The Hamiltonian Inc.

The Hamiltonian Analysis: Downtown Strategy — Vision Strong, Execution Uncertain

noreply@blogger.com (Unknown) — Tue, 14 Apr 2026 15:38:00 +0000

Assuming you may not have the time to read and consider a 17 page report on how to revitalize Hamilton's downtown, we did the reading for you. Here are our observations:

Hamilton’s newly proposed 10-Year Downtown Revitalization Strategy is ambitious, structured, and politically careful. It acknowledges long-standing concerns about the downtown core while attempting to chart a path forward without asking taxpayers for significant new funding upfront.

But beneath the language of “activation,” “placemaking,” and “coordination,” key questions remain about whether this plan is transformational—or simply another iteration of past efforts.--

Where the Strategy Is Strong

1. Realistic Focus on Early Wins

The plan prioritizes “quick wins” in the first 1–3 years—cleanliness, lighting, maintenance, and visible improvements. This is a practical acknowledgment that perception drives confidence in downtowns.

2. Cross-Department Coordination (At Least in Theory)

There is a clear recognition that fragmented governance has hindered past efforts. The commitment to a governance review and interim centralized leadership through Economic Development is a step in the right direction.

3. Activation Strategy Built Around Existing Assets

Initiatives like:

James Street North festival infrastructure
King William pedestrianization
Farmers’ Market activation
TD Coliseum entertainment district

…show a strategy built on leveraging what already works rather than reinventing the wheel.

4. Fiscal Restraint Messaging

By relying primarily on reallocating existing resources and a baseline $1 million annual allocation, the City avoids immediate political backlash tied to new spending.

Where the Strategy Is Weak

1. No New Money Is Also “No New Capacity

The report repeatedly emphasizes implementation through existing resources. This is the central vulnerability, although an argument can be made that inventing a new Downtown Office will amount to a waste of taxpayer money- as the problem is not at the staff level.

Downtown Hamilton’s challenges—safety, cleanliness, homelessness, infrastructure decay—are not minor. Reallocating existing budgets risks spreading already thin services even thinner.

2. Governance Review Delayed Until 2027

The strategy acknowledges structural inefficiencies—but delays meaningful reform for up to a year. That raises a fundamental concern: How can a complex, multi-department strategy succeed when the governance model needed to deliver it is still undefined?

3. Heavy Reliance on Pilot Projects

Pilot programs (York Boulevard, parks, wayfinding) dominate the early action plan.

Pilots are useful—but Hamilton has piloted downtown revitalization ideas for over a decade. The concern is whether this becomes another cycle of testing without scaling.

4. Vague Accountability Metrics

While the report references “measurement frameworks” and annual updates, it lacks:

Specific KPIs
Defined targets
Timelines tied to outcomes (not just actions)
Without these, Council and the public will struggle to measure success objectively.

5. Avoidance of Root Issues

The strategy focuses heavily on physical space and activation—but is notably cautious around:

Public safety realities
Mental health and addiction impacts
*Chronic homelessness

These are acknowledged indirectly but not confronted as central drivers of downtown decline.

6. Historical Context Raises Red Flags

The report itself notes that past renewal efforts (1970s–1980s) are now aging and underperforming. This underscores a deeper concern: Hamilton has had “revitalization strategies” before—why will this one be different?

Key Questions Councillors Should Be Asking

Governance & Accountability

Who is ultimately accountable for results if multiple departments are involved?
Why is the governance review not completed before implementation begins?
What happens if departments fail to align?

Financial Reality

Is $1 million annually sufficient for a city the size of Hamilton?
What services are being deprioritized to fund this?
When will Council see the first request for additional funding?

Measurement & Transparency

What are the specific, measurable targets for:

Cleanliness?
Safety perception?
Business occupancy?
Foot traffic?

What constitutes failure—and what is the corrective mechanism?

Execution Risk

How many past downtown strategies relied on “pilot projects” that never scaled?
What guarantees exist that successful pilots will be permanently funded?

Public Safety & Social Conditions

How does this strategy integrate with homelessness, addiction, and mental health strategies?
Can “activation” succeed without first stabilizing these underlying conditions?

Economic Impact

What is the expected ROI of this strategy?
How will success be measured in terms of private investment and tax base growth?

Equity Across the City

If this becomes a model for other neighbourhoods, how will resources be distributed?
Will downtown continue to receive disproportionate focus?

Bottom Line

This strategy is not without merit—it is structured, grounded in consultation, and politically pragmatic.

But it is also cautious to a fault.

Hamilton is not suffering from a lack of plans. It is suffering from a lack of execution, coordination, and sustained investment. It is blind to the brand and dosage of leadership that is required to transform.

Unless Council addresses those structural gaps head-on and understands the brand of leadership required and dosage, this strategy risks becoming what many before it have been:

A well-written document… that doesn’t fundamentally change outcomes.

Hamilton at a Crossroads: Why Farmland Must Not Be the Price of Growth

noreply@blogger.com (Unknown) — Tue, 14 Apr 2026 12:38:00 +0000

Hamilton is once again being pulled into a familiar and consequential battle — one that will define not only how the city grows, but what kind of city it ultimately becomes.

At the center of the latest dispute is a high-stakes hearing before the Ontario Land Tribunal, where developers are pushing to expand Hamilton’s urban boundary by nearly 1,700 hectares of rural land. Their vision: tens of thousands of new homes, sprawling outward into farmland that has long been part of the region’s agricultural backbone.

The city, to its credit, is holding the line — at least for now.

Hamilton’s legal position is clear: no expansion is necessary. Instead, the city continues to advocate for a fixed boundary approach, focusing growth inward through intensification, smarter land use, and more efficient infrastructure planning.

This is not simply a planning debate. It is a defining test of priorities.

The Illusion of “Necessary” Expansion

Developers argue that expansion is essential to meet housing demand, projecting over 50,000 units and more than 150,000 residents across proposed developments like Elfrida. On the surface, that sounds like a solution to the housing crisis.

But it isn’t.

What is being proposed is not a new model of affordability or sustainable housing — it is a continuation of the same low-density, car-dependent growth pattern that has driven costs higher and infrastructure deeper into deficit for decades.

Even the city’s own analysis suggests that these projections rely on outdated assumptions — particularly the continued dominance of single-detached housing. That model is increasingly incompatible with modern economic realities, environmental constraints, and shifting demographic needs.

Simply put: building outward is not the same as building smart.

The True Cost of Sprawl

Every hectare of farmland lost is not just a change in land use — it is a permanent loss.

Prime agricultural land, once developed, is gone forever. In a time of growing food insecurity, climate instability, and supply chain vulnerability, that should give policymakers pause.

But the cost goes further.

Urban expansion brings with it a cascade of infrastructure demands: roads, sewers, transit, emergency services — all stretched further and funded by taxpayers. Residents in newer, low-density areas often pay less than the true cost of servicing those communities, leaving existing urban taxpayers to subsidize the gap.

And then there is the environmental toll.

More pavement means more runoff, more strain on stormwater systems, and increased flood risk — concerns already raised by local residents near proposed expansion zones. The pattern is well known: sprawl amplifies the very infrastructure and climate challenges municipalities are struggling to manage.

A Better Path Already Exists

Hamilton has already made its choice — twice.

In 2021, and again under a subsequent council, the city embraced a fixed urban boundary, aligning itself with the widely supported “Stop Sprawl” movement. That decision was rooted in a forward-looking strategy: intensify where infrastructure already exists, revitalize underused land, and build complete communities within the current footprint.

This is not anti-growth.

It is pro-responsible growth.

Cities across North America are increasingly recognizing that density — when done well — supports affordability, vibrancy, and long-term fiscal sustainability. Hamilton has the opportunity to be part of that shift rather than reverting to outdated expansion models.

The Line That Must Hold

Even some local leaders acknowledge the risks. Councillor Mark Tadeson has pointed out that certain proposals amount to “leapfrogging” development — bypassing more appropriate, less disruptive areas closer to the existing boundary. That observation underscores a critical point: this is not a binary choice between growth and no growth.

It is a choice between disciplined, strategic development and unchecked sprawl.

Hamilton stands at a crossroads. The decisions made through this tribunal process will reverberate for generations — shaping the city’s landscape, economy, and environmental resilience.

Growth is necessary. Housing is urgent.

But sacrificing irreplaceable farmland is neither necessary nor wise.

If Hamilton is serious about its future, the line it drew around its urban boundary must not just be defended — it must be respected.

Hamilton’s Downtown: 15 Years of Plans, Progress—and Persistent Problems

noreply@blogger.com (Unknown) — Mon, 13 Apr 2026 21:59:00 +0000

For more than a decade, downtown Hamilton has been the subject of plans, promises, and periodic optimism. Yet for many residents and observers, the central question remains unchanged: is the core truly revitalizing, or simply evolving in uneven and incomplete ways?

Since roughly 2011, the city has laid a substantial policy and investment foundation. Updated planning frameworks, including a modernized Downtown Secondary Plan and a series of Community Improvement Plans, have aimed to attract private investment while preserving heritage and enhancing public space. Financial incentives—grants, tax rebates, and redevelopment programs—have lowered barriers for developers and encouraged adaptive reuse.

There have been tangible wins. Office vacancy dropped to just under 12 percent by 2019, retail vacancies improved, and billions in assessment value flowed into the core. Landmark projects like the Lister Block restoration, the McMaster downtown health campus, and the ongoing half-billion-dollar entertainment precinct redevelopment demonstrated what coordinated public-private investment can achieve. Thousands of new residential units, many tied to heritage buildings, have added density and helped reintroduce life to the downtown.

But the story is far from a clean success.

Major structural challenges—homelessness, affordability, and public safety—have not only persisted, they have intensified. Encampments, strained social services, and rising housing costs have reshaped the downtown experience. Businesses and residents alike continue to raise concerns about safety and vibrancy, particularly in the post-pandemic environment where office patterns and retail dynamics have shifted.

Critically, not all strategies have delivered. Large-scale, top-down redevelopment efforts have historically struggled, sometimes draining street-level vitality rather than enhancing it. Several high-profile proposals have stalled or been abandoned entirely. The lesson emerging from the past 15 years is clear: incremental, coordinated, and community-informed development works better than grand, isolated schemes; at least, where Hamilton is at.

Today, the city finds itself at another turning point.

Councillor Cameron Kroetsch’s push for a more structured downtown revitalization approach—including clearer recommendations, dedicated attention, and potentially a centralized downtown office—signals renewed political will- at least on the part of the responsible Councillor-we’ll see about the others. . But vision alone will not be enough. Without a realistic understanding of costs, sustained funding, and measurable outcomes, the risk is repeating a familiar cycle of ambition without execution.

The city’s new 10-year Downtown Revitalization Strategy (2025–2035) acknowledges this reality. Early direction points toward integrated solutions: more affordable housing, stronger social supports, improved safety, and continued economic diversification. The emphasis is no longer just on buildings and investment—but on livability.

That shift may be the most important development of all.

Downtown Hamilton has not failed—but it has not fully succeeded either. It has stabilized, grown in pockets, and attracted investment. At the same time, it continues to struggle with the very issues that define whether a downtown truly thrives: safety, inclusivity, and everyday vibrancy.

The next decade will determine whether Hamilton can move beyond incremental progress and deliver a cohesive, confident urban core—or whether revitalization remains, as it has for years, a work perpetually in progress.

The secret sauce has always been aggressive bold leadership, coupled with know-how; which remains elusive in Hamilton.

Hamilton’s Sunday Parking Shift: A Small Change with Big Urban Implications

noreply@blogger.com (Unknown) — Tue, 07 Apr 2026 15:25:00 +0000

A seemingly modest policy change is quietly signaling a more significant evolution in how Hamilton manages its streets.

