Countdown to Arbitration

Our readers will recall that The Hamiltonian has provided extensive coverage of the water workers’ strike. Throughout our reporting, we have repeatedly requested that the City of Hamilton disclose to taxpayers the total costs associated with this labour dispute. To date, the City has not provided that information—a troubling lack of transparency on several levels.

On November 11, another significant phase of the dispute will unfold. An arbitrator will hear submissions from both parties regarding wage parity between CUPE and the City’s Water Operations and Trades workers. At the heart of the matter is a $3.00-per-hour discrepancy. The union contends that even if parity were achieved, its members would still earn approximately $2.00 per hour less than their counterparts in comparable municipalities.

Members of the public are invited to observe the arbitration by joining via the YouTube link provided below. The arbitrator has issued a clear directive that no one may record or reproduce any portion of the proceedings—audio or video—without express authorization. We ask all viewers to respect this instruction as well as any other instruction he may elect to convey. 

The Hamiltonian extends sincere thanks to Arbitrator Jesse Nyman for working with The Hamiltonian to facilitate  public access and to Mr. Hoath of the union for drawing this matter to our attention.

Here is the YouTube link that will be active November 11. Click here  

Photo by OMAR SABRA on Unsplash

Truth to Power

Our readers may have noticed that recently, The Hamiltonian has published a number of articles that are highly critical of the city, particularly highlighting the apparent lack of formality and rigor when it comes to delivering results on behalf of Hamiltonians.

We anticipated a chilly reception from those at City Hall, and we suspect that’s what we’ve received. However, in line with our motto, “Sometimes Tough; Always Fair,” we’ve remained just that. In our coverage, we’ve suggested that Hamilton would benefit from a media presence that takes a more critical look at what happens at City Hall — perhaps more so than usual.

We were pleased to read Scott Radley’s recent piece in today’s Hamilton Spectator. Using the TD Coliseum renovation and its ticking countdown clock as a metaphor, Radley didn’t pull any punches.

In our view, it’s vital that a mainstream journalist in Hamilton breaks from the polite script and voices what residents are already saying at coffee shops, bus stops, and council chambers: why can the private sector get things done, while City Hall can’t even finish a washroom?

Rather than describe Radley’s piece in detail, it’s best that you read it yourself in today’s Spectator. Better still, subscribe to The Spec (note: The Hamiltonian offers this recommendation with no affiliation to The Spec).

What made this column stand out wasn’t the critique itself — Hamiltonians are already well aware of it — but the fact that someone in the mainstream  spoke the truth, without varnish. The tone was direct. The frustration was genuine.

The reporter’s challenge was clear: learn from the private sector’s discipline. Embrace urgency, pride, and accountability. Understand that public trust erodes when projects drag on endlessly and taxpayers are treated as an open wallet.

Accountability isn’t just a slogan — it’s a culture. And cultures don’t change through strategic plans, spin  or communications strategies. They change when the people inside the system decide that failure is no longer acceptable.

The Hamiltonian believes Hamilton deserves this kind of culture shift — one built on urgency, pride, and ownership of outcomes.

When a mainstream journalist has the courage to speak truth to civic power, it reminds us that journalism still matters — not as a megaphone for bureaucracy, but as a conscience for the community.

The Hamiltonian

Mayor Andrea Horwath invites Hamiltonians to a Community Safety Summit

Mayor Andrea Horwath invites Hamiltonians to a Community Safety Summit

Residents encouraged to attend or share feedback online

HAMILTON, ON – The City of Hamilton will host a Community Safety Summit on Monday, November 10, 2025, bringing together residents, community organizations and local leaders to address community safety concerns and strengthen collaboration across the city.

The Summit will explore issues such as hate, gender-based violence and youth and gun violence, while creating space for dialogue, learning and shared understanding. Participants will hear from experts with the Hamilton Police Service and community agencies, take part in facilitated discussions and help identify next steps toward a stronger, more inclusive Hamilton.

