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 It’s an outdated mindset that discourages openness, innovation, and growth.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

The Cost of Silence: Hamilton’s Struggle with Transparency and Accountability

For over a decade, the City of Hamilton has faced criticism for its lack of transparency, especially in matters that directly impact taxpayers. One of the most recent and pressing examples of this is the City’s refusal to disclose the full cost of the water workers' strike in a timely manner—a contentious issue that remains unresolved. But this is not the first time Hamiltonians have been left in the dark. A history of secrecy and unaccountability has haunted the city, contributing to a significant shift in local politics during the 2022 municipal election.

A Decade of Stonewalling

The City’s inability—or unwillingness—to provide clear and honest communication with the public has deep roots. Over the last ten years, Hamiltonians have witnessed scandal after scandal, with each one reinforcing the city’s image of an administration more focused on damage control than transparency.

The Red Hill Expressway Scandal: A Legacy of Deception

The most notorious of these scandals is the Red Hill Expressway, a multi-billion-dollar project riddled with cost overruns, safety concerns, and mismanagement. Despite public outcry, the city continued to withhold critical information about the project’s true costs and the safety risks associated with its construction. Investigations revealed that multiple safety issues had been covered up, and there were questions about the city’s handling of the contract with the construction company.

The lack of transparency regarding the Red Hill Expressway was a key point of frustration for voters. Many Hamiltonians felt they had been left in the dark about how their tax dollars were being spent, which led to widespread disillusionment with city leadership.

The Polluted Water Scandal: A Breach of Trust

In 2019, Hamilton’s public water system was the subject of another scandal. Multiple reports emerged that the city had failed to properly disclose information regarding the contamination of local water sources. Residents were not made aware of the severity of the issue until after public health warnings were issued. The city’s handling of this crisis was widely criticized for its lack of clear communication and delayed response, leaving residents concerned about the safety of their drinking water.

This scandal, combined with the ongoing secrecy surrounding the Red Hill Expressway, highlighted a troubling pattern in city leadership: an unwillingness to be forthcoming with the public when it mattered most.

The 2022 Election: A Turning Point

The culmination of years of scandal and secrecy came to a head in the 2022 municipal election. Voters in Hamilton made it clear that they were fed up with the lack of transparency from their city government. Many long-serving councillors, who had been involved in or had turned a blind eye to these controversies, were voted out of office. This mass exodus marked a significant shift in Hamilton's political landscape, signaling a public demand for accountability and a new direction.

The water workers' strike, which began in 2025, has once again brought the issue of transparency to the forefront. Despite repeated requests for information on the cost of the strike, the City has been stonewalling, offering no clear answers to the public.

The latest response to our questions, (found here), is as follows: "We reached out to City staff earlier in the week for an update. We'll get back to you and the team once we hear back."

This has more or less been the response The Hamiltonian has been receiving for over 3 months of asking. 

 The City’s Continued Lack of Transparency

Hamiltonians have been left asking: What is the city hiding this time? And why does the administration continue to avoid giving clear answers to pressing questions? The water workers' strike is just the latest example in a long history of stonewalling.

The residents of Hamilton have made it clear they expect better—more transparency, more honesty, and more accountability. The 2022 election was a clear message to city officials: the public will not tolerate being kept in the dark any longer.

Kudos to Mayor Horwath for using her strong Mayoral powers to attempt to set a limit as to what tax increase Hamiltonians will be facing, but without honesty and transparency underpinning the city's administration of public funds, it is like a city hall built on sand.

To date, The Mayor, The City Manager, the Finance Manager and every City Councillor, including the one representing you, has been made aware of the outstanding matter of the real costs of the city water workers strike. Their silence may be a consideration in the next election.

Should the city provide the information requested on behalf of Hamiltonians, we will publish it. Stay tuned..or perhaps, next election, you may wish to once again change the station, as in was the case in the 2022 election. 

The Hamiltonian 

Mohawk College Strike- with Bill Steinburg of CEC and Sean Coffey- Mohawk Collge Hamilton

There are always two sides to every story, and in labour disputes, this holds especially true. In keeping with our commitment to balanced and fair reporting, The Hamiltonian invited representatives from Mohawk College’s management to respond to our questions.

We have since learned that certain questions are most appropriately addressed by Mohawk College executives, while others fall under the purview of the College Employer Council, which oversees collective bargaining for all 24 colleges across Ontario. 

Further, while these parties were set to answer certain questions, the College Employer Council (CEC) received a proposal of demands from the union late Thursday afternoon and have elected to study and respond to those demands, while suspending responding to certain questions below. This is understandable, given the climate. 

1. Can you describe the key issues at the heart of this strike and explain why they are significant? How do these issues affect Hamiltonians, and why should they support your position?

Was to be answered by the CEC but response is suspended pending negotiations. 

2. Of the issues you have identified, which do you believe will be the most difficult to resolve, and what makes it particularly complex or contentious?

Was to be answered by the CEC but response is suspended pending negotiations. 

3. Some classes have been cancelled as a result of strike activity. What is Mohawk College’s Administration doing to ensure the negative impacts of strike action iare mitigated? 

