Focus Burlington Ward 2 Candidate Survey Results

Name: Gary Carr

Office Sought: Burlington Ward 2 Councillor

Campaign website: garycarr.ca

Email: electgarycarr@gmail.com

1. Affordability and Taxes

I am Halton Region Chair. My record at keeping taxes low is one of the best in all of Ontario. Our taxes have been at or below the rate of inflation for 20 yrs. I want to bring that record of experience to the City of Burlington.

2. Managing the City’s Finances

Under my leadership as Halton Region Chair we have maintained an AAA credit rating which is the highest and best rate. As Chair Halton Region ranks as a top municipal government with strong municipal finances and value for tax dollars. I will bring that experience to the City of Burlington.

3. Accountability and Transparency

Halton Region where I am presently Chair has a record of building consensus across diverse stakeholder groups including residents, members of council and the business community. I will continue to work with other members of council, staff and residents and busineses.

4. Improving Efficiency

I will continue my record like we have had a Halton Region with strong municipal finances, a top and best credit rating. The Region provides robust and well-documented financial plan with high quality, reliable public services. We rank as one of Canada’s top governments due to our reliable, high-quality services.

5. Growth and Infrastructure

As Chair the Region provides comprehensive and well-defined strategic plan. We have invested in 10 billion dollars in infrastructure for roads and water and waste water services. We approve operating and capital budgets and demonstrated history of good actual performance versus budgets, and will bring this experience to the City of Burlington.

6. Housing

Halton Region provides water and waste water for maintaining livable neighbourhoods. Under my leadership we have provided the reliable services to rank Halton Region as one of the top places to live. I want to do the same for Burlington.

7. Public Safety

I have been a member of the Halton Region Police Services Board. I want to continue to keep Halton Region ranked as the safest community in Canada. Halton Region has the best Police Service in all of Canada.

8. Public Engagement

I bring a collaborative and strategic leadership that brings a proven track record of building consensus and facilitating strong decision making across diverse stakeholder groups including governments, residents, members of council and the business community.

9. Strong Mayor Powers

As Halton Chair I have worked with other elected members of council to enhance the quality of life by working together to achieve our goals. I lead and will continue to lead by building consensus.

10. Respect and Civic Leadership

I am a collaborative and strategic leader that brings a proven record of building consensus and facilitating strong decision making. I have a proven record of being well liked and respected by staff and residents which is why I have been re-elected 4 times.

11. Looking Ahead

I want Burlington to be ranked as one of the top places to live due to strong municipal finances, low crimes rates, reliable public services and value for tax dollars. That is my record now as Chair of Halton Region, and I want the same for the City of Burlington.

12. Optional Question

Ward 2 in Burlington needs a strong, experienced leader with a proven record of serving the residents of Burlington.

No response

Name:   Sean Campbell 

Office Sought:  Ward 2 

Campaign Website:  seancampbell.info

Email: sean@seancampbell.info

 1. Affordability and Taxes 

Rising costs are putting real pressure on Burlington families, seniors and renters. I believe the Council has a responsibility to treat every taxpayer dollar as if it were our own.

My approach would be to analyze every line of the municipal budget, looking for efficiencies, duplication, unnecessary spending and opportunities to deliver services more effectively. Before asking residents to pay more, we should demonstrate that we have exhausted reasonable opportunities to find savings.

At the same time, we must maintain the infrastructure and essential services Burlington depends on. My decisions would be guided by three principles: affordability, accountability and long term value. I would support investments that are necessary and sustainable, while challenging spending that doesn’t provide clear value to residents.

We can’t simply cut services to keep taxes low, nor should tax increases be treated as the automatic solution. We need a disciplined, transparent approach to both sides of the equation.

2. Managing the City’s Finances 

My guiding principle would be simple –  every taxpayer dollar should deliver value to Burlington residents.

When funding is limited, I would prioritize essential services, public safety, maintaining existing infrastructure and projects that address demonstrated community needs. I would also consider the long term financial impact of every decision, not just the upfront cost.