“The Community Safety Summit is about coming together as a community to listen, learn, and work toward real solutions,” said Mayor Andrea Horwath. “By understanding each other’s experiences and challenges, we are building a city where everyone feels safe and supported.”
Event Details:

Date: Monday, November 10, 2025

Time: 8:30 a.m. to 3:30 p.m.

Location: LiUNA Station, King George Ballroom, 360 James St. N., Hamilton

RSVP: Registration by November 5, 2025 at hamilton.ca/communitysafetysummit

Unable to attend?
Share your feedback through the Community Safety Input page on Engage Hamilton. Community insights will help guide Summit discussions and inform ongoing work through Hamilton’s Community Safety and Well-Being Plan.

Share your input: engage.hamilton.ca/communitysafetyinput
Open from October 27 to November 24, 2025

“The safety and well-being of Hamilton residents is our top priority,” said Marnie Cluckie, City Manager. “Every voice matters, and we’re grateful to all those who are contributing by completing the Community Safety Input page or joining us at the Summit.”

The City of Hamilton, in collaboration with the Hamilton Police Service and community agencies, remains committed to ongoing engagement and shared efforts to create a stronger and more inclusive community for all.
Additional Resources: Web page: Community Safety Summit
Web page: 10-Year Downtown Hamilton Revitalization Strategy
Web page: Community Safety and Well-Being Plan
Web page: Hamilton Police Service | 2025 Community Safety Survey Results

Hamiltonian Halloween and the "A" Word

As Halloween approaches, it seems fitting to shine a light on something that sends a chill down the spine of many senior executives — the “A” word: Accountability.

Few words in the workplace evoke more discomfort. Yet accountability, far from being a bogeyman, is the very foundation of good governance and effective leadership. The problem is, it’s often misunderstood — and, at times, deliberately avoided.

Phrases like “one throat to choke” capture the old-school, punitive view of accountability — one that equates responsibility with blame. It’s an outdated mindset that discourages openness, innovation, and growth.

At The Hamiltonian, we’ve seen firsthand how some senior executives shy away from formal performance contracts, fearing that these agreements are precursors to being fired if targets aren’t met. In reality, accountability done right is not about punishment — it’s about clarity, alignment, and improvement.

Take, for example, the City of Hamilton. The City Manager’s performance is guided by goals set “in collaboration with the Mayor,” focused on Council’s approved priorities: sustainable development, safe neighbourhoods, and transparency"  However, there is no formal, public-facing performance contract or set of measurable targets.

Interestingly, the City Manager, in a recent Q/A refused to provide statistics as to the percentage of staff and managers who have a current performance plan in place. This would suggest one of the following: the percentage is so low that it would be embarrassing to report, the city simply cannot determine these numbers for lack of ability, in keeping with established patterns, this is yet one more instance of Hamiltonians deliberately being kept in the dark, or another reason only known to the city. In any event, we pushed our deadline to allow Ms. Cluckie to provide these statistics, and she failed to . 

So, how can anyone — including residents — know whether the City is performing at a high level? How is success measured? And how is the Mayor evaluating outcomes without defined benchmarks? How many people even have a performance plan in place?

A performance contract provides the necessary structure and transparency. It spells out expectations, establishes measurable goals, and cascades these through every level of the organization. Done properly, it aligns everyone — from senior leaders to front-line staff — toward shared objectives.

Contrary to popular fear, performance contracts and deliverology (the science of turning goals into measurable results) are not tools to intimidate. They are instruments of growth and excellence.

Consider a simple example:

Objective: Ensure Hamiltonians have timely and efficient access to automated services.
Target: 5% or less downtime for all public-facing systems.

In this case, success means city websites, email systems, and online registration tools must function at least 95% of the time. If the actual uptime drops to 82%, the question isn’t “Who’s to blame?” — it’s “What went wrong, and how can we fix it?”

True accountability encourages this spirit of inquiry. It transforms a shortfall into an opportunity for learning, problem-solving, and collaboration. Teams identify causes, implement corrective actions, and measure improvement. Success becomes not just about hitting targets, but about developing resilience, adaptability, and trust.

