Hamilton’s Shelter Urgency Collided with Governance Gaps, Auditor Finds

The City of Hamilton’s Office of the Auditor General has released a blunt assessment of the Barton-Tiffany Temporary Shelter project, concluding that urgency overtook due diligence and that fundamental governance controls were lacking from the outset.

In Report AUD26002, Housing Audits: Barton-Tiffany Temporary Shelters Investigation and Lessons Learned, released February 10, 2026, Auditor General Charles Brown found significant deficiencies in accountability, oversight and risk management. The audit was launched in 2025 following multiple Fraud and Waste Hotline complaints and serves as Phase One of a broader housing services review under the 2023–2026 OAG Work Plan.

The Barton-Tiffany project was conceived during a period of acute pressure to expand shelter capacity. However, according to the audit, the imperative to move quickly eclipsed basic project discipline. The Office of the Auditor General found insufficient research into feasible alternatives, an unstructured and poorly documented vendor search process, and a lack of standard procedures for identifying and vetting suppliers.

More concerning was the absence of a comprehensive risk strategy. The audit determined there was no structured approach to identifying, mitigating or managing project risks. Contract management mechanisms were described as ineffective in controlling costs and deliverables, and the City did not maintain adequate oversight of escalating expenditures.

Perhaps most troubling, the shelter structures delivered did not meet Ontario regulatory standards and required costly modifications. The report points to weaknesses in project planning, alignment of staff expertise with project complexity, and consistent use of contract enforcement tools.

In a public statement accompanying the report, Brown emphasized that the goal was not merely retrospective criticism but institutional learning. “Overall, we found that the imperative of urgency overrode the importance of due diligence and good governance,” he said. The audit outlines 11 recommendations aimed at strengthening future project delivery, including more rigorous planning, structured vendor vetting, improved contract management, and ensuring that project teams possess the appropriate expertise for specialized builds.

The findings raise broader governance questions for council and senior administration. Temporary shelters, while urgent humanitarian responses, are still public infrastructure projects requiring procurement discipline, regulatory compliance and fiscal oversight. The report underscores the risks of bypassing structured controls, even during crises.

As Hamilton continues to grapple with homelessness, encampment pressures and housing system strain, the Barton-Tiffany experience offers a cautionary case study. The challenge for council now is twofold: to ensure that emergency responses remain swift, and to embed the governance safeguards necessary to protect public funds and public trust.

Phase Two of the broader housing audit is expected to further examine systemic practices within Housing Services. Whether the City fully implements the 11 recommendations in AUD26002 may determine whether Barton-Tiffany becomes an isolated misstep — or a recurring governance pattern.

For residents concerned about accountability, the report provides clarity. For City Hall, it provides a test.