The City has begun enforcing Sunday parking rules under a pilot program. While on-street parking remains free, the introduction of enforcement—where historically there was little to none—marks a shift toward a more structured, intentional approach to curbside management.

At first glance, this may appear administrative. In reality, it places Hamilton squarely in line with how comparable municipalities across Canada and beyond are rethinking urban space, congestion, and fairness.

What Other Cities Are Doing

Across Ontario, Sunday parking policies have already undergone similar transitions.

In Toronto, Sunday enforcement has long been standard in high-demand areas. While some residential streets remain more flexible, commercial corridors enforce time limits consistently seven days a week. The rationale is straightforward: turnover. Retail districts depend on it, and unrestricted parking—even if free—can suppress economic activity by allowing vehicles to occupy spaces indefinitely.

Ottawa follows a hybrid model. In its downtown core and ByWard Market, Sunday enforcement is active, though often paired with reduced rates or time allowances. The policy balances accessibility with mobility—encouraging visitation while preventing stagnation.

Meanwhile, Mississauga and Burlington have gradually expanded enforcement into weekends, particularly in revitalized downtown areas. Their approach reflects a broader planning principle: streets are not static storage zones—they are dynamic assets that must serve multiple users.

Beyond Ontario, cities like Vancouver and Calgary enforce parking regulations seven days a week in most urban centres. The consistency eliminates ambiguity and supports transit integration, pedestrian flow, and commercial vitality.

Why Sunday Matters More Than It Seems

Historically, Sunday has been treated as an exception—quieter, slower, less regulated. That assumption is increasingly outdated.

Urban planners now recognize Sunday as a high-activity day. Restaurants, cultural venues, waterfronts, and retail districts often see peak foot traffic. Without enforcement, prime parking spaces can be occupied for hours—or all day—by a single vehicle. This reduces accessibility for others and can unintentionally discourage economic participation.

Hamilton’s move suggests an acknowledgment of this reality.

Importantly, the City has not introduced Sunday parking fees—only enforcement. That distinction matters. It positions the policy less as a revenue mechanism and more as a behavioural one: encouraging turnover, fairness, and compliance without imposing additional cost barriers.

The Policy Signal Behind the Pilot

Pilot programs are rarely just about testing logistics. They are about gauging public tolerance and measuring downstream effects.

In Hamilton’s case, several strategic objectives are likely in play:

First, improving parking availability in busy corridors without expanding infrastructure. Building new parking is costly and land-intensive; managing existing supply is far more efficient.

Second, aligning with broader transportation goals. Consistent enforcement supports transit use, active transportation, and reduced congestion—all priorities in modern municipal planning.

Third, standardizing expectations. When rules apply inconsistently—weekday versus weekend, enforced versus unenforced—compliance drops. Predictability improves adherence.

The introduction of Sunday enforcement, even without fees, moves Hamilton toward that consistency.

What Comes Next

If the pilot proves successful, the City will face a familiar decision point seen in other municipalities: whether to maintain enforcement-only, introduce Sunday fees, or refine the model based on zone-specific demand.

Toronto and Vancouver, for example, ultimately moved toward paid Sunday parking in high-demand areas after initial enforcement-only phases demonstrated strong utilization and turnover benefits.

Hamilton may or may not follow that path—but the trajectory is clear. This is not an isolated adjustment. It is part of a broader re-calibration of how urban space is allocated.

The Bottom Line

Hamilton’s Sunday parking enforcement pilot is less about tickets and more about philosophy.

It reflects a shift from passive to active management of public space—recognizing that streets serve economic, social, and mobility functions that extend well beyond Monday to Saturday.

For residents, the change may feel subtle. For the City, it represents a step toward a more modern, data-driven approach to urban planning.

And as comparable municipalities have already demonstrated, once that shift begins, it rarely stops at Sunday.

Media Release: Harry Howell Twin Pad Arena selected as training facility as City welcomes AHL team

noreply@blogger.com (Unknown) — Wed, 01 Apr 2026 17:13:00 +0000

HAMILTON, ON – The City of Hamilton announced today that the New York Islanders and Oak View Group have selected Harry Howell Twin Pad Arena as the practice and training facility for the Islanders’ American Hockey League (AHL) affiliate. The AHL Board of Governors unanimously approved the relocation of the team to Hamilton on Tuesday March 31, 2026.

“We are so excited for the AHL to practice and train in our very own facility - Harry Howell Twin Pad Arena. This collaboration between the City of Hamilton, the AHL team and Oak View Group (OVG), solidifies our continued partnership as we look ahead to achieving more milestones for the city as a whole,” said Mayor Andrea Horwath. “We are investing in new and upgraded infrastructure, and through partnerships such as this, we see Hamilton continue to grow into a vibrant community where youth, residents and members of our community thrive.”

Construction is set to begin at Harry Howell Arena soon. This partnership between the City of Hamilton and New York Islanders puts the community first while securing a practice facility for the AHL team. The deal will see the team use the City-owned arena as its practice rink and build a state-of-the-art training facility, while also committing to giving back to the community it will call home.

“Harry Howell Twin Pad Arena has become a community hub for youth, adult and recreational hockey players alike,” said City Manager Marnie Cluckie. “We are proud and excited to welcome a professional hockey team into a space that has served the Flamborough community since 2012. Residents can be assured that the City will continue to deliver the high level of customer service they have come to expect from Harry Howell staff, while also benefiting from new opportunities to connect with professional hockey in their community.”

“We are excited to be a part of the Hamilton community and practice at The Harry Howell Twin Pad Arena,” said Mathieu Darche, Islanders General Manager and Executive Vice President. “The Harry Howell Twin Pad Arena provides our prospects everything they need to develop their game and become New York Islanders."

Harry Howell Twin Pad Arena, located at 27 Highway 5 West in Hamilton, will undergo a transformation, including the construction of a two-level AHL-exclusive training facility integrated into the existing arena. Throughout construction and beyond, the City will maintain current service levels for recreation users, residents and visitors. This milestone marks an exciting step forward in strengthening Hamilton’s position as a destination for sport, entertainment, and community activity.

“We’re excited to welcome professional hockey to TD Coliseum,” said Nick DeLuco, Senior Vice President and General Manager of TD Coliseum. “Beyond the impact on the ice, this project represents an important investment in the Hamilton community by supporting local engagement and bringing fans together. A dedicated, high-performance training environment is essential to the team’s success, and we thank the City of Hamilton for its partnership in making this facility a reality.”

Community Impact

Economic growth remains a key priority for the City, and this investment in infrastructure further strengthens Hamilton’s position as a hub for culture, sport and tourism.

Community-focused opportunities, such as open practices and developmental clinics, will be hosted at the arena, creating a valuable opportunity for the public to connect with the team and the sport. The City looks forward to welcoming the Islanders and its players to Harry Howell Twin Pad Arena, where residents of all ages can engage with the game and be part of this exciting new chapter.

Additional Resources:Web Page: City of Hamilton Harry Howell Arena Project
Media Release: Islanders to move AHL affiliate to Hamilton | March 31, 2026
Media Release: New York Islanders to Relocate AHL Affiliate to Hamilton, Ontario | March 19, 2026

The Mayoral Race- Looking Ahead

noreply@blogger.com (Unknown) — Sun, 29 Mar 2026 19:02:00 +0000

With roughly seven months until voting day on October 26, 2026, the Hamilton mayoral contest is shaping into a high-salience rematch environment where affordability/taxes, crime, and homelessness are front-of-mind for many voters.

The last mayoral election (October 24, 2022) was extremely close: Horwath won 59,216 votes (41.68%) to Loomis’s 57,553 (40.51%), a margin of 1,663 votes, with turnout at 35.38%. That narrow baseline matters because it signals a near-even, polarized electorate where small shifts (turnout, candidate quality, or a split field) can decide the outcome.

Incumbency and name recognition strongly favour Horwath: the Mayor’s official page frames her first-term agenda around housing, infrastructure, economic growth, community safety, and affordability, and highlights the expanded “strong mayor” framework in Hamilton. That said, the same dynamics can cut against incumbents when service quality, visible disorder, or property-tax increases become the dominant lens.

Loomis enters as the most structurally advantaged challenger because he has already proven citywide coalition potential: he lost by fewer than 1,700 votes in 2022 and is now explicitly pitching “buyer’s remorse” and “change at City Hall,” arguing the incumbent now has a “record to run on” and that voters are unhappy with it. He was the CEO of the Canadian Institute of Steel Construction and is running a “culture/management” critique more than a single-policy crusade—an approach that tends to resonate when voters perceive operational dysfunction (“paying more for less good services,” as one academic interviewee put it).

Rob Cooper is a potentially consequential spoiler—or consolidator—depending on whether he can expand beyond a ward base. Cooper is the sitting Ward 8 councillor (West/Central Mountain) and won that seat in a 2025 by-election with 1,129 votes on 20.88% turnout, indicating proven but geographically narrow support. His early messaging emphasizes restoring “safety,” “affordability,” and “economic strength,” with platform themes including taxes, crime, housing, and infrastructure. If Cooper competes for the same “change/affordability” voters Loomis is targeting, he could split the anti-incumbent vote and reduce Loomis’s path to a plurality.

Scarlett Gillespie is positioning a policy and accountability agenda more associated with progressive urban activism—housing and tenant protections, climate justice, community-led safety, arts, accessibility, transparency, and City Hall accountability. That platform could mobilize renters, downtown progressives, and issue-based networks, but it could also fragment left-of-centre voters if Horwath’s coalition overlaps with those constituencies.

Derek Cordeau appears to be running as a community advocate/outsider; specific platform planks, organizational endorsements, and fundraising are unspecified.

Ontario’s Public Sector Salary Disclosure Act, 1996 sets the transparency context by requiring disclosure of salary and taxable benefits for public-sector employees above the threshold. In the most recent “Sunshine List” reporting located for Hamilton, Horwath’s 2025 salary was reported at $212,763 (taxable benefits not specified in the cited item).

Separately, City Hall’s own remuneration reporting (under Ontario’s municipal rules) can show a broader cash picture than the Sunshine List alone, because elected officials may receive additional remuneration for appointments to boards/agencies. This can easily add an additional $50,000.00 to the overall renumeration number.

This compensation structure can affect campaigns in two opposing ways. First, challengers may treat a ~$200k+ mayoral salary (and the possibility of additional board remuneration) as evidence of a “professional political class,” using it to sharpen “value-for-money” messaging: taxpayers paying more while feeling services are worse.

Second, the salary can backfire as an attack line if voters interpret “pay-cut” rhetoric as performative or distracting from core issues (housing supply, public safety, infrastructure), especially given the mayor’s expanded executive responsibilities under strong mayor powers. As a motivator for challengers, high, publicly disclosed pay is plausibly a mixed factor: it may attract more entrants (increasing fragmentation) while simultaneously making “I’m in it for the job” accusations easier for opponents and journalists to surface.

The potential Horwath-Loomis rematch as a predominant theme in the upcoming election is haunted by the presence of additional challengers, increasing uncertainty: Cooper could meaningfully split a change-oriented, fiscally conservative vote (helping Horwath), while Gillespie could siphon progressive or protest support depending on how Horwath positions her record on housing, safety, and affordability (helping Loomis).

With 2022 decided by 1,663 votes, turnout shocks (especially among renters vs. homeowners, and mountain/suburban vs. inner-city voters) could be decisive; detailed, current demographic and geographic support patterns for 2026 remain unspecified absent fresh polling and ward-level campaign data.

It’s early and anything can happen. The Hamiltonian also points out that signalling that you are running for office, and actually registering to run for that office, are not the same thing. Come registration, we will see who’s in.

