With Pamela Forward- President, Whistleblowing Canada Research Society

Whistleblowing is one of the most vital safeguards of integrity in public institutions, workplaces, and civic life. It is often the mechanism through which wrongdoing, misuse of power, and systemic failures are brought into the light—particularly when internal controls fall short or are compromised. Far from being an act of disloyalty, responsible whistleblowing reflects a deep commitment to accountability, transparency, and the public interest, often undertaken at significant personal risk. To explore why effective whistleblower protections matter, and how they can either succeed or fail in practice, The Hamiltonian is pleased to welcome Pamela Forward, a leading authority on whistleblower policy, governance, and institutional accountability.

Many municipalities now describe whistleblower policies as standard practice. In your view, what distinguishes a genuinely effective whistleblower program from one that exists largely on paper? 

We know from recent research both in Europe, US, Canada and our own work at Whistleblowing Canada that a key component  of a genuinely effective program is sincere, committed and visible leadership and attention to culture starting at implementation.  There should be no gap between what leaders say and what leaders do as it is the behaviour that sends the cues to employees about what leaders really want. Leaders’ behaviours have a powerful impact on cultures. If there is a gap, this signals insincerity and there will be a loss of trust.

Important functions of an effective disclosure system are advisory, investigative and decision-making. The advisory function should include awareness raising regarding the importance of reporting wrongdoing, with leaders frequent and visible involvement and a change management and communication plan.

Another element of the advisory function is training on laws, rights, understanding and preventing reprisals, skills development i.e. communication and conflict resolution.  There should also be access to free legal support and advice, and psychosocial support such as access to career coaching and mental health services. 

The investigative function includes investigation of the wrong-doing and reprisals. The person reporting should be advised of progress in the investigations and not kept in the dark as this compounds anxiety and leads to distrust. There should be no tolerance for reprisals.

Lastly, a decision making function or authority who would take corrective action to remediate and sanction wrongdoing, ensure the protection of those reporting and take action to redress and compensate harm done to reporting persons, and prevent harm by moving the person to another unit during the investigation.

Unfortunately, while we now know how to create effective systems, most previous policies and programs, were modelled at least provincially on the flawed from inception federal  law, the first such law in Canada, the Public Servants Disclosure Protection Act (PSDPA). This law was implemented in 2007 and covers only public servants leaving out federally regulated private sector companies.  A 2021 international study identified it has no best practices for such laws.  The one best practice it did have – a statutory obligation to do a review in 5 years due in 2012 -was never done.  This is called  – Disobeying a Statute under the Criminal Code.  The PSDPA is tied with Lebanon as the worst law in the world.

So, given this background, while I am not aware of research regarding municipalities, it is hard to imagine that those searching for examples of what others were doing in Canada would find effective models on which to base their policies.

You have been critical of the use of “good faith” language in whistleblower policies. What do you mean by this, why do you see it as problematic, and what approach should replace it?

Legal experts globally have agreed on twenty best practices for effective, modern whistleblower protection laws and policies. The removal of the  “good faith” requirement is a best practice in modern

Hamilton Now

At the Hall

Draft 2026 Tax Budget and City Planning

City Council and senior staff have released the Draft Staff-Proposed 2026 Tax Budget designed to support municipal services, infrastructure, and affordability priorities while maintaining financial responsibility. This draft reflects preparatory work ahead of formal budget deliberations and aligns with council’s broader fiscal planning for the coming year. 

 Environmental Assessment Completions

Council communications highlight that the City has completed Municipal Class Environmental Assessments (EAs) for key road and transportation corridors, including West 5th Street and Upper Wellington Street. These studies address traffic, active transportation, and stormwater needs, and will inform future infrastructure work. 

 Vacant Unit Tax and Administrative Notices

The City of Hamilton has  opened the Vacant Unit Tax declaration period for 2025. All residential property owners must submit mandatory occupancy declarations by April 15, 2026, to avoid being charged the tax, which is assessed at one percent of the property’s current assessed value if deemed vacant. Late declarations will be accepted until May 15, 2026, with an associated fee. Revenue from this tax is reinvested into affordable housing initiatives in Hamilton.

