;;

Tuesday, April 7, 2026

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

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 That assumption is increasingly outdated.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.

Wednesday, April 1, 2026

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

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.

Sunday, March 29, 2026

The Mayoral Race- Looking Ahead

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



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

Wednesday, March 25, 2026

Customer Service Update

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!


Tuesday, March 24, 2026

The House of Horwath- No Preferential Treatment

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.