In the interim, feel free to browse the following potential candidates:

Andrea Horwath (Interview not available, as she declined at this time)

Keanin Loomis (click here)

Rob Cooper (click here)

Scarlett Gillespie (click here)

Derek Cordeau (click here)

With Mayoral Contender Derek Cordeau

noreply@blogger.com (Unknown) — Sun, 29 Mar 2026 18:03:00 +0000

Derek Cordeau has indicated his interest in running for Mayor of Hamilton. He positions himself as a grassroots candidate grounded in lived experience rather than traditional political pathways, framing his candidacy around responsiveness to everyday realities facing Hamilton residents. Emphasizing collaboration over confrontation, he presents a vision of municipal leadership focused on practical outcomes, stronger transparency, and restoring public trust in local government. His platform centers on addressing core urban pressures—housing affordability, public safety, infrastructure.

Here is our interview with Mr. Cordeau:

You describe yourself as “not a politician” but a concerned citizen. How do you translate that identity into the practical realities of governing a complex city bureaucracy and working with council?

Being a concerned citizen is that I live in the realities of the everyday ongoing situations of our city. I'm directly connected with what our residents are dealing with and not political theory. I want to work hard with our city council and rely on the city staff to make sure their work focuses on what the residents need. I personally want to believe that everyone wants to be there for the same reason I do and that is to do what is best for all of Hamilton. I understand that this is a process and will take time to learn but I am very quick to adapt and know that this will involve communication and finding ground that we feel is best for all communities within our city, I'm not here to tear it down I just want to make it better not by fighting council but to ensure we work together to get results the residents can actually see.

You emphasize being the “voice for those who have been unheard for years.” Who specifically are those groups in Hamilton, and how will you ensure their voices influence actual policy decisions rather than remain symbolic?

I specifically speak for the growing numbers of residents who have to make the decision to either have a roof over their heads or food in their stomach, for some it's much worse than that our housing crisis is a massive ongoing issue with more people affected everyday. The small business owners affected by the drug crisis. The thousands of drivers who share our deteriorating roads, which desperately need repair. The disabled who require additional assistance. The school board and the educators who lack funding having to make due with less than the bare minimum. Families who want to use recreation centers and our arena facilities closing down. Also hoping to bring subsidized sports programs for the families the funds to pay for sports and or don't have accessibility to travel to Stoney Creek and Ancaster as all children should have equal opportunities to be included regardless of where they live.

You reference tackling these issues such as homelessness and open drug use “with compassion.” How do you balance compassionate approaches with enforcement, particularly in areas where residents are demanding stronger public safety measures?

My compassion is with local business owners and employees including patrons of establishments who's well-being is being affected by the amount of people slumped over and or in a drug fueled state of mind being unpredictable in nature putting the public safety at risk on a daily basis across most of the city. I feel we need to use more enforcement to combat open drug use as it's remained an ongoing growing epidemic of society. I want to focus on treatment facilities rather than safe usage sites because it's only further influencing continued drug use and we need to focus more on rehabilitation rather than enabling.

Hamilton has faced criticism in the past regarding transparency (e.g., major infrastructure and governance issues). How would your administration prevent similar breakdowns in public trust?

Currently I feel the entire city has little to no trust within our current municipal Council, consistent broken promises with all talk and almost no action. We need to build that trust with open arms for the entire city to know which projects are in place and breaking down to see if the budget is actually being balanced to see where the funding is going. We need to understand why timelines aren't being met, or why projects are almost 10 years past their projected completion timelines and why we are still investing. My administration will want the people to know where our tax dollars are disappearing to.

How would you differentiate your approach from other declared or expected candidates in this race, particularly those with established political or executive experience?

My approach stems from passion that this city has and that I have for Hamilton we have one of the most beautiful cities in the world and to many of us, citizens and abroad Hamiton Is and always will be home. I differentiate myself as someone with everyday Hamilton life experience, I am easily adaptable. I do not have any political or executive experience but what I have seen is that those who do make promises and don't actually produce any results and if they have I would like to see in detail what has been results in regards to making a better city. I am community driven and want to focus on bettering all of our many communities and regions ensuring safety for all residents. Unfortunately the conditions I see on a daily basis walking through the community is not the bright light it once was, constant frustration within me when nothing is being done. There are daily and nightly thefts, open drug use and growing violence, not to mention our roads have deteriorated and need much more work than filling a pothole. When was the last time you could take your kids to a park? The library? It truly hits me emotionally how sad and detrimental it has become to use public spaces without having to be concerned for safety. I myself would work hard to build and maintain a good relationship with the city council to provide action that our city can be once again proud to say I am from Hamilton.

Thank-you Derek for engaging with Hamiltonians, in The Hamiltonian!

Customer Service Update

noreply@blogger.com (Unknown) — Wed, 25 Mar 2026 23:04:00 +0000

In May 2025, The Hamiltonian conducted an interview with City Manager Marnie Cluckie that addressed several matters of public interest concerning the City of Hamilton’s operations and service delivery. That interview can be found here: http://www.thehamiltonian.net/2025/05/promises-promises-or-finally.html

We followed up with Ms. Cluckie, in light of the progress made wit the recent implementation of the city's new online customer service portal. . Here is our Q/A.

Ms. Cluckie:

In May 2025, The Hamiltonian conducted an interview with you that addressed several matters of public interest concerning the City of Hamilton’s operations and service delivery. That interview can be found here: http://www.thehamiltonian.net/2025/05/promises-promises-or-finally.html

At the outset, we would like to extend our congratulations to both you and Mayor Andrea Horwath on the recent implementation of the City’s new online customer service portal, which has been presented as a tool intended to allow residents to access municipal services conveniently, anytime and from anywhere.

During the May 2025 interview, Question 5 focused specifically on customer service and the City’s efforts to improve service standards. At that time, you advised that a comprehensive customer service strategy had been approved as part of the City’s 2024 budget. You noted that although the rollout had experienced a temporary delay, the initiative was back on track.

You further indicated that the work associated with this initiative would include the development of formal customer service standards, defined service targets, and publicly reported performance measures designed to enhance accountability and transparency in the delivery of municipal services.

In that same interview, you stated that the City intended to issue a Request for Proposal (RFP) “shortly” to engage a specialized firm to assist in the development of this strategy.

In light of the recent launch of the online customer portal, we would appreciate clarification on the following matters:

1. Is the new online customer portal a component of the broader customer service strategy referenced in our May 2025 interview? If so, could you explain how the portal fits within the overall framework of that strategy?

2. Can you advise which firm was selected through the RFP process to undertake the work referenced above?

3. What is the current status of the work associated with the development of formal customer service standards, service targets, and publicly reported performance measures?

4. Have these standards, targets, and performance measures now been completed and implemented? If so, could you please share the relevant documentation or direct us to where this information is publicly available?

5. If this work has not yet been completed, could you please explain the reasons for the delay and provide an updated timeline for when the public can expect these elements of the strategy to be finalized?

We respectfully request that each question be addressed individually and with sufficient detail to ensure that the responses clearly and directly answer the questions posed.

Although we did not receive a reply from Ms. Cluckie directly, we did receive the following reply, attributable to the City of Hamilton more broadly. The Hamiltonian applauds the city for continuing to make progress on this front, and we will follow up, as the efforts progress.

This is the city's response:

The My.Hamilton portal represents the first phase of a broader effort to improve how residents access City services and is an early step toward the City’s Customer Experience Strategy.

It is a foundational element that will inform the Customer Experience strategy, focused on improving accessibility, convenience and service responsiveness for residents.

The portal is designed to remove barriers and make it easier for residents to connect with the City by providing a centralized online space for the services they use most often. As the platform evolves, additional services and features will be added over time to expand its functionality and value for residents. The my.hamilton.ca portal adds another way to access services, but phone and in‑person service will remain available.

Over time, this will help the City track how services are being used, spot issues sooner and make faster, more informed decisions. In turn, this will support more efficient service delivery, improve response times and provide better value for taxpayers.

More broadly, the Customer Experience Strategy aligns with this Term of Council’s priority to increase responsiveness and transparency through initiatives that improve response times, accessibility and overall public satisfaction as well as modernize city services.

The firm selected to support the development of the City’s Customer Experience Strategy was Experience Advisors, following a competitive Request for Proposal process. This work is currently underway.

Work on service standards, targets and public performance measures is currently underway and has not yet been completed. Experience Advisors will build on the groundwork already completed by City staff to establish consistent service standards and clear performance measures that can ultimately be shared publicly.

The City also took a phased approach to this work to ensure the strategy reflects the recommendations of the Mayor’s Task Force on Transparency, Access and Accountability as part of our commitment to improving transparency and building public trust. This approach allows the City to build a strong foundation while incorporating resident feedback and best practices.

As it relates to timelines, interim recommendations are anticipated to be shared in mid-2026. A full Customer Experience Strategy and implementation roadmap is expected to be presented to Council in spring 2027. Once confirmed, performance measures and reporting will be made publicly available.

Together, this work will help improve service consistency, accountability and how residents access City services.

The Hamiltonian thanks Ms. Cluckie and the City for this update!

The House of Horwath- No Preferential Treatment

noreply@blogger.com (Unknown) — Tue, 24 Mar 2026 19:29:00 +0000

Those who follow Hamilton’s civic landscape will be aware that Mayor Andrea Horwath has been under scrutiny in connection with a residential property she owns on West Avenue North.

The matter first came to public attention following an engineering report commissioned by the Mayor, which concluded that the structure was unsafe and recommended that it be vacated and demolished. The City of Hamilton subsequently issued an emergency order to that effect.

Since then, the situation has evolved, though it remains unresolved.

In parallel, social media commentary has intensified, with allegations circulating that the Mayor may have received preferential treatment from City staff by virtue of her office.

The Hamiltonian has deliberately not engaged in speculation. Our approach remains grounded in verification over conjecture. That said, the volume and persistence of public discussion underscore the level of community interest in this matter.

In previous outreach, we contacted both the Mayor and her legal counsel. In December 2025, her lawyer provided the following response:

“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 Mayor has not responded to subsequent inquiries, which is consistent with legal advice.

Most recently, The Hamiltonian reached out to Robert All, Senior Director within the City’s Planning and Economic Development Department. Based on his portfolio—which includes property enforcement and liens—we sought clarification on whether there had been any involvement from the Mayor’s Office in this file beyond standard administrative processes.

Specifically, we asked:

“Can you confirm whether you or any member of your staff have received any direction, communication, or input from the Mayor’s Office—and/or the Mayor directly—regarding this file, beyond what would occur in the ordinary course?

We would welcome any additional context you feel would assist in assuring the public that this matter is being handled independently and in accordance with standard City practices.”

We did not receive a direct response from Mr. All. Rather, the City provided the following statement, to be attributed to “the City of Hamilton”:

“All properties are subject to the same processes and requirements under applicable by-laws and legislation. City staff carry out their responsibilities in accordance with these established processes, and all matters are addressed consistently and without preferential treatment.

The City is committed to applying these processes fairly and transparently across all properties.”

On its face, the City’s statement is clear: the Mayor has not received preferential treatment.

Whether that assurance satisfies public concern is ultimately for readers to determine. What remains essential, however, is that matters of public interest—particularly those touching on governance, transparency, and accountability—continue to be addressed with clarity and evidence.

Access Denied- Again

noreply@blogger.com (Unknown) — Thu, 19 Mar 2026 14:39:00 +0000

Business Manager Greg Hoath has advised The Hamiltonian that the City of Hamilton has once again denied the union’s request for disclosure of costs incurred during last summer’s water workers strike. Mr. Hoath, on behalf of the International Union of Operating Engineers, Local 772 (IUOE), has shared correspondence outlining the City’s position, which readers may review by clicking here.