When applied this way, accountability builds confidence rather than fear. Results are presented to Council not as defensive postures but as learning stories: Here’s what happened, here’s how we addressed it, and here’s how we’re stronger now.

That’s the kind of accountability Hamilton deserves — transparent, constructive, and forward-looking.

So this Halloween, let’s unmask the myth. Accountability is not a monster hiding in the shadows of City Hall. It’s a mirror that reflects integrity, performance, and pride in public service.

For the City of Hamilton — and any organization aiming to be truly high-performing — embracing deliverology and transparent performance contracts isn’t something to fear. It’s something to celebrate.

After all, accountability isn’t about process. It’s about delivering results for the people you serve. It need not be the scariest word in the office. 

The Hamiltonian

Promises, Promises or Finally? Checking in with City Manager Marnie Cluckie

On May 11, 2005, The Hamiltonian reached out to City Manager Marnie Cluckie with a series of questions in an article titled Promises, Promises or Finally? (see it here) The title reflected a sentiment shared by many Hamiltonians — that while promises of change had been made on various fronts, the community continued to wait for those promises to materialize.

On May 11, 2025, Ms. Cluckie outlined a path forward for the city. In the spirit of accountability and transparency, The Hamiltonian revisited our earlier exchange with Ms. Cluckie to assess what progress has been achieved since that time.

Below are our follow-up questions and Ms. Cluckie’s responses. We thank Ms. Cluckie for once again engaging directly with Hamiltonians through The Hamiltonian and invite our readers to consider whether her answers reflect the progress they expect and deserve.

Ms. Cluckie:

On May 11, 2025, you responded to a number of questions posed to you by The Hamiltonian. This article can be found here.http://www.thehamiltonian.net/2025/05/promises-promises-or-finally.html

We are doing a follow up to this article and the assurances you gave in your responses. Specifically, can you provide an update on the following:

1. Customer Service Strategy Progress:

In your May 11, 2025, response, you stated that the City of Hamilton had approved funding for a customer service strategy in the 2024 budget, but the rollout was delayed due to the cyberattack. You also mentioned that a Request for Proposal (RFP) would be issued “shortly.” Can you provide an update on the timeline for the RFP release and any significant progress made thus far? Specifically, how far along is the City in implementing customer service expectations and standards? Are there any measurable outcomes to date that can be shared with the public?

City of Hamilton staff are currently assessing the proposals that were received through the Request for Proposal (RFP) process for third-party experts to assist with the development of the Customer Service Strategy. The RFP closed in September 2025 and staff are working to select the successful vendor in the coming weeks.

2. Employee Performance Evaluations:

As part of the City’s Performance Accountability and Development (PAD) Program, you mentioned in May 2025 that one of the first steps is setting performance expectations and conducting evaluations at year-end. Given that we are now well into 2025, could you provide the current percentage of City employees who have up to date performance documents in place? Additionally, we request a breakdown by management versus non-management staff.

The Performance Accountability and Development (PAD) process includes a collaborative discussion between each employee and their leader to support career growth and establish goals and objectives for the year. For employees to be successful in their role and feel like contributing members of a team, they need to clearly understand what is expected of them and how their work connects to the priorities of the City.

The PAD process is a critical tool for the collective success of the organization to deliver on priorities, enabling continuous improvement, service excellence and accountability to residents.

Editor’s Note:Ms. Cluckie’s response to this question did not address the substance of our inquiry. We specifically requested statistical information indicating how many City of Hamilton employees currently have an active performance plan in place, and how those figures compare between management and staff. We also wrote to Ms. Cluckie inquiring if she had any questions about our questions, prior to her responding. We did not receive any indication that she did. 

After receiving her response to  question 2, we  wrote to the Ms. Cluckie expressing our concern regarding the lack of a direct response and extended our original deadline to provide Ms. Cluckie an additional opportunity to answer the question and demonstrate transparency. Unfortunately, she chose not to provide a further response.

3. Public Access to Departmental and Divisional Workplans:

In our previous exchange, you mentioned that employee goals and objectives are aligned with departmental and divisional workplans. Can you make these workplans available for public review, so that Hamilton taxpayers can see how their tax dollars are being allocated and what specific objectives departments are working toward?