Before reducing an important service or asking taxpayers for more, I would analyze every line of the budget for efficiencies, duplication and opportunities to deliver services differently or at lower cost.

Projects would have to demonstrate a clear benefit to residents, a sound business case and a sustainable financial plan. I believe Council’s job is not to fund everything that is requested, but to make disciplined choices about what Burlington needs most and what provides the greatest value for taxpayers.

3. Accountability and Transparency

Residents shouldn’t need a degree in municipal finance to understand how their tax dollars are being spent. I would support making the budget more transparent, accessible and easier to follow.

That means clearly showing where tax dollars go, explaining significant year over year increases, and identifying the expected cost and benefit of major projects. I would also support plain language summaries and easy to use online tools that allow residents to see how spending decisions affect their property taxes.

Most importantly, I believe residents should be able to understand not only what Council is spending, but why. If we are going to ask taxpayers for more money, we should be able to clearly demonstrate the need, the alternatives considered and the value residents will receive.

4. Improving Efficiency 

I would start with a line by line review of the municipal budget to identify duplication, outdated processes, administrative overhead and opportunities to do things more efficiently.

I would look at expanding digital services where they make sense, streamlining approvals and procurement, reviewing contracts and outside consultants, and measuring whether programs are achieving the results they were designed to deliver. I would also look for opportunities to share services or resources where that can reduce costs without affecting residents.

Technology should be used to reduce paperwork and administrative costs, not to make it harder for residents to access City services.

My goal would not be to cut services … it would be to deliver them smarter. Before reducing a service or increasing taxes, Council should be able to demonstrate that reasonable efficiencies and cost saving measures have been fully explored.

5. Growth and Infrastructure 

Growth needs to be planned, not simply accommodated after the fact. Burlington can grow while protecting the quality of life that makes our city a great place to live, but the infrastructure and transportation systems must keep pace.

I would expect new development to contribute its fair share toward the infrastructure it requires, while ensuring taxpayers aren’t left carrying costs that should reasonably be borne by growth. Before approving major developments, we need to understand their impacts on roads, traffic, transit, parks, stormwater, schools and other community infrastructure.

I would also support a balanced approach to transportation, including improving roads and traffic flow while expanding practical transit and active transportation options.

My guiding principle would be simple: growth should strengthen Burlington, not overwhelm it. We need responsible planning, transparent decisions and long term infrastructure investments that protect both existing residents and future generations.

6. Housing 

Burlington has an important role to play in improving housing affordability, but we need to do it responsibly. We should encourage a range of housing options, including more attainable ownership and rental opportunities, while ensuring new development is supported by the infrastructure and services residents need.

I support allowing appropriate housing density, particularly where it makes sense along major roads and transit corridors, while respecting the character and livability of established neighbourhoods.

The City should also look for ways to reduce unnecessary costs and delays in the approval process, because those costs ultimately affect the price of housing.

My approach would be to balance affordability with responsible planning: more housing choices, predictable development rules, adequate infrastructure and safe, well designed neighbourhoods. Growth should enhance Burlington, not come at the expense of the residents who already call it home.

7. Public Safety 

Safer neighbourhoods require more than simply asking for additional policing. I would work with Halton Regional Police, community organizations, businesses and residents on a coordinated approach that combines prevention, enforcement and community support.

I would support maintaining a visible police presence where residents identify recurring concerns, improving communication between residents and police, and using data to identify patterns of crime and locations requiring attention. I would also support partnerships with local organizations to address issues such as mental health, addiction, homelessness and youth at risk, recognizing that police cannot and should not be expected to solve every social problem.

For Ward 2, I would want residents and businesses to feel comfortable in our downtown, parks and neighbourhoods. That means responding firmly to criminal behaviour while also addressing the underlying issues that contribute to repeated calls for service.

My goal would be a practical, measurable approach… prevent problems where possible, respond effectively when they occur, and make sure residents see the results.

8. Public Engagement 

What specific initiatives should you propose to improve communication, public engagement, and  trust between residents and City Hall? 

