Name: Katy Moore
Office Sought: Ward 3 City of Burlington
Campaign website: thirstformoore.ca
Email: katy@thirstformoore.ca
1. Affordability and Taxes
With councilors walking into the 2027 budget I would like to propose that council withold the infrastructure transfer in order to prevent a tax increase. This will give the new counsil time to review current programs and be fully involved with the 2028 busget that starts in January. I am aware of the large deficit in infastructure that needs to be met. With the current economic situation that the city’s residents find themselves in a tax increase will cause more harm to the residents particularly those on fixed incomes then skipping 1 year of infastructure payments.
2. Managing the City’s Finances
I have 3 points on this
#1 new spending must be matched by new revenue. As council we need to be looking for ways to drive business investment into the city. There is no way that the property taxes can provide the money required to match our infastructure needs.
#2 Transparancy: residents need to know wat their tax dollars are paying for. If an increase is necesarry then an explaination for the cause is required.
#3 Service discipline: every dollar of spending should be tied to a measurable outcome with regular revies to ensure that the program is delivering value.
3. Accountability and Transparency
I’d like to use the City of Burlington website to have a portal that breaks down the budget into segments. Currently you download a 500+ document and require a love of accounting to get through it. I’d like a two module portal
#1 Services-funds being used for transit, parks, roads, library.
#2 Driver-inflation, infastructure renewal, new growth related costs, new investments. Both modules would be updated with the measurable results
posted the following year. A budget is useless if you are not examining the outcomes.
4. Improving Efficiency
I am an early adapter of LLM (large language models aka AI). I would like to tap into the federal governments new AI adaption policy to train city staff and city council on Cohere which is Canadas version of Anthropic, Chat GPT etc. With an aim to cut red tape and setting up the city staff so that they are spending their time face to face with Council & residents and going over the results of the computations. Ai can also run the audits for us, taking a finger off a scale and saving the city in consulting fees that would be required for accounting firms to do it.
5. Growth and Infrastructure
We need to keep the concept of a walkable city top of mind. I message growth builds up not out. We need to be focusing on the missing middle housing. Townhomes, live work units, non market housing where transit is close, we need to be tapping into exsisting infastructure to keep prices down. We also need to make sure that the exsisting infrastructure can support the influx of residences. A fourplex in an old mannor home downtown that has parking to accomidate the residences and water and sewar that can meet the new demand would get a thumbs up from me. On a smaller footprint with out parking or adequate services would be a no. We need to be actively identifying lots for development so that we can control the infill.
6. Housing
A much larger role than it currently does. In order to maintain safe and livable neighbourhoods we need to focus on building community. As a city Councilor you can be holding events or drop ins within the different communities so that you can be proactive about issues. A nip it in the bud situation. Communication is crucial to identify the different affordability issues.
7. Public Safety
I want to put forward a motion to request that the Halton Regional Police Services
create a task force:Road & Path safety unit. The success rate of the Organized Crime task force created to stop the vehicle thefts was originally ment to be temporary but due to it’s success it’s now permanent. This would create a team of police officers dedicated to traffic infractions, speeding, street racing, e-scooters, all of the main concerns that I hear at the door. Right now if there’s an emergency call all of the patrol cars report in unless they are part of a task force. I would also like to see the use of 4 way stop cameras which work like red light cameras.
8. Public Engagement
I think that councilors should be out in their neighborhoods on a scheduled basis.
We are elected to represent the residents in our ward. It’s our job to be reaching
out to them to identify the concerns not the other way around. If a resident is
reaching out the problem has escalated quite a bit. Knowing that you can stop in
at a specific location every third Thursday to chat with your councilor gives everyone an opportunity to bring up issues and find out what city hall is up to. I will also maintain my social media accounts created for this campaign to post what I’m up to facebook/thirstformoore @thirstformoore on Instagram.
9. Strong Mayor Powers
Have my talking points ready and work with the rest of the council to present the
cause and the rational behind it. Debates should be set in facts not feelings/emotion.
10. Respect and Civic Leadership
#1 listening- this skill allows you to understand where the person is coming from. There may be underlying issues that aren’t being vocalized.
#2 Empathy-taking the time to see where they are coming from, how they have been impacted, looking for ways to help resolve their concerns.
#3 There is no room for preconceived notions or personal agendas. Everyones time is precious. You are all there to do a job, and serve the residents of the city.
11. Looking Ahead
The new Senior Center in Palmer is underway, shovels in the ground.