As part of each year’s Budget process, City Departments present to Council on their priorities and programs, including financial figures related to the investments in high-quality municipal services residents rely on. These presentations reflect this term of Council’s approved priorities and provide an important opportunity to enhance public transparency regarding City priorities and resource allocation. While internal departmental workplans are not published in full, residents can access the comprehensive information about departmental priorities and planned investments through this process. More information on the annual budget process can be found here https://www.hamilton.ca/city-council/city-administration/city-budget/2025-tax-rate-budget.

4. Formalized Performance Contract:

You previously indicated that your performance objectives are set in collaboration with the Mayor and reflect Council’s approved priorities. However, there does not appear to be a formal written performance contract in place for you as City Manager. Has there been any discussion or progress in establishing a formal, written contract that clearly outlines the goals, performance metrics, and expectations for your role as the most senior public servant in Hamilton? If such a contract exists, can you provide any details regarding its structure and accountability measures?

Consistent with the response shared this past May, the City Manager’s annual performance goals and objectives are set in collaboration with the Mayor, who reviews and evaluates outcomes. While there is not a formalized, public-facing performance contract, the City Manager’s objectives are designed to deliver on Council’s approved priorities for this term: Sustainable Economic & Ecological Development, Safe & Thriving Neighbourhoods, and Responsiveness & Transparency. The City Manager continues to focus on delivering results, improving service, strengthening accountability and fostering a high-performing organization to meet the needs of Hamilton residents.

Deliverology and The City of Hamilton's focus on Process-itis

Imagine being part of a team that is tasked with solving a problem; let's say determining how best to reposition an office that is presently in the way of a meeting room that the organization wants to build.

You talk about the problem. You describe it in infinite detail. You perhaps consider what it will take to solve the problem and who might be involved. You might even use a whiteboard to track a timeline for the problem to be implemented. The issue is, despite intentions, the meeting room remains un built and people are unhappy.

The City of Hamilton continues to labour under a serious flaw- its focus on process rather than outcomes.

Deliverology is a management and implementation approach used by governments, organizations, and large institutions to ensure that key goals and promises are actually achieved—not just planned or announced. The core idea of Deliverology is that good strategy is not enough—leaders must focus relentlessly on delivery by tracking progress, removing barriers, and holding people accountable for measurable results.

The method involves a few core principles

1. Clear priorities – Identify a small number of key goals or commitments (usually three to five) that really matter
2. Precise targets – Define what success looks like in measurable terms, using clear data.
3. Performance monitoring – Regularly track progress against those goals through data dashboards and reports.
4. Problem solving and support – When progress lags, the focus is on understanding why and helping teams fix it, not on blame.
5. Routine accountability – Leaders meet regularly to review progress and ensure continuous focus on results.

In short, Deliverology is about creating a disciplined system for turning plans into real-world outcomes.

It is clear to The Hamiltonian that the City of Hamilton is immersed in process and not in the delivery of outcomes for Hamiltonians. To illustrate our point, we have analyzed a media release that the city put out this week, highlighting what it suggests it has achieved on a number of fronts. But, are there any achievements? Let's take a look:

How The Hamiltonian Analyzed the City’s ‘Transparency Update’

The Hamiltonian’s editorial review process looked beyond the surface of press releases to assess its substance, language, and measurable commitments. Here’s how we reached our conclusion — that the document, while polished, offers little meaningful evidence of real change.

1. We started with context.

The City’s Task Force on Transparency, Access and Accountability was created in early 2024 amid widespread frustration over City Hall’s record of secrecy. That frustration was rooted in real events:

• The Red Hill Valley Parkway scandal, where road safety data was concealed for years.
• The sewage spill cover-up, involving millions of litres of waste released without disclosure.
• The cybersecurity breach, where residents and councillors were left in the dark about the scope and cost for weeks.
• The pattern continued with a failure to release the costs related to the water workers' strike, in a timely manner (see our piece here).