Ongoing Council Matters and Housing Initiatives

City Hall’s Housing Secretariat operations — endorsed by council — are advancing work on affordable housing through multi-pillar strategies, federal/provincial partnership initiatives and the Housing Accelerator Fund. This reflects council policy priorities in housing development, acquisition and preservation.

 Strategic Planning and Future Infrastructure

Council has previously supported major transit strategy shifts, including the HSR Next transit plan approved unanimously by council, which will restructure Hamilton’s bus network and integrate future rapid transit elements.

• In the months prior, Council approved funding for a full-time police beat dedicated to encampment enforcement as part of broader by-law enforcement strategies. 

• The Lght Rail Transit Sub-Committee has continued work on LRT planning separate from Metrolinx. 

Current Council Priorities and Focus Areas

Council’s agenda presently emphasizes:

* Budget planning and fiscal oversight for 2026

* Completion and adoption of transportation and environmental planning instruments

* Policy communication and transparency with residents

* Operational continuity during the holiday period

* Housing affordability and related partnerships

Preparations are ongoing for the 2026 Hamilton municipal election, with incumbent and prospective candidates evaluating their positions. 

Transparency

City Manager Marnie Cluckie continues to defer the release of the costs of the Water Workers' strike, raising questions about why the delay. Both the union and The Hamiltonian have made a myriad of queries to Ms. Cluckie, and while assurances that the information will be released were made, the information has yet to be provided. 

Public Safety and Ongoing Police Investigations

Hamilton Police are actively investigating a recent shooting incident near Melvin Avenue and Talbot Street. Officers responded early this morning after multiple gunshots were reported; investigators located more than 20 bullet casings, though no injuries or property damage have been confirmed at this stage. Residents in the area are being asked to check home surveillance or dashcam footage between approximately 3:30 a.m. and 4:30 a.m. and contact police with any information.

This event comes amid continued law enforcement activity in the city, including regular updates on auto theft and other criminal investigations posted by Hamilton Police. 

 Culture and Entertainment

Looking ahead into early 2026, the TD Coliseum will host a Professional Women’s Hockey League (PWHL) takeover tour game, marking a significant sports event for Hamilton.

The House of Horwath- Update

The Hamiltonian contacted legal counsel for Mayor Andrea Horwath with a series of questions concerning a residential property on West Avenue North owned by the Mayor, and the steps taken to require the immediate vacating of the premises.

Her counsel replied as follows: 

"Thank you for reaching out. This is a long-standing legal matter, and my client has been attempting to resolve it through the proper channels for many years. Because it is a personal and ongoing process. We will not be commenting further at this time."

The City of Hamilton has issued a second Building Code Act Section 15.10 emergency order requiring the occupant of the West Avenue North home to immediately vacate the home. This follows a Superior Court ruling that invalidated the city’s initial emergency demolition and eviction orderbecause the city relied on a private engineering report rather than conducting its own independent inspection. The second order, issued December 12, allows for potential repairs and gives the owner the option to demolish if she chooses, but still mandates the property be vacated for safety reasons. 

Superior Court Strikes Down Initial Demolition and Eviction Order
Earlier in the week, a Superior Court justice ruled against the City of Hamilton’s emergency demolition and eviction order targeting the same property owned by Mayor Horwath. The judge held that the City failed to satisfy statutory requirements of the Ontario Building Code Act because it had not completed a municipal inspection and instead relied solely on an engineer’s report commissioned by the property owner. This ruling struck down the earlier order that had sought immediate demolition and removal of the occupant.

Two complaints have been registered with Hamilton’s integrity commissioner concerning Mayor Horwath’s involvement in the enforcement actions a. These complaints allege potential conflicts or code-of-conduct issues tied to the enforcement process.