The Road & Path task force is operating. We have a few smart intersections on the main arterial roads in the city. A proper traffic light has been installed on Brant Street at Hazelton. Brant Hills has proper fencing around the ball park to protect spectators. Lowville Park has permits for event back in place and our parks have resolved the over crowding issues. A site for a Community Center with fittings suited for seniors has been located. We have substantially increased our housing permits only 857 issued in 2025 Our assesment growth rate is over 3%
12. Optional Question
We need to focus on the fact that the middle class is dissappearing in Burlington. City Council needs to be keeping this top of mind. A large portion of our demographic is aging and they should not be forced out due to rising costs to live in the city.
Name: Kyle Hutton
Office Sought: Ward 3 City and Regional Councillor
Campaign website: kylehutton.ca
Email: kyle@kylehutton.ca
1. Affordability and Taxes
Overall the goal would be to collect revenues in fair manner, while ensuring every tax dollar spent generates efficient value. As such, my primary approach will be to protect core services residents rely on while trimming and eliminating unnecessary bloat costs, such as the hundreds of thousands spent on consultants and outside management. I would also consider moving forward on implementing ideas such as a runoff-based stormwater fee, which would shift a tax burden from most residents to large property holders with non-absorbent surfaces, such as roofs or parking lots, which create most of the burden on the system.
2. Managing the City’s Finances
As Councillor, I would adopt a ‘People First’ approach to the budget. Very simply, this means looking at city services and line items based not just on the obligation we have to provide them, but the actual usefulness of each. For example, its clear Burlington Transit is a necessity for many Burlingtonians, even with its flaws it remains a lifeline for people to travel, get to work or school, be with their families, etc. Meanwhile, funding for art installations or trips abroad to Europe may be nice, but they’re not necessities to help people get along in their daily lives. Its clear to me which of these needs to be cut when we’re aiming to keep the books balanced.
3. Accountability and Transparency
I would encourage the implementation of a continuous reporting model for City and Regional budgets as recommended by groups like the CD Howe Institute to close the gap between the dense and static annual reports and the practical realities of budget implementation. Several US municipalities have moved in this direction to wide acclaim, and some Ontario municipalities have moved to more available and interactive reports for certain capital expenditures. At the very least, Burlington should consider implementing an Economic Dashboard similar to Toronto’s to allow residents to track certain metrics such as business openings and closures, real estate, etc.
4. Improving Efficiency
I believe we need to target what I consider overreliance on third-party consultancy spending, particularly as a tool to either shift a problem out of sight for a time, or to shift the burden away from staff or stakeholders. Two prime examples come to mind: the 2025 Ward Boundary Review, which saw Council spend tax dollars on a London-based consultancy agency to complete drafts, do outreach, and consider alternatives – only to end up allowing Councillors select their own boundaries anyway; and most recent, a decision to hire a consultancy agency to look at a second parking garage downtown on behalf of the BDBA when we already know our current garage isn’t reaching capacity.
5. Growth and Infrastructure
A bright and vibrant future for Burlington requires us to act now on sustainable, smart growth inside oururban boundaries. We are always going to struggle with imposed decisions on us by higher levels ofgovernment, but that isn’t an excuse for the City to lag behind on its commitments to growth as seen.We should have been working proactively with developers and the province on getting more housingstarts complete during the boom market years, and now when we decided to act, the market is bust.The next Council needs to be prepared for the boom and the next provincial government which willwork better with us on items like inclusionary zoning, transit, and infrastructure spending. Only then canwe ensure our quality of life is protected as our city grows with young families and workers.
6. Housing
What role should Burlington play in improving housing affordability while maintaining safe and livable neighbourhoods?
I reject the question’s premise that bringing in affordable housing somehow degrades community safety and the livability of neighbourhoods. The housing affordability crisis extends to people of all backgrounds and income levels, most particularly robbing working Canadians of the ability to own a home without taking on serious lifelong debts, ones that can pass on to their children. Safe neighbourhoods require communities who come together, foster respect, and provide opportunity. Livability requires diversity in income and demographics so we’re not stuck with stale, homogenous communities which can quickly become failure points, such as a community with too many seniors who don’t use and therefore don’t care about a community playground where young families go with their kids. The City plays a key role in keeping these communities alive via affordability measures.
7. Public Safety
HRPS is a key player in keeping our communities safe, and I believe they are doing great work already. In my talks with voters however, many have expressed concerns around lack of enforcement in residential areas, particularly traffic violations, and a sense of deprioritisation by the service for calls. This is particularly the case in rural northern Burlington, where Ward 3 extends. I would love to work closely with HRPS to figure out how to best soothe these concerns, either through reform or budget allocation.
I would also like to see HRPS’ COAST model of police co-response for welfare checks and mental health crises continue its evolution into a community team model, where trained civilian crisis workers are dispatched over police for lower risk calls, a model which has demonstrated harm reduction.
