importance of strengthening our public healthcare system and addressing the housing crisis.

In addition to advancing province-wide policies that would serve all Ontarians, including Hamiltonians, I also have many opportunities to advocate for Hamilton-specific needs. These include putting forward Private Members’ Bills and motions, advocating at the committee level, and working with Ministers directly to ensure the needs of my constituents are addressed. It’s work that I am proud to do, and will continue to advance over the next four years. 

Looking ahead, which issues will be central to your work as MPP for Hamilton Centre, and what outcomes are you aiming to achieve in the short and long term?

In the short-term, I want to ensure that Hamiltonians feel supported by me as their local MPP. This means raising awareness of the issues that we can address in our local constituency office, including navigating OW/ODSP, identification issues, drug coverage and OHIP issues, WSIB concerns, and more. We have already had many constituents contact our office and we want to make sure all Hamiltonians are aware of the support we can offer.

In the long-term, I want to advance policies that will have a significant impact on our community. These include:

· Expanding drug coverage to include all Ontarians, regardless of age or income status

· Ensuring all Hamiltonians have access to team-based primary care

· Increasing funding for our local hospitals so that no one needs to be cared for in a hallway

· Amending the Residential Tenancies Act to increase protections for renters against eviction and above-guideline rent increases

· Increasing social assistance rates above the poverty line

· Ensuring our public schools are adequately funded and families have access to affordable child-care

· And much more! 

Thank-you Dr. Lennox for engaging with Hamiltonians in The Hamiltonian!

 Note: The Hamiltonian remains an unbiased media source. Members of all political stripes will be guests on The Hamiltonian from time to time.

Comparative Spotlight: Andrea Horwath vs. Fred Eisenberger — Front-Page Coverage in The Hamilton Spectator

A recent comparative review by The Hamiltonian reveals that former Mayor Fred Eisenberger was featured on the front page of The Hamilton Spectator nearly twice as often as current Mayor Andrea Horwath, when adjusting for the time they’ve each served.

Measuring the Media Presence 

Using a proportional lens, the study examined the first 32 months of Mayor Horwath’s term (October 2022–June 2025) and compared it to a similar span during Eisenberger’s final term (October 2014–May 2017). Only news stories on the front page were counted—excluding opinion pieces and letters. Both digital and print editions were considered.

Eisenberger’s higher media visibility coincided with high-stakes debates, including the light rail transit (LRT) project, city revitalization plans, and the Pan Am Games—each of which earned multiple front-page placements. In contrast, Horwath’s front-page moments have centered around her historic election as Hamilton’s first female mayor and key policy matters like steel tariffs and housing.

Takeaway

Though both mayors have been pivotal in shaping Hamilton’s trajectory, their media profiles—at least in The Spectator's front-page real estate—reveal different narratives. Eisenberger’s early term reflected a combative, high-profile era; Horwath’s to date suggests a quieter, steadier path through Hamilton’s evolving landscape.

Mayor Horwath On Tariff Increases

Statement from Mayor Horwath on Increased Tariffs

HAMILTON, ON - The latest U.S.-imposed tariffs are another blow to Hamilton’s economy, workers, and families - and especially to our steel industry.

Steel has been the backbone of Hamilton for generations. These tariffs don’t just target materials - they put thousands of good jobs at risk. They create uncertainty for workers, delay investment, and threaten the stability our industries need to thrive.

This is not just about trade - It’s about real people. Hamiltonians working in steel mills, in fabricating and advanced manufacturing, on shop floors, and across our supply chain are now facing a hollowing out of their industry with orders drying up, stalled projects, and real anxiety about what comes next.

We need urgent, coordinated action from all levels of government. That includes immediate support for impacted sectors, and faster movement on housing and infrastructure dollars - with clear timelines that allow businesses to prepare and workers to plan.

In Hamilton, we’re stepping up:

We’ve strengthened our Buy Canadian Procurement Policy to support local jobs.
We’re convening Tariff Roundtables with industry leaders to shape local responses.
And I’m in active talks with provincial and federal leaders to ensure Hamilton’s voice is heard and workers and companies are protected.

This isn’t just about Hamilton. It’s about safeguarding the future of integrated trade, shared prosperity, and economic security.

Hamilton’s steel industry built this city’s prosperity. It deserves leadership that has its back. That’s what I’m committed to - today and every day. I will continue to fight for smart, fair, and stable trade that supports people and businesses, and secures our shared future.

Tapping in: With Greg Hoath: Business Manager for the Hamilton Ontario Water Employees Association (HOWEA) and the International Union of Operating Engineers (IUOE) Local 772

In light of the ongoing strike regarding water services, we checked in with Business Manager for the Hamilton Ontario Water Employees Association (HOWEA) and the International Union of Operating Engineers (IUOE) Local 772 in Hamilton, Ontario. Here is our Q/A with Greg:

You had indicated to the city that they are fully aware of what it would take to end thes strike. Can you share with Hamiltonians what you think it would take to end it. What is the impasse and why is it important to your members that the city meet your requirements in that regard?

The City was made aware of the issues in 2004 when deciding whether to renew the Public Private Partnership with American Water or to take back in house. We met with each councillor and the Mayor. The two issues were raised 8 years ago without any resolution. Finally 4 years ago at bargaining, we notified the City the two issues would be the union’s only proposals - 1. Internal Parity with trades and operators, with our members requiring much higher certification but much lower paid; 2. A certification system that never worked under private operator and at best requires about 10 years to achieve a top rate that is below market. We cannot retain or attract certified operators or trades and are under manned. The cost would be about $300000 to settle, represents less than 0.01% of the City budget. City staff blame their mandate and have stated “what do we tell the large CUPE Local 5167, why we gave you more”

2. Is there any truth that striking workers have been somewhat disruptive. If so, is it in the sense that typically happens when strikes are enacted (in terms of mild forms of protest resistance), or, are you concerned that things may be reaching a boiling point. What instructions do your members get with respect to strike protocols?

Prior to the strike the IUOE held strike protocol meetings and provided information like Picket Captain Duties, FAQ’s and Do’s & Dont’s. We have legally picketed various City properties - 700 Woodward Water & Wastewater Facilities, 330 Wentworth Water Distribution Hub, City Hall and held an information picket at HSR Upper James where we held no buses contrary to the stories reported. Police have been called numerous times by a strike breaking security company, hired by the City at an astronomical cost to taxpayers, without any issues. 

We have conducted ourselves within the law and professionally. In fact, we informed residents of odour problems, brown water and no water in Stoney Creek. We are not having an issue other than some cars hitting picketers. Unfortunately, some anger is expected. However, the support has been overwhelming as most citizens tell us they have little faith in the City administration

The members are committed to finally reaching fairness in their agreement and their resolve is stronger than ever.We would rather be working than on strike and remain concerned with the operation and maintenance of such a critical service to all Hamiltonians

 Thanks Greg. We wish you and your members all the best and hope that a deal with be made soon.  

 Photo by Deborah L Carlson on Unsplash