As our readers know, while The Hamiltonian remains a neutral observer in this matter, we support the principle that taxpayers—who ultimately fund the management of such labour disputes—should have access to information regarding how public funds are spent. We note that past instances of limited transparency by the City have had significant consequences, including controversies such as the Red Hill Valley Parkway matter and the sewage spill, both of which raised serious public accountability concerns.

The union has indicated it will not be deterred and intends to appeal the City’s decision to the Information and Privacy Commissioner of Ontario (IPC), with a deadline to do so by April 17, 2026. The Hamiltonian will continue to monitor developments and provide updates as they become available.

At the same time, a broader question arises: what is the cost to taxpayers of resisting disclosure? As legal and administrative efforts continue, it appears that expenses related not only to strike management but also to withholding information may be mounting—costs that are ultimately borne by the public, particularly in an election year.

Photo by Pict4life on Unsplash

Why Hamilton Residents Should Pay Attention to the Province’s Conservation Authority Plan

noreply@blogger.com (Unknown) — Fri, 13 Mar 2026 11:59:00 +0000

A major change is coming to the way conservation lands and environmental protections are managed in Hamilton — and it is something residents may want to pay close attention to.

The Province of Ontario has announced plans to merge the Hamilton Conservation Authority with those in Niagara, Halton and the Credit Valley into a single regional body called the Western Lake Ontario Regional Conservation Authority. The consolidation is expected to be completed by 2027 as part of a broader plan to reduce Ontario’s 36 conservation authorities to nine.

At first glance, this may sound like administrative restructuring. But the change could have real consequences for how development, environmental protection and flood prevention decisions are made in Hamilton.

The province argues the current system creates inconsistent rules and slow approval timelines for builders and landowners. By creating larger regional authorities and introducing a digital permitting system, the government says it can standardize policies and help move housing and infrastructure projects forward more quickly.

Critics, however, worry that the emphasis on getting “shovels in the ground” may come at the expense of local environmental oversight.

Conservation authorities have historically played an important role in preventing development in flood-prone areas and protecting wetlands, forests and watershed systems. In Hamilton, the conservation authority manages roughly 4,700 hectares of land and oversees many of the natural spaces residents enjoy, from Dundas Valley to Spencer Gorge.

The concern among some environmental advocates is that larger regional authorities may weaken local decision-making or reduce scrutiny of development proposals that could affect sensitive lands.

Supporters of the plan say conservation lands will remain protected and programs will continue. But for Hamilton residents, the real question is whether decisions affecting local watersheds, conservation lands and flood safety will remain grounded in local knowledge.

As the province moves ahead with the plan, the outcome will shape how Hamilton balances growth, development and environmental protection for years to come.

Media Release :City of Hamilton Launches New Online Customer Portal

noreply@blogger.com (Unknown) — Fri, 13 Mar 2026 00:42:00 +0000

City of Hamilton launches new online customer portal to make accessing City services easier.

My.Hamilton provides Hamiltonians with a convenient and secure way to access City services, anytime, anywhere

HAMILTON, ON – The City of Hamilton is taking an important step forward to improving how residents access City services with the launch of my.hamilton.ca, a new online service hub designed to make it easier to submit service requests and track progress.

Now available, my.hamilton.ca provides residents with a single, secure place to access a growing number of City services online from any device – anytime, anywhere.

Through one secure account, customers can submit service requests and track progress.

“Improving customer service for Hamiltonians is a priority for me,” said Mayor Andrea Horwath. “The launch of my.hamilton.ca is an important step in modernizing how residents connect with City Hall – providing a convenient way to request services, track updates and access information anytime. This portal makes it simpler and faster for people to get the support they need. It’s another example of how we are improving technology and systems to deliver better service and become a more responsive City for our community.”

Residents will be able to access a number of services through my.hamilton.ca, some of which include:

Animal Donation Payments – make a donation to support programming.
Garbage and Recycling – schedule a bulk waste pickup, order extra trash tags, request an additional green bin and more.
Licensing and Parking – apply for an outdoor patio or parking permit or request the suspension of a parking restriction.
Safe Apartment By-law Registration – register your Apartment Building
Vacant Unit Tax – submit your annual declaration.
Access Ask a Question and Report a Problem - submit requests easily and conveniently.

The portal also includes links to many commonly used City services, making it even easier for residents to access them from one location. For example, users can pay parking tickets and provincial offences fines, engage in City projects, as well as search and register for recreation programming.

“Hamilton is removing barriers and making it easier for residents to connect with the City,” said City Manager Marnie Cluckie. “My.Hamilton provides secure, on-demand access to services from any device. Residents told us they want services that are easier to access and easier to track. This portal helps deliver that by providing one place to submit requests and receive updates, while continuing to offer phone and in-person support.”

My.Hamilton represents the first phase of a broader effort to improve how residents receive City services. Additional services and features will be added over time as the portal continues to evolve.

Residents can access the portal at my.hamilton.ca. More information and resources can be found on My.Hamilton Portal FAQs | City of Hamilton.

With Mayoral Contender, Scarlett Gillespie

noreply@blogger.com (Unknown) — Thu, 12 Mar 2026 18:26:00 +0000

Scarlett Gillespie, has entered the race for mayor of Hamilton, adding a new and unconventional voice to an already developing contest that includes incumbent Mayor Andrea Horwath, 2022 runner-up Keanin Loomis, and Ward 8 Councillor Rob Cooper. Gillespie is the founder and executive director of the Sex Workers Action Program (SWAP) Hamilton and has spent several years advocating for marginalized communities, housing rights, harm reduction, and social supports within the city.

Known in many advocacy and arts circles under the name Jelena Vermilion, Gillespie has been recognized locally for her activism and community work, including receiving a YWCA Women of Distinction Award. A resident of Ward 3, she has also worked as a researcher and personal support worker with training in palliative, geriatric, and psychosocial care. Gillespie says her campaign will focus on housing, tenant protections, climate justice, and strengthening arts and culture, while presenting her candidacy as a voice for working-class Hamiltonians.

Here is our interview with Ms. Gillespie

Many voters may be encountering you for the first time. How would you introduce yourself to Hamiltonians who are not familiar with you?

I’m a Hamilton resident in Ward 3, a community organizer, a YWCA Women of Distinction award recipient, and non-profit leader who has spent many years working directly with people who often fall through the cracks of public systems. Through my work with the Sex Workers’ Action Program (SWAP) Hamilton and other community initiatives over the past decade, I’ve focused on practical problem-solving, harm reduction, and connecting people with services that improve safety and stability.

My advocacy work has also led to concrete policy outcomes in Hamilton, including supporting the YWCA Hamilton in securing $100,000 in City funding to conduct a gender-based safety audit and contributing to the October 9, 2024 amendment of Hamilton’s Municipal Code of Conduct, which added Section 14 to By-Law 16-290. This amendment requires members of Council and of its local boards to make honest statements, prohibiting knowingly false or misleading communications, and mandating that elected officials conduct their communications with colleagues and the public in a respectful manner that maintains public confidence and avoids threatening, intimidating, offensive, or abusive conduct.

My work in community safety and civic engagement has also been recognized by Hamilton Police Service leadership, including receiving Chief of Police Frank Bergen’s challenge coin.

I am running for mayor because I believe Hamilton needs leadership that understands the realities people are facing on the ground and is committed to building solutions that work for everyone.

You have spent years advocating for marginalized communities through SWAP Hamilton. How would that advocacy experience translate into governing a city the size of Hamilton?

Advocacy work requires listening carefully to people living in all areas of our city, from all walks of life with different perspectives and experiences to build partnerships, and navigate complex systems. In non-profit leadership, I’ve had to coordinate with municipal departments, healthcare providers, community organizations, and residents to solve real problems with limited resources. These skills of interpersonal collaboration, accountability, and practical problem-solving are directly applicable to municipal governance. A city works best when leadership listens to communities and brings different stakeholders together to find workable solutions for the greater good.

You have spoken about representing the working class. In practical terms, what policies would you pursue to improve the lives of working-class residents in Hamilton?

Working-class residents are being squeezed by housing costs, rising expenses, and uncertainty about the

future. My priorities would include strengthening affordable housing strategies, improving transparency around development decisions, investing in community safety and public health approaches that actually reduce harm, and ensuring city services are accessible and responsive. I also believe we need to examine how municipal decisions affect everyday residents whether that is transit, housing, or local economic development, and ensure policies are focused on stability and opportunity for working families. Here are more concrete examples:

Housing and Supporting People Experiencing Homelessness

I would prioritize policies that expand affordable and non-profit housing, strengthen tenant protections, and increase transparency around development decisions. This includes accelerating affordable housing builds on city land, supporting non-profit and co-operative housing models, and ensuring that new development includes meaningful affordability. Homelessness in Hamilton and across Canada has been a crisis for a long time, and meaningful solutions must go beyond temporary or reactive measures. My approach focuses on increasing supportive and affordable housing, expanding access to mental health and addiction services, and improving coordination between housing, healthcare (such as the Greater Hamilton Health Network), and social supports. The goal is to move people into stable housing with the support they need to remain housed, rather than relying on short-term responses that simply shift the problem elsewhere and out of sight, prolonging suffering. The other goal is also to properly maintain our current housing stock and to prevent another situation like CityHousing Hamilton's neglect of the Jamesville property.

Air Quality in Ward 3

We know from the Code Red report that where one lives in Hamilton has a direct effect on one's longevity of life. Simply put, nobody should have to suffer their lifespan being less simply because of their economic status or where they happen to reside within Hamilton. The soot issue in Ward 3 is a longstanding concern and residents deserve transparency and accountability. I support stronger environmental monitoring, public reporting of emissions, and working with provincial regulators to ensure industries are meeting their obligations. Residents should not have to wonder what they are breathing in their own neighbourhoods. I would actively consult with Environment Hamilton on best environmental practices, including looking into limiting the exhaust emissions from industrial manufacturers.

Addressing Drug Use and Addiction

Public substance use is a public health issue as much as a community safety issue. We need to follow the empirical evidence and expand harm reduction, treatment access, and recovery supports through agencies like the Positive Health Network and others while also addressing the root causes such as housing instability and unaffordability, lack of income, trauma, and poverty. Effective responses combine healthcare, prevention, and community support rather than relying on enforcement alone. We need to resume the distribution of harm reduction supplies, which helps to improve public health and helps to reduce more violent behaviours. Ultimately, people struggling on the streets need to be shown care and compassion, being given tools to better their situation, not just to be blamed for being visible while struggling. Everyone deserves to feel safe in Hamilton.

Supporting the Arts Community

Hamilton’s arts community is one of the city’s greatest strengths. Creative industries are incredibly important to the local economy and cultural identity. I support strengthening arts funding, ensuring the Hamilton Arts Awards ceremony continues its legacy, protecting and expanding creative spaces, and ensuring artists and musicians have opportunities to live, work, and perform in the city. Supporting festivals, venues, and grassroots cultural initiatives are also an important part of this. I believe Hamilton has a potential to be a funground of world-class entertainment, and this vision is impossible without artists, performers, and creators.

Reducing Food Waste and Supporting Food Security

The amount of edible food that goes to waste while many residents struggle to access meals is deeply concerning. I have volunteered at the Eva Rothwell Centre in their clothing room and their food bank and I have also accessed the Good Shepherd Venture Centre, myself in the past. I support partnerships between grocery retailers, food recovery organizations, and community agencies to redirect usable and unspoiled food to food banks, soup kitchens, and community programs. Expanding local food recovery initiatives can make a meaningful difference. This may also involve tweaking policies so that leftover food can be donated without any fear of liability.

You have said your campaign will emphasize city hall accountability. What specific changes would you like to see in how decisions are made at city hall?