I believe the reference to the cancellation of classes refers to the large-scale picketing event that took place on October 2 at our Fennell campus. Classes were not cancelled that day. In the interest of safety, the college decided to suspend on-campus classes and activities. Most classes moved online. Our other campuses were not affected. The October 2 event was part of a coordinated campaign that took place at several colleges across the province that day, and has been repeated at other colleges since then. Many of the picketers who were at our campus that day were not from Mohawk.

As for mitigating the impact of the strike, since the strike began on September 11, classes have continued to run as scheduled, and we have told students to attend class as they normally would. The college is also making every effort to maintain essential services and supports for students throughout the strike, but there may be delays and some services may not be available. (answered by Sean Coffey-Director, Mohawk College Hamilton, Communications & Special Events)


4. While job security and contracting out are long-standing themes in labour relations, the rise of Artificial Intelligence introduces new challenges. How does AI factor into this dispute, and how do you respond to union members’ concerns that A.I has the potential to displace workers? 

Was to be answered by the CEC but response is suspended pending negotiations. 

The Hamiltonian also asked about Ms Lau, President of Local 241's , statement concerning Efficiency Audits (found here). 

Here is the response from Sean Coffey-Director, Mohawk College Hamilton, Communications & Special Events):

Several Ontario colleges undertook Efficiency and Accountability Fund reviews, either voluntarily or as directed by government, to identify broad-based opportunities for potential efficiencies at those colleges. The recommendations are not binding on any college. The reviews reflect colleges’ commitment to ensuring students remain at the forefront of the college experience, with access to high-quality outcomes and training in high-demand programs.

I can confirm that Mohawk is currently taking part in the review process, which will continue until early in the new year. The purpose is to assess and validate the changes we have already made and provide the college with new, expert perspectives on the efficiency of our operations.

The Hamiltonian hopes that the most recent round of proposals results in an end to this dispute. We keep the door open to both sides of the dispute to further get their perspectives known, as appropriate. 

We end with a release shared by Bill Steinburg of the CEC, summarizing the latest developments:

Colleges propose weekend mediation to resolve strike

 

In an effort to end a four-week-long strike, the College Employer Council (CEC) invited the full-time support staff union bargaining team to enter into private mediation this weekend with mediator William Kaplan.

On Thursday, October 9, CEC received an updated list of demands from the Ontario Public Service Employees Union (OPSEU) bargaining team and a request to resume bargaining. After reviewing the union’s latest proposal, CEC responded with a request that the union join in mediation with Mediator Kaplan this weekend.

This evening, the OPSEU bargaining team accepted the offer of mediation. The session will begin Saturday, October 11.

“Support staff play an important role in Ontario colleges, supporting operations and contributing to student success,” said Graham Lloyd, CEO of CEC. “Colleges would like to reach a fair deal that will bring them off the picket lines and back to work. We feel a mediation session with Mediator Kaplan this weekend offers the best way to do that.”

CEC remains committed to working toward a resolution that supports staff, restores campus operations, and prioritizes student success.

To respect this mediation process, CEC does not plan on issuing any further statements until the mediation has concluded. there anything else you would like Hamiltonians to understand about your position or the broader context of this strike?

The Waiting Game- Costs of the Water Workers' Strike

The Waiting Game- It’s a spoof on the popular 1970s television show The Dating Game — except in this version, titled The Waiting Game, there are no winners. Only losers: the taxpayers of Hamilton, who are still waiting for the City to disclose how much public money was spent resolving the water workers’ strike.

The Hamiltonian has learned that IUOE Local 772/HOWEA made a similar request under the Freedom of Information and Protection of Privacy Act, which was denied. Greg Hoath, Business Manager for IUOE 772, shared the following statement:

“The IUOE Local 772/HOWEA made a similar request through FOI with follow-up and have been denied. We recently wrote to Mayor Horwath, City Manager Marnie Cluckie, and General Manager of Finance & Corporate Services Mike Zegarac — without response. We ask: what is the City hiding? Why can’t taxpayers be made aware? Is it possibly the embarrassment of having spent millions to save $300,000? The IUOE will not go away and will continue to demand accountability for their decisions — accountability to the taxpayers of Hamilton.”

The Hamiltonian’s own request for disclosure has now been outstanding for more than three months. Yesterday, we again reached out to Mayor Andrea Horwath, City Manager Marnie Cluckie, Finance General Manager Mike Zegarac, and every member of City Council to renew our request for this information. Our original correspondence and follow-up email are included below.

Perhaps Mr. Hoath’s question isn’t so far-fetched: What is the City hiding?

The simplest way to answer that question is through transparency.

We will report back once the City responds.

Mayor Horwath, City Councillors, City Manager 

It has now been more than three months since our formal request of June 28, 2025, seeking disclosure of the total tax dollars the City of Hamilton spent in managing the water workers’ strike dispute. Despite

Mohawk College Strike- with President Susan Lau of Local 241

Since September 11, Mohawk College has been affected by a full-scale strike by its full-time support staff, who are members of OPSEU, as part of a province-wide labour action across 24 Ontario colleges. The workers—responsible for a wide array of support services including administration, lab technologists, IT, and maintenance—are pressing for stronger job security, wage improvements, and protections against contracting out work.

