What is it Like to be a Police Officer?

In keeping with our series that explores what it is like to hold certain positions, please welcome Jeff Robinson-Badge #130, Patrol Officer, Central Station, who has 24 years of policing experience. Thank-you Jeff for engaging with Hamiltonians in The Hamiltonian!

Officer Robinson's introductory remarks:

I just want to preface this by stating that these answers I'm providing as an almost 25 year patrol officer are more than likely going to be completely different than that of a 5 or even 15 year officer. I think the reader needs to understand that any answers provided here are from a senior member and it would be interesting to compare my answers with more junior members of the service, because I think the answers I'm providing are not going to be the typical answers readers of the Hamiltonian may expect. Regardless, I hope they provide some insight from a long time patrol officer in Hamilton. 

1. Public perceptions of police work can vary widely. What are some lesser known responsibilities or challenges of being a police officer that the general public might not be aware of?  

I'm not sure the public is aware of just how busy things can be for a patrol officer. There are a lot of pressures involved for patrol officers as I'm sure your readers can imagine but the sheer number of calls and duties on a shift to shift basis I believe are much more than people realize. 

On top of answering 911 and non emergency call dispatches, officers are also trying to find time to complete proactive traffic enforcement, RIDE lanes, follow-up work from calls which have taken place previously, court requests by the Crown Attorney for upcoming cases, assigned follow-ups from supervisors if the matter is deemed time sensitive and can't wait until the return of the original investigating officer, community special attentions to attend hotspots of traffic problems or criminal activity, relentless pursuits where there is a warrant out for a high risk offender and locating the offender is a priority, missing person investigations which are  worked on 24/7 and assigned to patrol, and other community interaction and outreach based duties which are important for the public to know that the police are accessible and aware of their needs.

Patrol officers are always trying to squeeze in all of these extra responsibilities between the incoming

Media Release: City of Hamilton taking action to protect funds, reduce fraud risk

City of Hamilton taking action to protect funds, reduce fraud risk

HAMILTON, ON – The City of Hamilton continues to strengthen internal controls and systems to protect against ongoing fraudulent threats.

At today’s Audit, Finance and Administration Committee Meeting, the Office of the Auditor General (OAG) presented information on its Special Investigation undertaken in response to a $274,000 fraud that occurred against the City of Hamilton and reported to Hamilton Police Service. This matter was initially profiled within the OAG’s 2024 Fraud and Waste Hotline Report.

The City is pleased to report it has now completed five out of six of the initial OAG recommendations and all four follow-up recommendations.

“Fraudulent attacks are a significant threat to both the public and private sectors. Hamilton residents deserve strong protection of the funds entrusted to City staff,” said City Manager Marnie Cluckie. “This investigation and the Auditor General’s recommendations gave us a clear path forward. I am grateful for the diligence and dedicated response from our staff. I want to thank the staff involved for their hard work and professionalism. Their dedication to strengthening our safeguards and protecting public resources reflects our commitment to building public trust.”

As part of the work to complete the OAG recommendations, City staff worked diligently to implement more rigorous processes, including strengthened approvals processes and verification procedures for vendor information changes and annual staff training focused on fraud prevention. Training topics include fraud risk awareness, business email compromise, and red flags to watch for in financial transactions.

The final outstanding recommendation for enhanced vendor communications related to requests for information changes is on track to be complete by the end of June 2025.

“I want to thank the Office of the Auditor General for its comprehensive investigation and recommendations,” said Mike Zegarac, General Manager, Finance and Corporate Services, City of Hamilton. “City procedures will continue to be strengthened to limit the risk of fraudulent attacks in line with the audit’s findings and recommendations – with an aim to keep us one step ahead of wrongdoers.”

Additional Resource:Accounts Payable Special Investigation #2 (Fraud and Waste Report #71958)

A Light Hearted Moment with Mayor Horwath

It is never fun to be recovering from an injury and having to do things differently. We reached out to Mayor Andrea Horwath with a view toward trying to brighten her day within some light hearted questions. The Mayor was up to the task and our Q/A is below:

1. Have you found any unexpected binge-worthy shows that have you hooked—or are you still loyal to council meeting recordings?

Council and committee meetings all the way...or escape to White Lotus - it's a toss up! Certainly not Stanley Cup playoffs!

2. What tasks have proven particularly difficult since your injury, which have earned your wrist a new round of respect?

It's the little things you take for granted:Can't cook or chop a darn thing, can't open jars or bottles or even cans of Bubly or cat food! Can't figure out how to use scissors with my left hand which is pretty functional for the most part now! oh yeah, and left-hand texting is mind blowing Lee tedious so new skill dictating all my text through the voice function my phone! Gotta love technology.😉

3. If you could teleport to one spot in the city right now, injury-free, where would it be and why?

Sam Lawrence Park, to see what all the fuss is about...but I would have to be transported for sure ... apparently there's nowhere to park?