Hamilton residents deserve a city government that is transparent, responsive, and accountable. I would like to see clearer communication around major policy decisions, stronger public engagement processes so residents have meaningful input, and greater transparency in how public funds are allocated. Trust in local government depends on residents feeling that decisions are being made openly and in the public interest.

Hamilton voters will be comparing several different visions for the city. What is your long-term vision for Hamilton if you were to become mayor?

My long-term vision is for Hamilton to be a city where people can afford to live, where all communities feel safe and supported, and where residents trust that their local government is working for them. Hamilton has incredible potential including strong neighbourhoods, a resilient workforce, and a history of working-class people coming together to solve problems. With thoughtful leadership and a focus on practical solutions, I believe we can build a city that is more equitable, more transparent, and more responsive to the needs of its residents.

Thank-you Ms. Gillespie for engaging with Hamiltonians in The Hamiltonian!

Media Release: City of Hamilton and Hamilton Waterfront Trust announce next phase of Hamilton waterfront transition

noreply@blogger.com (Unknown) — Thu, 12 Mar 2026 01:28:00 +0000

Protecting waterfront experiences residents value while strengthening long-term oversight

HAMILTON, ON – The City of Hamilton and Hamilton Waterfront Trust (HWT) will complete the planned transition of the HWT effective March 31, 2026, with all programming, services and assets transitioning fully to City of Hamilton operations beginning April 1, 2026, with no interruption to waterfront services.

Residents and visitors can expect the same waterfront programming and public access they enjoy today to continue under City management.

The Hamilton Waterfront Trust has played an important role in supporting projects and programming that expanded public access to the waterfront and contributed to the vibrancy of the city. As part of Council’s review of long-term governance and financial sustainability, the City determined that bringing waterfront operations fully under municipal management will strengthen oversight and ensure long-term stewardship of the waterfront.

“Hamilton’s waterfront is one of our city’s greatest shared assets - a place where residents gather, families spend time together, and visitors experience the best of our community,” said Mayor Andrea Horwath. "Bringing waterfront operations fully under city management strengthens the long-term stewardship of

this important public space. My focus remains on ensuring Hamiltonians continue to enjoy the waterfront experiences they value today while we protect and enhance this asset for future generations.”

Council initiated a comprehensive business model review in 2022 to examine the long-term governance and financial sustainability of the HWT. The review determined that bringing all waterfront operations under the City strengthens governance, improves financial oversight and allows waterfront services to be better integrated in existing municipal operations and future decisions.

“This transition brings consistency in governance, reporting and financial controls,” said Marnie Cluckie, City Manager. “Our focus now is ensuring a smooth operational transition so residents and visitors continue to enjoy the waterfront programming and experiences they value.”

“This is an important chapter in our City's history,” said Hamilton Waterfront Trust Chair Cameron Kroetsch. “Now that the Hamilton Waterfront Trust has completed its mandate and wrapped up its existing projects, it's time for it to be dissolved. All of the programming that Hamiltonians have come to expect will continue but will be managed by the City. The City, which already operates parks and other waterfront amenities, will now be in a position to deliver programming and services across the entire waterfront more efficiently and cost-effectively."

The City and the Hamilton Waterfront Trust thank current and former staff, volunteers and partners whose dedication over the past 25 years has helped shape the waterfront into the vibrant community destination it is today.

The City began the phased transition in 2023 by assuming land management responsibilities at 57 Discovery Drive. The upcoming wind-up completes that process and aligns all waterfront operations under a unified municipal framework.

Waterfront programming and services will continue under City management, including:

Outdoor rink

Harbour tours

Waterfront trolley

Music and entertainment events

Community bookings

Both the City and HWT are committed to a seamless transition with minimal disruption. As operational responsibilities are integrated into City systems and processes, some short-term adjustments may occur, but core services and public access will remain in place.

For more information and updates, visit hamilton.ca/Hamilton-Waterfront-Trust-Transition.

Quick Facts:

The City assumed management of lands at 57 Discovery Drive in February 2023.

HWT will dissolve on March 31, 2026.

HWT programs and services will transition to City management on April 1, 2026.

HWT was established in 2000 to support waterfront land development and enhancement projects.

HWT coordinated approximately $6.3 million in investments to improve public access and enjoyment of the waterfront.

Additional Resource:

Web page: Hamilton Waterfront Trust Transition

The Horwath Factor and Vote Splitting

noreply@blogger.com (Unknown) — Wed, 11 Mar 2026 02:21:00 +0000

At The Hamiltonian, we often times receive information, tips and speculation from our readers. Recently, an individual who we regard as influential speculated that Andrea Horwath will not be running in the Mayoral election.

We reached out the Mayor's office today to ask the question. The Mayor's office replied and confirmed that Ms. Horwath, as previously stated, is, in fact running.

While the field may yet expand, a contest featuring incumbent Mayor Andrea Horwath, businessman and former Chamber of Commerce CEO Keanin Loomis, and Ward 15 Councillor Rob Cooper already suggests a three-way race that could present voters with sharply different visions for the city.

Horwath enters the race as the incumbent, and with that comes both advantages and vulnerabilities. Incumbency provides visibility, experience in governing, and the ability to point to accomplishments achieved during her term. It also allows her to present herself as a steady hand at a time when municipalities face pressures ranging from housing shortages to infrastructure demands and strained municipal finances.

At the same time, incumbency inevitably places a record under the microscope. Voters will evaluate the progress made on issues such as housing affordability, downtown revitalization, fiscal management, and the overall tone and effectiveness of council governance. Horwath’s campaign will likely emphasize stability and experience, while critics will attempt to frame the past term as insufficiently transformative.

Keanin Loomis enters the race with a different profile. In the previous mayoral election, Loomis proved to be a formidable challenger, capturing more than 46,000 votes and coming within striking distance of victory. That performance demonstrated that a large portion of the electorate was receptive to his message of managerial leadership and economic focus.

Loomis’ strength lies in presenting himself as an outsider to municipal politics but an insider to the business and economic development community. His campaign is expected to emphasize efficiency at City Hall, economic competitiveness, and a results-oriented approach to governance. However, the challenge Loomis faces this time is different from last election. He will now be running against an incumbent mayor rather than an open field, and voters who may have been willing to try something new may now weigh continuity against change.

Councillor Rob Cooper represents yet another lane in the emerging contest. As a sitting member of council, Cooper brings direct experience inside City Hall but positions himself as a reform-minded voice who believes the city must be run more like a multibillion-dollar enterprise. His message has consistently emphasized fiscal discipline, accountability, and structural change in how the city manages its resources. Cooper also speaks the language of measureables and performance expectations; language that our readers will know has often been used by The Hamiltonian.

Cooper’s candidacy could appeal to voters who want change but are not necessarily drawn to an outsider candidate. However, his challenge may be differentiating himself clearly from both Horwath’s incumbency and Loomis’ business-oriented outsider narrative. In a three-way race, the ability to define a unique lane becomes critical.

The dynamics of such a contest could be particularly interesting. Horwath may focus on consolidating the progressive and institutional support that often accompanies incumbency. Loomis may aim to build a coalition of business leaders, moderates, and voters seeking managerial competence and economic momentum. Cooper may attempt to attract voters frustrated with both traditional politics and what they perceive as insufficient fiscal rigor at City Hall.

Another factor will be vote splitting. If Loomis and Cooper both appeal to voters seeking change in city leadership, their presence in the race could divide that vote, potentially benefiting the incumbent. On the other hand, if either challenger succeeds in consolidating the “change” vote, the race could tighten considerably. Perhaps there is a conversation to be had between Loomis and Cooper.

Campaign narratives will also matter. Issues such as property taxes, housing development, infrastructure spending, and the broader economic trajectory of Hamilton are likely to dominate debate. Voters will be listening carefully for who offers not only criticism of the status quo but credible solutions.

For now, the contours of the race are only beginning to emerge. But if the contest does indeed take shape as a three-way battle between Andrea Horwath, Keanin Loomis, and Rob Cooper, Hamilton voters may find themselves choosing between three distinct governing philosophies: the stability of incumbency, the promise of business-driven leadership, and a call for structural reform within City Hall.

One thing already seems certain — if these three names anchor the race, Hamilton’s next mayoral campaign is unlikely to lack for contrast.

Learning from history.....

Looking at the 2022 Hamilton mayoral election geographically helps explain why the race between

Andrea Horwath, Keanin Loomis, and potentially other contenders was closer than many expected. The vote patterns in Hamilton tend to follow three broad political regions: the Lower City (old Hamilton core), the Mountain, and the suburban communities such as Stoney Creek, Ancaster, Dundas, and Flamborough.

Lower City (Downtown and Central Hamilton)

Andrea Horwath performed extremely well in the lower city wards. Areas such as Wards 2 and 3 — the downtown core, the North End, and parts of east Hamilton — are traditionally more progressive and union-friendly. Horwath’s long history as the local MPP for Hamilton Centre gave her strong name recognition and organizational support here. These neighbourhoods produced some of her most decisive margins. This base was critical to her victory.

Hamilton Mountain

The Mountain was more competitive. Many voters there were receptive to Keanin Loomis’s message about economic growth, fiscal management, and bringing a business mindset to city hall. Loomis ran strongly in several Mountain polling areas, narrowing Horwath’s advantage. However, Horwath still held enough support across the Mountain to prevent Loomis from turning it into a decisive base.

Suburban Hamilton (Ancaster, Dundas, Flamborough, Stoney Creek)

These areas were the most fragmented. Bob Bratina performed particularly well here, especially in parts of Stoney Creek and east Hamilton where he had historic support from his time as mayor and MP. In Ancaster, Dundas, and parts of Flamborough, Loomis also found a receptive audience among voters looking for a more business-focused approach to city governance.

Horwath’s victory was built on three pillars:

1. A dominant vote in the lower city.

2. Competitive performance on the Mountain.

3. A divided suburban vote between Loomis and Bratina.

What this means for a future race

If a future mayoral contest features Andrea Horwath, Keanin Loomis, and Rob Cooper, the geography could shift in important ways. First, Bob Bratina’s former voters become the most important political free agents in the city. Many of those voters lean more fiscally conservative and could gravitate toward Loomis or Cooper depending on campaign messaging.

Second, Cooper — as a current city councillor — could potentially pull support from suburban or east-end voters who want a mayor with council experience but who are not aligned with Horwath’s political background.

Third, Horwath will likely continue to dominate the lower city unless another candidate successfully breaks into that base.

In short, the next Hamilton mayoral race could hinge less on Horwath’s traditional support and more on who captures the voters that previously backed Bratina and the suburban electorate. If those voters consolidate behind a single challenger, the race becomes highly competitive. If they split again, Horwath could once more benefit from a divided opposition.

Horwath Declines Hamiltonian Interview

noreply@blogger.com (Unknown) — Mon, 09 Mar 2026 19:08:00 +0000

In keeping with our ongoing series of interviews with declared and prospective contenders for Mayor of Hamilton, and consistent with the discussions we have already published with Rob Cooper http://www.thehamiltonian.net/2026/03/with-mayoral-contender-rob-cooper.html and Keanin Loomis http://www.thehamiltonian.net/2026/03/with-mayoral-contender-keanin-loomis.html, The Hamiltonian has extended the same invitation to Mayor Andrea Horwath to participate in this series.

In the interest of fairness, balance, and neutrality, we reached out to Mayor Horwath to offer her the opportunity to respond to the same line of inquiry presented to other mayoral contenders. We posed the following questions:

1. Your first term has included navigating complex issues such as housing affordability, economic development, and labour disruptions. Which of these do you feel remains unfinished business that motivates you to consider another run? What issue do you believe you have made significant positive progress on?

2. Several potential challengers have begun positioning themselves as alternatives to the current leadership. For example, Mr. Loomis and Mr. Cooper. What would you say distinguishes your vision for Hamilton from those who may seek the office and what makes you the best choice?

