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 prove 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.
Respectfully,
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