4. If your remote meetings had a background soundtrack, what theme music would best capture your current vibe?

Jaws theme music. Just because I'm cranky.

5. What’s one thing you don’t miss at all about being at City Hall right now? Be honest—we won’t tell!

The concrete stairs!

Thank-you Mayor for being a good sport. Sounds like the mission was accomplished and we may have brought a smile to your face. You get a pass with any typos that may appear ;-). Lastly, we hope the crankiness does not extend to our cartoon- we are still working on this aspect of TH ;-). Speedy recovery!

Statecraft: Accountability: It Starts at the Top

"Accountability"—a word often invoked in public discourse, yet too often misunderstood, misapplied, or, worse, avoided. It can inspire confidence, but it can also provoke fear. In governance, however, accountability is essential—not as a punitive tool, but as a guiding principle for performance, integrity, and service to the public good.

Recently, The Hamiltonian learned that the City of Hamilton's City Manager—the chief administrative officer who reports directly to City Council and the Mayor—does not have a formal performance contract or agreement in place. This is surprising, and frankly, concerning.

For those unfamiliar, a performance contract/agreement is a structured agreement that outlines clear performance expectations, measurable deliverables, timelines, and responsibilities between the employer and the employee—in this case, between Council and its most senior employee. Such agreements are not just bureaucratic instruments; they are cornerstones of organizational accountability and clarity.

These contracts typically contain tangible goals. For example, one performance target might be a 30% reduction in homelessness over a defined period. Another might be the implementation of customer service standards that residents can see and feel in their day-to-day interactions with City Hall. Importantly, these expectations are neither so vague as to be meaningless, nor so aspirational as to be unattainable. They must be grounded, measurable, and appropriately ambitious.

Why, then, is this not the case in Hamilton? Or, at least, not formally encased in performance contracts/agreements that start at the top and  replicate throughout the organization? 

From our interview with the City Manager, we were told there is no formal performance agreement in place. We were also not provided with a clear answer as to how many city staff currently have up-to-date performance contracts/agreements that are evaluated regularly.

Some may resist this approach out of fear—fear of falling short, fear of internal pushback, fear of consequences. But this fear is often rooted in a misunderstanding of what performance accountability is meant to achieve. It’s not about scapegoating or punishment. Rather, it’s about learning, adjusting, and improving.

Consider a hypothetical: if a Council-set goal to improve a key service area by 40% is only pacing at 5% instead of the projected 20% at mid-point, the response should not be blame. It should be collaboration: what’s working? What’s not? How do we course correct? The goal is organizational excellence, not bureaucratic shame.

True accountability provides a safe space for performance dialogue—where goals are transparent, progress is reviewed regularly, and pride is taken in continual growth and community-focused outcomes.

The fact that such a framework does not appear to be in place (at least, not in a formal and , in our view not in an adequately regimented sense) at the City of Hamilton, —an organization responsible for millions in public funds and services—should give every Hamiltonian pause.

To be clear: we are not claiming the City lacks goals. But when those goals are not sufficiently enshrined in formal, measurable performance agreements, they risk becoming aspirational slogans rather than operational standards.

We respectfully submit the following:

1. That the Mayor and Council negotiate a formal performance contract with the City Manager—one that includes clear, measurable, ambitious targets aligned with the priorities of Hamiltonians.

2. That this approach be replicated across the senior leadership of City administration, creating a culture of transparency and measurable service to the public.

Hamiltonians deserve a municipal government that leads by example—starting at the top. Accountability, properly understood and courageously embraced, is the first step.

The Hamiltonian

Photo by pulkit jain on Unsplash

Star Wards

The Hamiltonian has extended an invitation to the Mayor and all City Councillors to participate in an in-depth interview series featured on our platform. This initiative is intended to provide each civic leader with the opportunity to share their perspectives, highlight their accomplishments, and discuss the issues that matter most to them and their constituents.

We are pleased to provide the following update on participation to date. Councillors who have not yet taken part are welcome to do so at any time by simply responding to the invitation previously sent.

We extend our sincere thanks to those who have already contributed their valuable insights. Below is a list of participants, with links to their respective interviews:

* Mayor Andrea Horwath
   Ward 1 – Maureen Wilson - No reply

* Ward 2 – Cameron Kroetsch 

   Ward 3 – Nrinder Nann  

* Ward 4 – Tammy Hwang 

   Ward 5 – Matt Francis - No reply

   Ward 6 – Tom Jackson - No reply

* Ward 7 – Esther Pauls 

* Ward 8 – Vacant  (John Paul Danko)

* Ward 9 – Brad Clark - 

   Ward 10 – Jeff Beattie 

   Ward 11 – Mark Tadeson -No reply

   Ward 12 – Craig Cassar - Pending

   Ward 13 – Alex Wilson - No reply

   Ward 14 – Mike Spadafora - Respectfully declined. 

