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.
This response was received late.
Name: Jeremy Gaetan
Office Sought: Ward 2 Councillor
Campaign Website: jeremygaetan.com
Email: jeremy4ward2@gmail.com
Bio:
Jeremy Gaetan is a 31-year Burlington resident, having lived in Wards 1, 2, and 3. He is a business owner, father of two young adults, and candidate for Ward 2 Councillor. He is running as the Affordability Candidate because he believes residents deserve a City Hall that maintains essential services, plans for growth and takes the long-term cost of every decision seriously.
Jeremy’s work in industrial predictive maintenance has given him an effective way of solving problems: find the warning signs early, and act before a failure becomes expensive. Using vibration analysis and other predictive maintenance skills, he oversees hundreds of millions of dollars in mechanical and infrastructure assets. He is currently single handedly responsible for monitoring the entire Arcelormittal Dofasco steelmaking operation. His work helps companies avoid breakdowns, saving millions of dollars in repair costs and unscheduled downtime.
That work also requires bringing together people with different priorities. Engineers, maintenance workers, planners and production managers may see the same problem differently. Jeremy listens to each of them, helps them understand the trade-offs and works toward a practical solution, while delivering the truth about the costs of inaction or going with the quick fix. He prefers to avoid conflict and unify parties, but challenges decisions when the evidence tells him they will be costly.
Since 2006, Jeremy has operated LaserSTOP, helping thousands of people to quit smoking. A former smoker himself, Jeremy started the business with his father after the death of his uncle and grandfather to lung cancer.
Jeremy also operates iForage, through which he has led wild mushroom foraging and culinary tours in Burlington, Toronto, Ottawa and Costa Rica. He gives his time to outdoor youth education, food-security efforts and mushroom identification groups that assist doctors and veterinarians with emergency poisoning cases worldwide.
Jeremy would bring that same combination of careful analysis and collaboration to Council. He wants to protect the character of downtown Burlington, support the right mix of homes in the
right places, and improve road safety, transit and downtown parking. Above all, he wants to ask the questions that prevent avoidable costs from being passed on to Burlington’s homeowners, renters and businesses.
1. Affordability and Taxes
I’m running as the Affordability Candidate because every City decision has a cost that eventually reaches homeowners, renters and businesses. I manage my own personal and business finances carefully. I’ll bring that discipline to Council. We must maintain roads, facilities and other essential infrastructure; postponing necessary repairs can cost more later. Maintaining what we have doesn’t mean approving every new project or expanding every program. I would ask what a proposal costs to build, operate and maintain; what problem it solves; and what residents would give up to pay for it. I would move budget amendments that protect essential services while reducing or deferring lower-priority spending. My goal is to bring increases in the City-controlled portion of taxes back toward a reasonable rate of inflation, while being honest about costs we cannot control.
2. Managing the City’s Finances
My priorities would be public safety, reliable core services, maintenance of existing assets and legally required work. New projects should compete for the money left after those obligations are funded. Each proposal should show its full life-cycle cost, funding source, measurable benefit and effect on future taxes and debt. A good idea is not automatically an affordable idea. I would scrutinize major capital commitments before they become difficult to reverse. The Robert Bateman school purchase and land exchange illustrate why I want complete, public costing and realistic contingencies before Council commits taxpayers to a project. When funding is limited, I am prepared to say no, scale a project down or defer it. Continually raising taxes to avoid those decisions penalizes homeowners, renters, and businesses.
3. Accountability and Transparency
Residents should be able to see, in plain language, how a proposed budget changes their City tax bill and what they receive for the increase. I would support a short public summary alongside the detailed budget: spending by service, changes from the previous year, new positions, consulting costs, debt servicing and the operating costs created by capital projects. I would also ask that significant projects show their original approved budget, current forecast, reasons for changes and remaining risks in a consistent public format. Before budget votes, I would publish my proposed amendments and explain their service and tax impacts. Afterward, I would report how I voted and why. Residents should not need an accounting background to follow a decision that affects their household finances.
4. Improving Efficiency
I would ask Council to direct a service and staffing review that starts with outcomes: what work is required, how long it takes, and whether staffing levels have grown faster than demand. Vacancies and proposed new positions should receive clear business cases, while frontline service standards remain visible. I would also seek a review of consulting contracts, including why outside help was needed, what was delivered, and whether the City repeatedly pays for work it could perform more efficiently itself. Practical improvements include simpler online transactions, fewer duplicate approvals, better purchasing and sharing suitable services with public partners. I would request staff reports with costs, savings, implementation dates and service measures, then bring specific budget amendments forward. Efficiency claims should be demonstrated, not assumed.
5. Growth and Infrastructure
Growth must be planned with the roads, transit, utilities, parks and public services needed to support it. I support the right mix of homes in the right places, with careful attention to traffic, neighbourhood character and access to daily needs. I would ask for infrastructure capacity and long-term operating costs to be shown when Council considers major growth decisions. Burlington already uses development charges to help fund growth-related infrastructure; I would work to ensure the City collects and uses the lawful tools available so existing residents do not shoulder costs attributable to new development. For Ward 2, transportation cannot be an afterthought. I would press for coordinated traffic planning with the Region and Province, better transit connections and practical ways to make walking and cycling safer.