Although Mohawk’s campuses remain open and faculty continue teaching, some services have been disrupted, labs impacted, and classes cancelled—especially at the Fennell campus—while large picket rallies have added traffic delays and campus access challenges. 

The Hamiltonian has reached out to both sides of the dispute to get their views on the issues. Here is our interview with President of Local 241, Susan Lau.

Can you describe the key issues at the heart of this strike and explain why they are significant? How do these issues affect Hamiltonians, and why should they support your position?

The key issue this round of negotiations is job security. Mohawk College cut hundreds of jobs in January of this year, leaving departments understaffed and increasing workloads and burnout in employees across the College. 

Mohawk is a major employer in Hamilton with thousands of employees. When good jobs are eliminated in a community, the overall average income and employment stability decrease. Access to programs that brought our marginalized neighbours into college educations have been eliminated as a result. Most employees at Mohawk are alumni of an Ontario college. It is deeply important to us that stable jobs and the system as a whole continues to exist, so future grads and Hamiltonians can one day find careers in a system that is incredibly successful at training and skilling-up the workers Ontario needs for a strong economy.

2. Of the issues you have identified, which do you believe will be the most difficult to resolve, and what makes it particularly complex or contentious?

From our perspective, the matter of job security is the most difficult to resolve due to the employers unwillingness to discuss them. The union is seeking 1) no contracting out of support staff work, and 2) stopping managers from performing support staff work. 

The second point is a very regular feature in many collective bargaining agreements. Our bargaining team has made numerous proposals to offer language and parameters on both points, but the employer has not accepted any of them or attempted to reach common ground with the union.

3. Some classes have been cancelled as a result of strike activity. What would you say to students who have been negatively affected by these disruptions?

None of this had to happen. The 24 colleges and their presidents, represented by the College Employer Council (CEC), have repeatedly failed to negotiate with College workers in good faith. The CEC has left our part-time support staff co-workers without a collective agreement for 19 months and is also refusing to meet with their bargaining team. Our bargaining team and the mediator seized to our negotiations by the Ministry of Labour are waiting for them to return to the table, but instead they talk to the media instead of returning to the table to make progress.

4. While job security and contracting out are long-standing themes in labour relations, the rise of Artificial Intelligence introduces new challenges. How does AI factor into this dispute, and in what ways does it affect the interests of your members? What solutions or safeguards do you believe are necessary?

I would defer to our bargaining team for their current discussions at the negotiation table regarding AI. 
From a worker's perspective, the risk of AI replacing our jobs and removing the human touch from education and our work is one we must always be vigilant of. 

Student success is built on relationships and the care and empathy that Support Staff have for every student they support. It is the front-line workers who are truly dedicated to the best possible outcomes for students across the province.

5. Is there anything else you would like Hamiltonians to understand about your position or the broader context of this strike?

Our demands for job security is not shocking or new. It is a right every worker should have. The jobs we have today can and must be here for our students to succeed us tomorrow. Stable employment and fair compensation strengthen the community and local economy. 

The Presidents of each of the 24 colleges has their hand on the wheel of negotiations. They direct the

Mayor Horwath Issues 2026 Budget Directive

Mayor Horwath Issues 2026 Budget Directive

Staff Are Directed to Prepare a ‘Hold the Line’ Tax Budget

HAMILTON, ON – Today Mayor Andrea Horwath issued her 2026 Budget Directive to the City Manager and General Manager, Finance and Corporate Services, setting out clear instructions for the preparation of Hamilton’s 2026 Rate-Supported and Tax-Supported Budgets for Council’s consideration.

The directive comes at a time when Hamiltonians are facing a convergence of economic pressures - including the rising cost of living and the impacts of U.S. tariffs that have struck at the core of Hamilton’s workforce and local economy. Throughout the year, Mayor Horwath has heard from residents about the financial strain they are experiencing and their expectations that City Hall respond with discipline and a focus on affordability.

The directive asks staff to prepare a proposed “Hold the Line” budget with a maximum tax increase target of 4.25%. The Mayor’s direction emphasizes fiscal responsibility while protecting critical services and addressing community needs.

“Hamiltonians are feeling the strain of rising costs, economic uncertainty, and affordability challenges,” said Mayor Horwath. “The 2026 Budget must respond to those realities by focusing on the essentials - keeping taxes as low as possible while maintaining the services, infrastructure, and community supports that people rely on every day.”

The directive highlights the need to prioritize investments in key areas including infrastructure renewal, community safety and well-being, and essential public services. It also calls on staff to clearly identify cost-saving measures, operational efficiencies, explore new revenue sources, and ensure that every tax dollar delivers maximum public value.

“This directive ensures that our city continues to deliver high-quality services while respecting the financial pressures families are under,” Mayor Horwath added. “I’m committed to a budget process that reflects Hamiltonians’ priorities. I know that Hamiltonians are stretching every dollar – the City of Hamilton must do this same.”