3. Some critics argue that City Hall can still feel divided on key issues. How would you work in a second term to build stronger consensus among council members and the broader community?

4. What would success look like for Hamilton by the end of a second Andrea Horwath term? In other words, what changes would you hope residents would clearly see or feel in their daily lives

5. What would you say to Hamiltonians who are still undecided about whether the city needs continuity in leadership or a new direction?

The Mayor declined the opportunity to answer these questions, giving no reason.

The Hamiltonian will continue to provide fair and even coverage as things proceed and we will continue to reach out to the Mayor at the appropriate times.

With Mayoral Contender, Rob Cooper

noreply@blogger.com (Unknown) — Fri, 06 Mar 2026 00:26:00 +0000

Councillor Rob Cooper, who was elected to Ward 8 in a recent byelection and has since announced his intention to seek the mayor’s office, joins the growing field that includes incumbent Mayor Andrea Horwath and former chamber executive Keanin Loomis.

Cooper has framed his campaign around affordability, fiscal discipline, and what he describes as the need to run City Hall with stronger business practices. In the following interview, we asked Councillor Cooper to elaborate on his motivations for running, the ideas behind his approach to governing, and how he believes he distinguishes himself in what is shaping up to be a closely watched mayoral contest.

What follows is our conversation with Rob Cooper.

You are running against an incumbent mayor with extensive political experience and a recent near victor in Mr. Loomis who presents himself as an executive outsider. Some observers suggest your bid may be premature given your relatively short tenure on council. How do you respond to those who question whether this is the right timing for you to seek the mayor’s office?

I ran on real change in Hamilton. When I joined City Council, I discovered that the ability to change the direction of the city largely resides with the mayor, for better or worse.

Over the last four years, the city has increased taxes by 23 percent, and every meaningful benchmark at the city has gotten worse.

Hamilton is a multibillion-dollar city. Mayor Horwath has never run a multibillion-dollar organization, and neither has Mr. Loomis. The learning curve for them has been, and would continue to be, steep. Every $13 million mistake represents roughly a one percent tax increase for every taxpayer in Hamilton. There have been a lot of $13 million mistakes.

Hamiltonians expect better.

The difference is that I have spent my career successfully transforming complex multibillion-dollar organizations and have the experience to deliver real change for the City of Hamilton. Both of the other candidates are learning on the job. As Hamiltonians have discovered over the last four years under Ms. Horwath, that is a very expensive approach.

I am running for mayor because Hamilton needs experienced leadership right now to transform the city and unlock its potential to be the economic engine of Canada.

You have stated that Hamilton must be run like a multibillion-dollar business — a phrase frequently used in politics. On Day One of a Cooper administration, what specific operational or governance changes would demonstrate that this is more than rhetoric? What would residents tangibly see or experience differently?

For me, that begins immediately with the 2027 budget.

On day one, residents would see a shift toward a budget that is tied to outcomes and service levels that matter to them. Too often, municipal budgets focus on spending rather than results that matter to residents.

Running the city like a business means asking clear questions. What services do residents expect? What outcomes are we trying to achieve? And are we delivering results that make people’s lives better?

It also means strengthening accountability. Departments should be measured against clear performance metrics, just like in any major organization. Residents will be able to see where their tax dollars are going and what they are getting in return.

Hamiltonians can expect to experience a city that is more responsive, more transparent, and more disciplined with public money.

You have indicated that you see no need to expand the municipal workforce. In light of population growth, infrastructure renewal demands, development approvals, and public safety concerns, where do you believe current staffing levels are misaligned with performance expectations?

This is not about simply adding more bodies to the system. It is about making sure the system works effectively and that we are delivering real outcomes that matter to Hamiltonians.

We will use technology and process improvements to dramatically improve service delivery. We need to make better use of those tools and ensure that staffing is aligned with performance and service expectations.

My approach would be thoughtful and innovative. Instead of automatically expanding the workforce, we should focus on redesigning processes, using technology, and ensuring the right people are in the right roles to deliver results for residents.

You have described your professional history as one of “rescuing organizations.” Municipal governments, however, function within statutory mandates, collective agreements, and provincial oversight. In what areas can a turnaround model realistically be applied — and where do you acknowledge its limits?

Throughout my career, organizations have brought me in to help them transform, whether by improving performance or recovering from difficult situations. I believe strongly that if you are going to lead transformation, you need both experience and knowledge to support it. It cannot be about learning on the job.

I have extensive educational training and 13 professional designations and degrees, including an MBA and Chartered Professional Accountant (CPA), and have completed executive programs at institutions such as McMaster University, Harvard Business School, Stanford University Graduate School of Business, INSEAD, and London Business School. Credibility matters when you are leading an organization through change.

At Stelco, I served as Vice President of Strategic Initiatives and Vice President of Finance and Treasurer. I reworked the company’s financial plan in order to protect jobs. When the company faced bankruptcy protection, I raised half a billion dollars from investors in New York, Boston, and Toronto in under 30 days. That helped protect workers’ pensions and stabilize the company.

At TD, I worked on regulatory and capital risk disclosure under Basel standards. That work led to identifying products that had no viable market. Those products were removed, and when the financial crisis hit, TD was the only bank in Canada without write-offs.

At McMaster University, while serving as Chief Strategy Officer, Chief Internal Auditor, and Chief Risk Officer, I helped launch sustainability initiatives that gave students experiential learning opportunities. That program eventually became a four-level minor degree and saved both $10 million and 30 million kilograms of carbon while helping make McMaster one of the leading universities in sustainability.

The lesson from all of these experiences is that transformation comes from aligning strategy, finances, and outcomes. That approach absolutely applies to municipal government, especially when it comes to budgeting, service delivery, and long-term planning.

With Mayor Horwath presenting continuity and experience, and Mr. Loomis offering executive-sector credentials, what is the singular defining distinction that positions you not merely as an additional option, but as the strongest alternative to lead Hamilton at this moment?

The defining difference is experience.

I bring both the credentials and the real-world executive leadership experience required to run a complex, multibillion-dollar organization.

As we have seen over the last four years, it is a very expensive approach for taxpayers to pay for someone to learn on the job and how to manage an organization of this scale.

Beyond that, I have a clear vision for Hamilton’s potential.

Hamilton has extraordinary strengths. We have the port, the airport, strong manufacturing, skilled trades, and one of the most productive agricultural regions in the country. Few cities have this combination.

Hamilton has the potential to become the economic engine of Canada.

I have lived here my entire life. I experience the same frustrations that many Hamiltonians feel about how the city is run. That is exactly why I am running.

Hamilton can do better. I believe Hamilton is capable of much more, and I am ready to lead the change needed to make that happen.

Thank-you Rob for engaging with Hamiltonians on The Hamiltonian!

With Mayoral Contender, Keanin Loomis

noreply@blogger.com (Unknown) — Wed, 04 Mar 2026 19:00:00 +0000

In the previous mayoral race, Keanin Loomis gave Andrea Horwath a strong challenge, securing 46,326 votes to Horwath’s 59,544 in the contest for Mayor of the City of Hamilton. The result sent a clear message: Loomis was widely viewed as a credible contender and came within striking distance of the mayor’s chair.Now, Loomis has once again declared his intention to run for mayor. This time, however, he enters the race with the advantage of prior campaign experience and an established base of support on which to build. With that in mind, we reached out to Mr. Loomis to discuss his decision to run again and the vision he has for Hamilton. What follows is our conversation with Keanin Loomis.

You previously ran for Mayor after what you described as significant reflection and discernment. As you prepare for another campaign, which of your original motivations remain unchanged? Have new considerations — personal, political, or civic — influenced your decision to run again? What specifically has crystallized for you between then and now?

My desire to lead this city certainly has not changed. I’m running for mayor because I love this city and I believe deeply in its potential. In 2022, I ran a positive campaign rooted in listening, honesty, and real connection with people — and I plan to do a lot of the same this time.

Over the past few years, my work has taken me across Ontario and Canada, leading organizations, navigating complex challenges, and advocating for industries that matter to communities like ours. Those experiences gave me further perspective on what effective leadership looks like when it’s focused on execution and results.

What has crystallized for me is that Hamilton’s potential is endless. We have the talent, the institutions, and the community spirit to thrive. What is missing is the leadership that pulls it all together. To me, leadership is about service. And the call to serve now rings louder than ever.

The political landscape is different in 2026. Assuming Mayor Andrea Horwath seeks re-election, you would be challenging an incumbent who can point to a governing record and executive experience. How do you intend to contrast your candidacy with that of a sitting mayor? In practical terms, what do you offer that compensates for not having held the office?

I’m going to let the Mayor’s track record speak for itself. Voters can judge the past — I’m focused on what comes next.

I believe not being a career politician is an asset. First, I don’t bring any baggage or partisanship to the role - which, as we’ve seen over the last four years, is a huge impediment to forming productive relationships, both on council and with the provincial and federal governments.

I bring to the Mayor’s Office real-world executive and board experience, delivering results at the highest levels of Ontario and Canada’s economy — building coalitions, managing crises, and advocating for Canadian steel during global instability. That means I know how to work across governments, how to make the case for Hamilton, and how to secure results.

For me, the Mayor’s office is not a retirement plan, a backup plan, or a stepping stone. I have a lot more career ahead of me. But right now, I want to serve and help get City Hall working again.

In your announcement video, you referenced a 2022 conversation about what leadership in Hamilton could look like — leadership that listens, unites, and delivers results. By invoking that contrast, are you suggesting that City Hall is currently falling short in one or more of those areas? If so, where specifically? If not, how should voters interpret that framing?

When I talk about leadership that listens, unites, and delivers, I’m reflecting what I hear from Hamiltonians.

Many residents don’t feel heard. They don’t feel the services they receive match what they’re paying in tax dollars. And they don’t feel the city is moving forward with urgency.

We’ve seen what happens when engagement breaks down — whether it’s the Stoney Creek parking lot situation or the Barton Tiffany shelter project. In both cases, better listening, transparency, and accountability could have prevented division and frustration.

My approach will put people before politics. That means meaningful engagement before decisions are finalized, collaboration with council rather than conflict, and taking responsibility when mistakes are made. Rebuilding trust is foundational to getting this city moving again.

You have stated that leadership must provide vision, unite people, and translate plans into progress. Those are aspirational principles. What concrete policy shifts, governance reforms, or performance benchmarks would Hamiltonians see under a Loomis administration that would demonstrate those principles in action?

Just like in 2022, Hamiltonians will receive a detailed, fully developed platform shaped by conversations with residents, subject-matter experts, and people from across the political spectrum. It will clearly outline how we set a shared vision, unite the city, and move forward with purpose.

But those principles won’t remain abstract — they will translate into concrete action including things like defined service standards and timelines, stronger financial oversight with transparent reporting, and clear performance benchmarks for staff tied directly to outcomes.

The need to address our crumbling infrastructure (Fix the Damn Roads!), support affordable housing and address the homelessness crisis is more acute than four years ago. But to be able to tackle any of these challenges, we need to have an effective and accountable City Hall.

Under my leadership, progress will be measurable, visible in people’s daily lives, and consistently reported to the public. When I know, the public will know.

You have said that Hamilton “deserves better.” That is a strong statement. In which specific domains — fiscal management, housing, infrastructure, public safety, economic development, transparency, or otherwise — do you believe the city is underperforming? What measurable outcomes would define “better” under your leadership?

When I say Hamilton deserves better, I’m talking about measurable outcomes that impact the day-to-day lives of Hamiltonians. I do believe residents feel the city is underperforming. Residents are paying more but don’t feel they’re getting better results.

Hamilton has such a significant history and so many larger-than-life names that represented this city municipally, provincially and federally. They had clout and they helped build this city, which in-turn helped build this country. Even after our post-industrial challenges, everyone still talks of Hamilton’s potential, but we deserve the leadership to match.