Each of these incidents eroded trust and demonstrated that “transparency” in Hamilton has too often been reactive — not proactive. We read this release with that history firmly in mind.

2. We examined the content of the release itself.

The document outlines a series of “progress highlights,” such as:

A “Customer Experience Strategy.”
Website translation tools.
New recreation booking systems.
Upgraded phone systems.
IDEA (Inclusion, Diversity, Equity, and Accessibility) training.

While all these initiatives may improve service culture, none directly address the core problem the Task Force was created to fix — the City’s historic reluctance to share information openly and promptly with the public.

There are no references to improvements in Freedom of Information processing, public access to reports, or real-time disclosure of major incidents. The release does not mention what specific Task Force recommendations have been implemented or what outcomes have been achieved.

3. We analyzed the language used.

The release relies heavily on bureaucratic and forward-looking language, such as:

“Advancing strategy development.”
“Piloting two programs.”
“Revamping dashboards.”
“Commitment to continuous improvement.”

These phrases sound active but communicate no measurable change. They are signals of process, not progress. When a government uses process-oriented language in place of data, it typically means outcomes are still in development — or underwhelming.

4. We compared the timing and accountability.

The document promises an implementation plan in Q1 2026, meaning that after almost two years of “work,” the City is still at the planning stage. It also promises bi-annual updates to Council — a minimal accountability structure. Given that this Task Force was formed to restore public trust quickly, a full two-year lag before a concrete plan appears to be a delay tactic, not a milestone.

5. We evaluated the voices included.

The release quotes the Mayor, City Manager, and Task Force co-chairs. All three speak in generic affirmations — “commitment to openness,” “leadership,” “tangible results ahead.” None cite a single measurable achievement.

The inclusion of these voices serves a symbolic purpose: to create an image of harmony and collective progress. However, the absence of independent or critical voices — community advocates, transparency experts, or residents — makes the release a closed loop of self-congratulation.

The Hamiltonian would go further and suggest that the Mayor and City Councillors would do well to distance themselves from shallow reports, and insist on accountability and results.

6. We looked for omissions.

Perhaps the most telling part of the release is what it doesn’t say.

No mention of the City’s transparency failures that prompted the Task Force.
No data or benchmarks for progress.
No timelines for the “seven initiatives completed.”
No specifics on what those seven initiatives even are.

This selective storytelling pattern is characteristic of reputation management, not transparency.

7. We assessed tone versus substance.

Finally, we asked the most important question:

Does the tone of this release match the seriousness of the issue it claims to address? The answer is no.

The tone is upbeat, marketing-driven, and image-conscious — the very opposite of what true transparency demands: humility, accountability, and specificity.

In summary:

Our conclusion that the City’s update is more rhetorical than meaningful is based on:

Historical context of repeated transparency failures.
The document’s lack of measurable data or concrete reforms.
The reliance on procedural rather than substantive language.
The absence of critical or external validation.
Deferred timelines and vague promises of future action.

The press release may mark an effort by City leadership to project openness, but by the City’s own measure — “transparency, access, and accountability” — it still falls short. True transparency isn’t about announcing that you’re being transparent. It’s about proving it — with facts, data, and honesty about where you’ve failed.

Changes are required if Hamilton is to reach its full height.

1. As the Directing Minds of our city, Mayor Horwath and Council must shift and demand results- not process updates.
2. The City Manager should have a formal performance contract in place with Deliverology as its under pinning- in other words, a focus on results, backed by outcomes, metrics and measurables.
3. The City of Hamilton must direct its efforts away from spinning information and provide truthful accounts of tangible outcomes consistent with the needs of Hamiltonians.
4. Mainstream media and other reporters need to cover the city's continued failure to provide meaningful outcomes for Hamiltonians.

Until then, Hamilton cannot be taken seriously from a statecraft or broader perspective.

The Hamiltonian

Here is the City's Media Release in full:


City of Hamilton releases Management Update for the Mayor’s Task Force

HAMILTON, ON – The City of Hamilton has released a Management Update outlining progress in response to the recommendations of the Mayor’s Task Force on Transparency, Access and Accountability (Task Force). The update reflects the City’s efforts to build trust, improve services and ensure community voices are heard and valued.