Trust starts with City Hall listening to residents and being accountable for the decisions it makes. I would support clearer, plain language communication about major decisions, budgets, developments and projects, including explaining the options considered and why Council ultimately chose a particular course.

I would also advocate for earlier public engagement, before major decisions are effectively finalized. Residents should have meaningful opportunities to provide input, not simply be informed after the fact.

City information should be easier to find and understand, with clear timelines, regular project updates and straightforward explanations of how resident feedback influenced decisions.

Finally, I believe Council should close the loop. When residents raise concerns, they deserve to know what was done, what couldn’t be done and why. Transparency isn’t just about sharing information, it’s about demonstrating accountability and earning trust through consistent actions.

9. Strong Mayor Powers 

I recognize that strong Mayor legislation is currently part of the framework Burlington must operate within. However, I am not a supporter of concentrating significant decision making authority in one elected office.

If elected, I would use every opportunity to work collaboratively with Council and seek consensus before strong Mayor powers are exercised. I believe decisions affecting Burlington’s residents are generally better when they are debated openly, informed by residents and City staff, and supported by a majority of elected Councillors.

I would not use strong Mayor powers simply because the legislation allows them. They should be viewed as an exceptional tool, not a substitute for effective Council debate and collaboration.

I also believe Burlington should have a strong voice in discussions with the provincial government about the legislation. We can support the goal of building more housing while still believing that local decisions are best made through accountable, transparent and collaborative municipal government.

My position is simple… build housing, improve infrastructure and get results but don’t sacrifice local democracy and Council accountability in the process.

10. Respect and Civic Leadership 

To me, respectful leadership means listening to people, even when I disagree with them and treating residents, Council colleagues and City staff with professionalism and respect.

Municipal decisions can have a real impact on people’s lives, so strong emotions are understandable. But disagreement should never become personal. I would encourage open debate based on facts, evidence and the interests of Burlington residents, while making sure everyone has an opportunity to be heard.

I also believe respect has to work both ways. Residents deserve to be treated fairly and listened to by City Hall, and Council and staff deserve the same courtesy in return.

As a Councillor, I would lead by example…listen first, ask questions, challenge ideas rather than people, and be willing to change my position when the evidence warrants it. We won’t always agree, but we can disagree respectfully and still work together to get results for Burlington.

11. Looking Ahead 

If we look back from the fall of 2030, I would consider my time on Council a success if Burlington were a more affordable, connected and well planned city than when I started.

I would want residents to see that we managed growth responsibly, with infrastructure and transportation keeping pace with development rather than constantly playing catch up. I would want to see meaningful progress on traffic and accessibility, while protecting the character and quality of life of our neighbourhoods.

Financially, I would want taxpayers to know that the Council treated their money responsibly, by scrutinizing spending, finding efficiencies and making sure investments delivered real value before asking residents to pay more.

Most importantly, I would want residents to feel that City Hall listened to them. My goal would be to leave behind a stronger sense of trust between residents and their government, a stronger community, and a Burlington that remains a great place to live, work and raise a family.

If residents could say, “Council listened, spent responsibly, planned for the future and got things done,”  I would consider my term a success.

12. Optional Question 

One issue I believe deserves greater public attention is the long term financial sustainability of Burlington’s infrastructure, particularly in established areas like Ward 2.

Ward 2 is home to some of Burlington’s oldest neighbourhoods and infrastructure, while also experiencing significant growth and redevelopment. We need to make sure roads, sidewalks, stormwater systems, parks, transportation networks and other infrastructure can support both the residents who have been here for decades and the new residents coming to our community.

Burlington’s Asset Management Plan identifies a significant long term funding need for maintaining and renewing the infrastructure we already have. That deserves more public discussion.

My concern is that we cannot focus solely on approving new development without asking whether the infrastructure around it can keep pace, and who ultimately pays for maintaining it.

I would make long term infrastructure planning, responsible growth and financial sustainability priorities. In Ward 2, we need to protect the character and quality of life of established neighbourhoods while ensuring growth contributes fairly to the infrastructure it depends on.