“Better” under my leadership means young families can afford to stay, seniors feel safe and secure, taxpayers see value for their dollars, trust in local government begins to be restored and kids like mine, if they want to stay, can see their futures in Hamilton.

Thank-you Keanin for engaging with Hamiltonians via The Hamiltonian!

The House of Horwath- Back in the Spotlight

noreply@blogger.com (Unknown) — Wed, 04 Mar 2026 06:27:00 +0000

Integrity complaints, court filings, and unanswered questions continue to place Hamilton’s mayor under scrutiny.What began as a private property dispute has evolved into a public governance issue that Hamiltonians are watching closely.

The controversy surrounding a residential property owned by Hamilton Mayor Andrea Horwath on West Avenue North continues to generate questions about municipal process, transparency, and the optics of leadership.

The property — occupied by Horwath’s former common-law partner — first came to public attention after an engineering report commissioned by the mayor concluded the structure was unsafe and recommended it be vacated and demolished. The City of Hamilton subsequently issued an emergency order to vacate and demolish the house.

However, the situation quickly became more complicated.

A Superior Court judge later invalidated the city’s emergency demolition order, citing procedural concerns and the fact that the city relied heavily on the privately commissioned engineering report rather than conducting its own independent inspection before issuing the order.

A second engineering review later suggested the house could potentially be stabilized rather than demolished. In response, city crews were dispatched to perform emergency stabilization work. Under municipal procedure, the cost of such work can ultimately be added to the property owner’s tax bill.

The issue did not end there.

Mayor Horwath has since taken the City of Hamilton to court, challenging the property standards order and seeking permission to demolish the structure. Court filings reportedly argue that the cost of repairs — estimated to exceed six figures — would be financially unreasonable compared to demolition.

Meanwhile, the city’s Integrity Commissioner has confirmed that several complaints have been filed relating to the matter. The nature of those complaints has not been publicly disclosed, and investigations by the commissioner remain confidential until a report is completed.

At this stage, no finding of wrongdoing has been made. But the political dimension of the situation is unavoidable.

Municipal leaders frequently debate issues surrounding landlord responsibilities, housing standards, tenant protections, and property enforcement. Mayor Horwath herself has long been associated with strong tenant-protection positions during both her provincial and municipal political career.

That context inevitably raises questions when a dispute involving one of her own properties becomes entangled with city enforcement processes.

In municipal politics, the appearance of fairness can matter almost as much as fairness itself. The mayor has largely refrained from discussing the details publicly, citing ongoing legal proceedings. From a legal perspective that is understandable. From a civic perspective, however, limited public explanation can allow speculation to fill the gap.

The issue for many Hamilton residents is not simply the condition of one house on West Avenue North.

Rather, the broader concern is whether the systems of municipal enforcement operate consistently — regardless of who owns the property involved.

Hamiltonians reasonably expect that the same standards apply to everyone, from first-time homeowners to the mayor herself.

The Hamiltonian is not suggesting that the Mayor intervened, pulled strings, or otherwise improperly influenced staff. At this stage, there is no evidence to support such a conclusion. As a matter of principle, we believe it is important to avoid speculation or allegations of impropriety unless they are supported by credible evidence.

The courts will ultimately determine the legal questions surrounding the demolition order and property standards enforcement. The Integrity Commissioner will determine whether any ethical concerns exist.

Until those processes are complete, however, the matter remains both a legal story and a political one..

Then There Were Three

noreply@blogger.com (Unknown) — Mon, 02 Mar 2026 16:29:00 +0000

Ward 8 Councillor Rob Cooper has announced his intention to run for Mayor of Hamilton. That makes it three so far : Horwath, Loomis and Cooper. Stay tuned.....

Hamilton City Council (version 135)- The Good, the Bad and the Ugly

noreply@blogger.com (Unknown) — Sat, 28 Feb 2026 19:20:00 +0000

While it is still relatively early, Hamiltonians may soon be turning their minds to evaluating city council, particularly as we approach a municipal election.

Since the current term began after the 2022 election (Council took office November 15, 2022, with an inaugural meeting on November 16, 2022), Hamilton’s governing record is best described as pragmatic on budgets, active on housing programs, and uneven on governance and crisis-management. The Andrea Horwath administration has repeatedly framed affordability as a “hold-the-line” priority, culminating in a 3.87% residential tax increase in the 2026 budget alongside $42.6M in operational savings/efficiencies identified by staff. Yet two defining files—the 2024 cyberattack and the encampment enforcement reversal—exposed real limits: service disruption, large unplanned costs, and polarized public trust. A failure to disclose the costs of the Water Workers' strike, did not help either.

The Good

Council, under a mayor with a clear affordability brand, ultimately delivered moderating tax decisions relative to earlier “sticker-shock” projections—most notably in 2026, with a 3.87% residential increase, paired with a large, explicit efficiencies target and a still-substantial capital/infrastructure program ($622M, including roads, transit assets, and facilities). This matters for voters because it shows a governing coalition capable of closing a budget without continuous procedural breakdown (even as big pressures—housing, inflation, aging assets—persist).

On housing, the term produced concrete program architecture, not just rhetoric: Hamilton secured a three‑year Housing Accelerator Fund allocation (stated as $23.5M annually for three years) tied to incentives and a net-new unit target, and Council created/used a “Housing Secretariat” structure to push cross‑departmental delivery. The City also announced municipal investments supporting affordable/supportive housing pipelines (e.g., an eight‑project package tied to ~1,200 units over three years, with 2025 funding combined with surplus from 2024).

On transit and climate-adjacent mobility, ridership recovery is a genuine bright spot: after 19.1M riders in 2023, HSR surpassed pre‑pandemic levels with 21.84M in 2024 (a 14.5% increase over 2023), alongside documented progress on active transportation build‑out (e.g., 13.6 km of bike lanes added in 2024; annual climate reporting tracked tree planting and other initiatives). The City also described its climate planning as moving toward a “faster and bolder” approach (including discussion of accelerating net‑zero targets), reflecting a political willingness to formally revisit ambition, even if implementation remains the hard part.

The Bad

A fair critique is that the term’s management capacity has been periodically overwhelmed, and residents experienced that directly. The February 25, 2024 cyberattack disrupted major systems and services; even with containment and recovery work, it exposed gaps (including multi‑factor authentication compliance issues reported later) and slowed normal reporting rhythms. In budget/accountability terms, City reporting itself notes routine variance reporting was paused after the cyber incident, weakening the public’s ability to track “in‑year” financial performance the way they otherwise could.

On major projects, Council’s role is partly constrained by provincial agencies, but voters still feel the consequences of slippage. The Hamilton LRT file remains emblematic: Metrolinx describes procurement/enabling works as underway, and the line is consistently marketed as transformational—yet it is not in service, and timelines remain a live political vulnerability for any City Hall leadership claiming “city‑building” success.

Housing supply results, meanwhile, are volatile: City economic development reporting (from CMHC) shows a sharp drop in housing starts in 2024 (1,481) from the stronger 2021–2023 period (each year exceeding 3,300), with a partial rebound in 2025 (2,577). That pattern undercuts any simplistic “Council fixed housing” narrative; municipal tools can accelerate—but cannot fully override—financing conditions, labour constraints, and provincial/federal policy shifts.

The Ugly

Three files dominate the “ugly” category because they combine high emotion, high cost, and long‑tail trust damage.

First, the cyberattack’s financial and governance aftermath: the City reported $18.3M spent through June 30, 2025 on response/recovery/expert support, confirmed it did not pay the ransom, and confirmed its insurer denied coverage based on policy terms (with third‑party legal review supporting the denial). Even if rebuilding improves long‑term resilience, voters are left with a core question: why wasn’t the City already compliant with required security controls when the risk environment was well-known?

Second, homelessness/encampments. Council rescinded the encampment protocol effective March 6, 2025 and returned to parks by‑law enforcement after litigation and a court decision; enforcement actions then became a defining public‑space flashpoint. This is “ugly” not because enforcement is inherently illegitimate, but because the file forces a painful trade‑off between Charter‑framed human need and shared public space, while revealing the limits of municipal shelter/housing capacity.

Governance scandals were not dominated by corruption—but by conduct and trust erosion. Integrity‑related findings and reporting included code‑of‑conduct rulings involving councillor behaviour toward staff/community members,, and an Integrity Commissioner report finding a councillor failed to disclose a non‑disqualifying interest related to encampment litigation counsel. While these are not “cash‑for‑access” scandals, they matter: procedural integrity and respect for institutions are foundational to competent service delivery.

Third, the disastrous way mini cabins were handled was also a stain on the city and its politicians.

Voter takeaways

If your top issue is tax stability + core services, this Council’s strongest argument is the 2026 “hold-the-line” budget framing plus identified efficiencies, while still funding large infrastructure renewal.

If your top issue is housing, look past announcements: starts fell sharply in 2024 and rebounded in 2025; ask each candidate what they will do to stabilize approvals, land readiness, and affordable delivery in down markets.

If your top issue is transit/climate, ridership recovery is real and measurable, but the LRT remains unfinished; press candidates on timelines, corridor disruption plans, and operating funding.

If your top issue is governance, the cyber file and multiple conduct rulings, as well as the way mini cabins were handled. suggest the next term must prioritize operational accountability, respectful decision‑making, and transparent reporting.

If your top issue is homelessness and public space, demand clarity: what is the plan to reduce encampments through shelter, supportive housing, and health responses—beyond enforcement cycles?

If your top issue is transparency, ask why Hamiltonians still have not been told how much the water workers strike cost taxpayers.

A Council that can pass budgets and build programs—but must prove, before the next election, that it can also prevent “system shocks” (cyber, homelessness) from turning into avoidable trust crises.

Horwath vs. Loomis Round 2, or something else entirely?

noreply@blogger.com (Unknown) — Thu, 26 Feb 2026 00:59:00 +0000

With Keanin Loomis having declared his intention to once again seek the office of Mayor of Hamilton, residents will inevitably begin to consider what a second contest between Loomis and incumbent Mayor Andrea Horwath might look like — assuming Mayor Horwath chooses to run.

The dynamics of a potential rematch would differ significantly from their previous encounter. Horwath would enter the race as the sitting mayor, able to point to an established record in office, budget decisions, council leadership, and the exercise of strong-mayor authorities. Loomis, by contrast, would bring forward his background as a private-sector executive, positioning himself as an alternative grounded in business leadership and organizational management.

Should the contest narrow to Horwath versus Loomis — and it must be emphasized that leadership in Hamilton is not confined to these two individuals — several considerations would likely shape the debate and voter calculus.

At its core, this race would likely be framed as experience in public office versus executive leadership from outside City Hall.

Andrea Horwath, governs from a social-democratic policy framework rooted in affordability, public services, housing expansion, and municipal advocacy. Her 2026 budget messaging has emphasized “hold-the-line” discipline while protecting core services, infrastructure investment, paramedics, housing supports, and community safety. Horwath’s strength lies in her political experience, name recognition, union relationships, and deep understanding of and now experience with, the legislative process under Ontario’s strong-mayor system.

However, vulnerabilities remain. Property tax pressures, infrastructure backlogs, public frustration over encampments, downtown safety, and municipal efficiency debates present openings for a challenger. Critics argue that while messaging stresses affordability, tax increases remain significant for homeowners already under strain.

Keanin Loomis, known for his role at the Hamilton Chamber of Commerce, could position himself as a pragmatic, pro-growth, business-focused alternative. His base appeal may center on economic development, fiscal restraint, regulatory reform, and accelerating approvals for housing and commercial projects. Loomis can campaign as someone not shaped by partisan provincial politics and not embedded in long-standing council dynamics.