Progress Highlights

Improving the Customer Service Experience

Customer Experience Strategy: Advancing strategy development to enhance public satisfaction by making every interaction with the City more consistent, responsive and positive.

Translation Services: Offering interpretation in over 80 languages and built-in translation features on the City’s website to better serve our diverse community.

Recreation Registration and Facility Booking: Providing a new online system that simplifies access to recreation programs and facilities for thousands of residents each season.

Engagement:

Budget Engagement: Expanding budget engagement, including hosting the City’s first in-person and virtual sessions for the 2026 Tax Budget to increase participation.

Technology and Tools to Improve Processes and Strengthen Public Access

Transparency Tools: Revamping the City’s Dashboard for better usability and clearer performance insights to support long-term transparency.

Development Approvals: Piloting two programs to improve the development approvals process.

Phone System: Providing an upgraded virtual phone system that improves caller experience by notifying users of wait times.

Inclusion, Diversity, Equity and Accessibility (IDEA)

Employee Training: Delivering mandatory IDEA and Indigenous cultural competency training programs to educate and empower employees.

Accessibility Awards: Recognizing and celebrating the achievements of individuals, groups and organizations in improving accessibility for persons with disabilities at the City’s Accessibility Awards.
Strategic Focus

Formed in early 2024, the Task Force engaged residents and community leaders to identify ways to strengthen transparency, accessibility and accountability. Their report included 27 recommended actions. An Interdepartmental Working Group was formed to assess feasibility and guide implementation.

Past Co-Chairs Mark John Stewart and Joanne Santucci acknowledged the City’s efforts, sharing that “The members of the Mayor’s Task Force on Transparency, Access and Accountability are pleased that through the leadership of the City Manager, the City of Hamilton has taken the recommendations seriously and has begun the development and implementation of an action plan. The recommendations were rooted in thoughtful and passionate insights shared through a number of discussions and engagements with different interested parties and we believe that their advancement will result in tangible results toward achieving the City's vision and priorities.”

Delivering on the Task Force Vision

The City recognizes concerns raised during consultations and is committed to addressing them and the Task Force’s vision. Seven initiatives are complete, others are underway and some need further Council direction. This work reflects a deliberate and ongoing commitment to continuous improvement.

Mayor Andrea Horwath said “We heard clearly from residents that they want a City that communicates openly, acts with integrity, and ensures everyone has a voice in the conversation. This update reflects not only the progress we’ve made so far, but also our commitment to the work still ahead. I’m proud of the steps forward and deeply grateful to the Task Force and community members who continue to challenge us and help us live up to the high standard Hamiltonians deserve.”

City Manager Marnie Cluckie added “Thank you to the Mayor's Task Force for their dedication to meaningful change. Openness, transparency and accountability are paramount to the work we do. There is always room for improvement, and the Task Force’s recommendations continue to guide us as we improve the customer experience.”
Next Steps

Staff will present an implementation plan to Council in Q1 2026, including timelines and cost considerations. Progress updates will be shared bi-annually to the General Issues Committee. This work supports a more transparent, equitable and responsive City. Residents can read the full Management Update at: General Issues Committee - October 01, 2025 and follow progress on the City’s web page: Mayor’s Task Force on Transparency, Access and Accountability

To share feedback or join future consultations, visit engage.hamilton.ca.
Quick Facts:The Mayor’s Task Force was created in early 2024 to review public concerns about access and openness at the City.
Consultations were supported by Enterprise Canada and the Social Planning and Research Council of Hamilton, building on work from the 2022 Reimagining Public Participation consultations.
Findings and recommendations were shaped by research, public engagement and input from the community and key stakeholders.
Additional Resources:Consultation Report: Mayor’s Task Force on Transparency, Access and Accountability | March 31, 2025
Web page: Mayor’s Task Force on Transparency, Access and Accountability
Media Release: Co-chairs named for Mayor’s Task Force | October 3, 2023