6. Housing
Burlington needs homes that people at different stages of life can afford, including rental homes and options for people who want to downsize while staying in the community. I would evaluate proposals on location, housing mix, design, servicing capacity and their effect on surrounding streets, rather than treating every proposal as either wholly good or wholly bad. The City should use its planning powers to support housing near services and transit, negotiate appropriate community benefits where permitted, and make approvals more predictable. At the same time, Council must account for infrastructure and ongoing service costs. Housing affordability is undermined if new supply is accompanied by avoidable tax increases or growth costs shifted onto existing residents.
7. Public Safety
Residents deserve safe streets as well as responsive police and community services. I would use my voice and vote on City and Regional Council to work with Halton Regional Police, City staff, schools and local organizations to identify recurring problems using residents’ reports and available data, then agree on practical responses and report back on results. As a Maple Avenue resident, I know that speeding, difficult crossings and poor visibility can make people feel unsafe even before a collision occurs. I would press for a focused review of dangerous locations and for measures suited to each site, such as lighting, crossing improvements, traffic enforcement or street design changes. I would also support prevention and outreach where those approaches address the underlying problem. Residents should know who is responsible for an action and when they can expect an update or a solution.
8. Public Engagement
I will hold regular Ward 2 office hours, and make myself available in accessible community locations, including apartment and condo buildings, and publish a simple record of the issues raised and the actions taken. People should be able to participate without attending a weekday meeting at City Hall. I would move that evening meetings be brought back, in order to give working people the option to attend and delegate. For major spending and development proposals, I would push for earlier notice, a plain-language explanation of costs and options, and a clear account of how public input changed the recommendation. I would share my intention before important votes when possible and explain my vote afterward. Trust grows when residents can see a decision taking shape, speak while it can still change, and receive a direct answer even when Council ultimately disagrees with them.
9. Strong Mayor Powers
The mayor proposes the municipal budget under Ontario’s current framework, but councillors can put forward amendments. A mayor may veto budget amendments, and Council can override that veto with the required two-thirds vote. As a councillor, I would use the powers I actually have: examine the proposal, obtain clear financial explanations, move costed amendments, build support or opposition among colleagues and vote publicly. I would encourage the mayor to involve all of Council and residents early, and to use exceptional powers sparingly and transparently. Faster decisions are useful only if Council still tests their long-term cost and residents can understand the reasons for them. On housing, I would focus on workable approvals and infrastructure planning rather than using speed as a substitute for scrutiny.
10. Respect and Civic Leadership
Respectful leadership means listening carefully, stating disagreements plainly and treating residents, staff and other councillors as people acting in good faith. I can challenge a spending recommendation firmly without questioning the motives or professionalism of the people who prepared it. I would ask direct questions in meetings, give staff a fair opportunity to answer, and explain my reasoning in public. I would expect the same courtesy for residents who support a project and those who oppose it. When emotions run high, Council should identify the actual decision, the evidence available and the trade-offs. Civility should make difficult choices possible – it should never prevent elected officials from asking hard questions or voting against a proposal they believe residents cannot afford.
11. Looking Ahead
It’s 2030…We (Council) have preserved and restored the character of the downtown core, improved road safety for vehicles and pedestrians, arrived at a safe and equitable solution in conjunction with the region and province for the e-scooter/e-bike issue. We have encouraged more people to use transit because it runs on-time and takes people where they need to go. We have ensured that all the right amenities are baked into all new development, so residents can get – and do, what they need and want – close to their homes. We have undone the Prospect Street nightmare, and ensured that we will not allow this to happen again. Ward 2 has a thriving core, and quiet safe neighbourhoods. Highway traffic stays on the highway during extreme traffic events, and people from other wards or other destinations can find parking to enjoy the incredible variety and diversity of downtown Burlington shops and restaurants.
12. Optional Question
This is an answer more about the global tax-and-spend and debt-to-GDP mentality, where everything is free, because tomorrow will pay for it. Burlington needs to have more candid conversations about the future costs of decisions made today. A capital project may attract attention when it opens, but residents keep paying for its financing, maintenance, staffing and eventual replacement. Those costs compete with road repairs, social services, activities, policing, and other core services for years. This singlehandedly affects affordability not only for established owners and renters, but also the younger generation, who will undoubtedly be priced out of Burlington if we don’t look after our pennies and pounds starting right now. I would propose that every major project comes to Council with a public “needs evaluation”, life-cycle cost, financing plan, realistic contingency and comparison with lower-cost options. I would ask for regular reports when approved costs or timelines change. This would give residents a meaningful chance to weigh benefits against the full bill before the City commits. Being the Affordability Candidate means applying that test consistently, including to projects I might personally like. My wants are no more important than yours.
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.
Yugalkeesor Ramdhonee did not respond to our request to complete a survey.