His potential strength lies in private-sector credibility and appeal to business owners, developers, and voters concerned about taxes and economic competitiveness. He could frame the race around efficiency, accountability, and measurable outcomes.

Yet Loomis faces challenges. He has never held elected office. Translating boardroom leadership into retail politics is not automatic. He would need to continue to build name recognition and reassure voters that pro-growth policies would not undermine social supports or environmental protections. Opponents may attempt to brand him as representing corporate interests over neighbourhood concerns.

Strategically, Horwath’s campaign would likely emphasize stability, experience, and protecting services in uncertain economic times. Loomis’s campaign would likely stress change, performance metrics, and restoring fiscal confidence.

Key battleground issues would include: tax rates versus service levels; housing supply and development approvals; encampment policy and downtown revitalization; infrastructure financing; and Hamilton’s competitiveness relative to other Ontario municipalities.

Debate dynamics could be sharp. Horwath would bring legislative fluency and political combat experience. Loomis would aim for executive-style clarity and business language centered on results.

Ultimately, this contest would ask Hamilton voters a fundamental question: Do they want continuity anchored in public-sector governance experience, or a recalibration?

If Loomis consolidates the “change” vote and Horwath maintains progressive and labour support, turnout and suburban versus urban alignment could determine the outcome.

Having said that, it is still early days and anything or anyone can happen.

Loomis Intends to Run for Mayor of Hamilton

noreply@blogger.com (Unknown) — Wed, 25 Feb 2026 17:34:00 +0000

In a recent Facebook post, Keanin Loomis has declared his intent to once again run for Mayor of the City of Hamilton.

Link to his Facebook announcement is here

On the Budget- The Hamiltonian's View

noreply@blogger.com (Unknown) — Tue, 24 Feb 2026 22:20:00 +0000

The City of Hamilton has formally adopted its 2026 Tax Budget, positioning it as a disciplined, affordability-focused plan that balances fiscal restraint with continued investment in essential services and infrastructure. Led by Mayor Andrea Horwath and City Manager Marnie Cluckie, the budget reflects a “hold-the-line” approach within the framework of the Ontario Municipal Act and the City’s strong-mayor governance structure.

At its core, the budget’s principal strength is predictability. A 3.87 percent residential tax increase—approximately $209 annually on a home assessed at $387,100—lands below the Mayor’s stated ceiling and is presented as comparable to peer municipalities. In an environment of inflation, elevated borrowing costs, and aging infrastructure, maintaining a sub-4 percent increase signals fiscal discipline. The identification of $42.6 million in operational savings through a line-by-line departmental review further reinforces the administration’s narrative of internal restraint before external taxation.

Substantively, the budget protects core service areas. Continued investment in roads, sidewalks, transit, and emergency services reflects a commitment to maintaining service reliability. The addition of ten paramedics responds directly to call-volume pressures. Significant capital allocations—$622 million overall, including $116.3 million for transit and $106.1 million for road and sidewalk maintenance—address infrastructure lifecycle obligations that municipalities cannot defer without compounding long-term costs.

The affordability measures are also noteworthy. Reduced childcare fees to $22 per day provide tangible relief to working families. Property tax deferrals for seniors and low-income residents, increased recreation assistance funding, and housing stability investments signal targeted social policy interventions embedded within the tax plan. The $209 million allocated toward affordable housing and homelessness supports demonstrates that the City is continuing to treat housing as both a social and economic priority.

The budget also shows strategic economic intent. Investments in brownfield remediation, commercial revitalization, procurement policy updates favoring local suppliers, and the launch of a 2026 Year of Music initiative suggest a broader economic development and placemaking strategy. These measures aim

to diversify the tax base and stimulate long-term growth.

However, several weaknesses and areas of concern merit attention.

First, while the tax increase is framed as modest, it compounds over successive years. For residents already facing high utility, insurance, and mortgage costs, even a sub-4 percent increase adds cumulative pressure. The comparison to “other Ontario municipalities” is referenced but not substantiated with detailed benchmarking in the release.

Second, the $42.6 million in operational efficiencies, though substantial, lacks specificity. Without clearer disclosure on where reductions were achieved—staffing, service redesign, deferred expenditures, or procurement reform—residents cannot fully assess sustainability. Efficiency savings that rely heavily on deferrals or temporary measures may re-emerge as pressures in future budgets.

Third, capital spending is robust, but financing mechanisms are not detailed in this summary. Large infrastructure commitments raise legitimate questions about debt levels, reserve fund sustainability, and long-term fiscal flexibility. Transparency regarding borrowing ratios and asset management forecasts would strengthen public confidence.

Fourth, while public engagement is described as the “most comprehensive to date,” the release does not indicate how feedback altered outcomes. Process transparency is as important as participation volume.

In total, Hamilton’s 2026 Tax Budget demonstrates fiscal caution combined with strategic investment. It succeeds in maintaining service continuity and addressing key social priorities without breaching the Mayor’s affordability target. Yet long-term sustainability will depend on transparent reporting of efficiency measures, careful debt management, and measurable performance outcomes. The budget offers stability for 2026; its enduring success will be judged by execution and fiscal resilience in the years ahead

The Hamiltonian.

Media Release:City of Hamilton adopts 2026 Tax Budget focused on affordability and protecting critical services

noreply@blogger.com (Unknown) — Tue, 24 Feb 2026 22:15:00 +0000

Balanced plan maintains core services, invests in infrastructure, strengthens community safety and supports Hamiltonians

HAMILTON, ON – The City of Hamilton has adopted the 2026 Tax Budget, a balanced and disciplined financial plan that protects the services residents rely on every day, invests in critical infrastructure and supports community safety, while keeping affordability top of mind for Hamiltonians.

“With costs continuing to rise, Hamiltonians are feeling real financial pressure, and that reality shaped every decision in this budget,” said Mayor Andrea Horwath. “From the beginning, I set a clear ‘hold-the-line’ direction: protect essential services, invest responsibly in infrastructure and community safety, and keep affordability front and center. This budget delivers on that commitment. It remains below the maximum target I set, includes savings from operational efficiencies, and strengthens the services Hamiltonians rely on every day - from paramedics and housing supports to roads, transit and childcare.”

Mayor Horwath added, “Council worked through the process set out in the Ontario Municipal Act, brought forward and voted on amendments which I have not vetoed so that we can move forward together with certainty and stability. This is a disciplined and balanced plan that responds to today’s affordability pressures while positioning Hamilton for long-term success.”

The adopted budget includes a 3.87 per cent residential tax increase, representing approximately $209 annually for the average residential home assessed at $387,100. This tax increase is comparable to several other Ontario municipalities that deliver the same programs and services as the City. The plan remains below the Mayor’s “hold-the-line” target and reflects careful prioritization to manage rising costs while protecting core services and supporting long-term financial sustainability.

City Manager Marnie Cluckie emphasized the operational discipline behind the plan. “Hamilton continues to face inflationary pressures, rising service demand and aging infrastructure,” said Cluckie. “Through a detailed, line-by-line review across departments, staff identified $42.6 million in operational savings and efficiencies in response to the affordability challenges the community is facing, while protecting core service levels and strengthening reliability. This budget carefully aligns resources with Council’s direction and community priorities, ensuring residents continue to receive the services they depend on. The result is a disciplined and sustainable financial plan that delivers value for residents.”

2026 Budget Highlights:

Protecting affordability and essential city services

The 2026 Budget protects the services residents rely on — including roads, transit, emergency services, parks and community facilities — while managing costs and investing responsibly in infrastructure and local jobs. It also includes practical supports for residents and families.

Some measures include:Reduced childcare fees to $22/day, generating average annual savings of $10,640 per child for Hamilton families — easing financial pressure and supporting workforce participation.
Continued property tax subsidies and deferral programs for seniors and low-income residents to help manage affordability pressures for those most impacted by rising costs.
Increased recreation assistance program funding (7 per cent increase) and operating grants for operators (2 per cent increase), helping families access community programs and stay active.

Investing in infrastructure

The budget includes $622 million in infrastructure investment to maintain and renew the assets that keep Hamilton moving and growing.

Some measures include:Maintaining 6,500 lane km of roads, 2,500 lane km of sidewalks, bridges and street lighting — keeping neighbourhoods safe and accessible ($106.1 million).
Continued investment in growth-enabling roads projects ($17.4 million). Examples include Arvin Avenue (McNeilly Road to Lewis Road), Garner Road (Highway 6 to Glancaster Road) and Fletcher Road (Binbrook Road to Enbridge Corridor).
Transit investments supporting new and replacement buses, facility improvements and reliable service for work, school and daily life ($116.3 million).
Investments in the upkeep and renewal of Hamilton Public Library facilities and two new electric Bookmobiles, and maintaining safe spaces to support learning, connection and library programming across Hamilton ($3.2 million).

Strengthening community well-being and safety

The 2026 Budget enhances frontline services and supports vulnerable residents.

Some measures include:Ten additional paramedics to respond to growing emergency call volumes, improving response times; and continued investment in emergency facilities — including the Waterdown Fire/Police Station, Paramedic Central Reporting Station, and equipment and vehicle upgrades — strengthening long-term public safety capacity ($63.8 million).
Continued investment in long-term care through the Macassa Lodge redevelopment, improving living spaces and care for residents ($21.1 million).
Continued funding for affordable housing, housing stability and homelessness supports, expanding access to safe and secure housing ($209 million).

Supporting economic growth, arts and local jobs

The 2026 Budget continues targeted investments that strengthen Hamilton’s economy, local job creation, business growth and creative sector.

Some measures include:Grants and incentives to support commercial district revitalization, attracting office tenants, new housing development, heritage conservation, and remediating brownfields across Hamilton ($3.8 million).
Economic Development initiatives to accelerate projects that create a diversified, sustainable economic base for the City of Hamilton ($3 million).
Updates to the City’s procurement policy to expand opportunities for local and Canadian suppliers, supporting domestic businesses and strengthening supply chain resilience and local economic growth.
Investment in Hamilton’s cultural sector, including upkeep of eight City museums and 39 heritage-designated buildings ($4.1 million) and the launch of the 2026 Year of Music initiative supporting local artists and venues ($250,000).

Community spaces, parks and recreation

Continued investment in parks and recreation amenities will support healthy, active lifestyles and vibrant neighbourhoods across Hamilton.

Some measures include:Recreation facility upgrades, such as the Waterdown Pool and Recreation Centre ($4.5 million), Victoria Park Outdoor Pool ($750,000) and Chedoke Twin Pad Renewal ($700,000).
Planning and design for future recreation redevelopment and growth, including the Glanbrook Recreation Centre.
Continued parkland acquisition, park development, and soil remediation — protecting green space and expanding access to community spaces for current and future generations ($33.9 million).

Improving service delivery and efficiencies

Investments will strengthen service delivery while ensuring public funds are used effectively.

Some measures include:Technology and system upgrades across 21 projects, including improvements to online permitting, service request tracking, digital payments and cybersecurity protections — giving residents better access to services and greater transparency.
$42.6 million in operational savings and efficiencies in City Departments, helping manage cost pressures while protecting service levels.

About Hamilton’s 2026 budget process

The 2026 budget was informed by the City’s most comprehensive public engagement effort to date, including in-person and virtual sessions, online tools and public feedback opportunities.

The adopted 2026 Budget reflects Council’s amendments and aligns with the City’s strategic priorities and long-term financial framework.

Together, these investments respond to affordability pressures today while supporting sustainable service delivery into the future.

Residents can visit www.hamilton.ca/2026Budget for more information about the Budget and the City’s investments, including access to budget materials and helpful resources.

Additional Resources:Web page: 2026 Tax & Water (Rate) Budget
Web page: Budget 101
Budget Flow Chart