* Ward 15 – Ted McMeekin

The Hamiltonian will update this list as new submissions are received and published. Thank-you to the Mayor and to all City Councillors who have shared their insights on The Hamiltonian!

Photo by Amin on Unsplash

With Ward 15 Councillor Ted McMeekin

Enjoy our chat with Ward 15 Councillor Ted McMeekin. Thank-you Ted for engaging with Hamiltonians in The Hamiltonian!

1.You are a seasoned public servant with many years of political and leadership experience. What advice would you offer to individuals considering entering municipal politics, particularly as a city councillor? In your view, what are some key “do’s and don’ts” for serving effectively in this role?

Over the years I have had the privilege of working with many people dedicated to public service. People interested in contesting for elected office often ask for advice. My general response to your question is as follows:

* get to know your turf. Define and focus on issues that concern people and you. It helps if you can identify what is broken and how you intend to fix it.
* be BOLD - do your homework and treat everyone you meet with respect.
* Decide what it is that you want to achieve and how best to communicate it
* Be reminded that while ability is important, hard work on-the-ground is even more important.
* No one wants to be led by a pessimist. Try to keep your message both clear and positive.
* Politics is about addition, not subtraction. You will need to build ad hoc issue-based coalitions to be successful.
* Always tell people the truth and not just what you believe they may want to hear, and finally
* Recognize that it is often better to give people a piece of your heart than a piece of your mind. 

2. Homelessness remains one of Hamilton’s most pressing social issues. In your opinion, what strategies or initiatives is the city getting right in addressing homelessness, and where might you suggest we rethink or refine our approach to achieve better outcomes?

Building housing and responding to the challenges of homelessness is complex. It would help immensely if we had a ''shared sense of purpose", focused on developing partnerships. We should not be afraid to learn from others. The Hamilton Alliance for Tiny Shelters was modelled after the award-winning Better Tent City. The Region of Waterloo has a strategy to build 10,000 housing units and 3000 rent-geared-to-income rentals at half the market price. The key driver of this project is the local Habitat for Humanity group.I have suggested on several occasions the need for a Summit on Housing that would call together all three levels of government, builders, Non-government agencies, unions, academics and select others to work TOGETHER to define a way forward. 

Simply put, it's an issue of supply and demand. We need to do all we can to lower the cost of land and building supplies, continue to ensure our skilled tradespeople have projects to work on, train additional tradespeople, manage interest rates through special incentives, lower development charges, simplify our complex regulatory regimes and consider a National Housing Allowance that would enable people to compete in the rental market. Clearly, the City of Hamilton can not solve the matrix of housing and homelessness issues on its own. We will only solve the complex housing riddle by employing the 4-'I's, 
a combination of Imagination, Innovation, Independent Thinking and Integrity. 

3.What are the most prominent or recurring issues facing Ward 15 at present, and how are you working to address them through your role on Council?

On the Ward front, people have long seen our Ward 15 community as a 'fly over zone', especially those in our rural areas. I have always believed in making decisions based on evidence, supported by principle and designed to achieve the greatest good. While it's important to try not to be parochial when it comes to city matters, it is also necessary to be practical and focused as relates local community issues. I try to stay focused by Active Listening to Learn, and Learning in order to Act.

Aristotle once said "if you want to know if the shoe fits, ask the person who wears it, not the person who made it." I often wonder how many great ideas never get acted upon because nobody hears them. The most helpful resource available for me as a Councillor has been the 40 member Community Council that meets every six weeks. I stay informed through this Council and its three sub-committees: Accessibility, Public Safety and Community Development. 54% of all the emails and phone calls I receive relate to public safety; street conditions, speeding, stop signs, speed cushions, potholes and the like. 

My team and I try to respond to all constituent contacts within 24 hours. We have been able to do so 97% of the time.I stay focused on the planning for a Police/Fire/EMS Compound, our new and first Public Recreation Centre, working to ensure the arrival of a new Public School, the provision of Neighbourhood Parks and major capital road works, including the long-delayed completion of the Waterdown Bypass and initiating local projects.

4.The following quote is from former mayoral candidate Keanin Loomis in an interview with The Hamiltonian:

“I had a deep sense of optimism for this term of council… The reality is that the progress many of us had hoped for hasn't happened. Several people have privately voiced concerns about a lack of cohesion and increasing divisions within City Hall. The culture has only gotten worse, preventing real transformation from taking root… Hamiltonians deserve a City Hall that works for them, not against itself.”

Do you believe this is a fair assessment? Which aspects of this observation resonate with you, and where would you respectfully disagree?

As for you quote from Keanin Loomis, I know him well. He loves our city and laments, like many, when we struggle with the task of city building. While I agree that expectations for this Council were high, there are many barriers to transformation of what Keanin describes as a dysfunctional political culture. Our 14% industrial/commercial to 86% residential assessment ratio, is our most serious challenge, and one that