8. Public Engagement
Public trust is earned, not given. Unfortunately it feels like there’s rarely an opportunity given to allowour elected representatives to earn it.In my capacity as a potential City & Regional Councillor, I would look to other successful engagementmodels with a simple principle at its core: your Councillor should not be hard to get hold of.I would hold far more regular informational and feedback sessions, ranging from in-person to virtual,apartment and condominium drop-ins, resident-hosted meet and greets, and much more, all recordedand available online – all this taking inspiration from nearby Hamilton councillors who have heldhundreds of such meetings in a single term.
9. Strong Mayor Powers
Unfortunately, there are not a lot of options available to Councils which can directly manage theStrong Mayor Powers, this is simply a fact. The tools we do have will revolve around ensuring a publicspotlight on any and all use of the Powers, and working together collaboratively when its deemednecessary to, for example, override a bylaw veto from the Mayor.I believe fostering cooperation and consensus on Council, versus the often ego-driven agendas we’veseen lately, will help at least encourage the Mayor to consider working willingly with the rest of Councilover pushing ahead without support. When the time comes for the Strong Mayor Powers come up forreconsideration at Queen’s Park, we can be a strong voice for altering their currently broad scope.
10. Respect and Civic Leadership
I believe respect is a default position to take in any situation, public or private, personal or open. As City Councillor, I would treat my colleagues as equal representatives of the people, and City staff as a crucial part of how we get any work done – an important consideration taken from my own personal experience as a staff member working primarily at the direction of an elected group. Respect given is respect earned, and I approach any debate or situation presuming we share a goal of finding a solution, even if its not one that pleases everyone. However, I don’t consider compromise simply to be the act of giving way on an issue, but one where rapport happened and an agreement came naturally and through common sense, not forced over someone’s values, including my own.
11. Looking Ahead
If by 2030 Burlington has a full framework in place to push for affordable housing across the City, with mixed density, rental options, and supportive housing peppered throughout to offer the full breadth of what’s possible for anyone from any walk of life, I’ll consider it a fantastic accomplishment and one which will set us up for future success.
12. Optional Question
I believe two things are missing from these questions: First, I think we need to seriously address the dire state of emergency housing supports here in Halton Region. Paying Hamilton to take the unhoused off our hands is not a solution that pleases anyone, we need a full review of what’s working, what isn’t, and what time and money we’re wasting which could be put to better use, including building new shelters for residents in crisis. Second, as we’ve seen over the summer and last few years with flooding, winds, and other climate emergencies, we need to take another look at our Climate Action Plan and where it may be deficient.TransformTO is a great example of a proactive climate adaptability and commitment plan we could do.
No response
No response.
Name: Tony Brecknock
Office Sought: Ward 3 City & Regional Councillor
Campaign Website: brecknock.com
Email: tony@brecknock.com
1. Affordability and Taxes
Balancing affordability and services requires prioritizing essential functions while curbing non-core spending. Decisions should be guided by taxpayer affordability tests and fiscal discipline, ensuring spending never exceeds revenue. Growing the commercial tax base through infill development near transit reduces per-unit infrastructure costs and increases per-acre property tax revenue. Additionally, targeted reforms like circuit breakers protect low-income residents without slashing local funding, allowing cities to maintain high-quality services and infrastructure responsibly.
2. Managing the City’s Finances
Priorities should align with organizational strategic goals, evidence of impact, cost per pupil, and political support. Funding decisions rely on cost-benefit analysis and true program costs rather than historical spending. Limited resources require prioritizing initiatives that deliver the highest value to the community while eliminating lower-value services.
3. Accountability and Transparency
Support PSAS-consistent accounting in budgets to align projections with year-end statements, enabling direct comparison of revenues and expenses. Adopt zero-based budgeting and publish plain-language summaries with visual aids to clarify trade-offs. Mandate timely publication of financial documents and detailed variance explanations to ensure residents can easily track spending and hold officials accountable for service outcomes.
4. Improving Efficiency
Automate repetitive tasks and implement analytics to minimize waste and labor costs. Negotiate better vendor terms and adopt cloud solutions to lower overhead. Streamline workflows using lean methodologies and cross-train staff to optimize
resource allocation, ensuring higher productivity without compromising service quality.
5. Growth and Infrastructure
Cities must prioritize transit-oriented development and compact growth to reduce sprawl and infrastructure costs. Integrating land use with efficient public transit and active transportation networks minimizes congestion, lowers emissions, and ensures equitable access to services, thereby sustaining quality of life while accommodating population increases sustainably.
6. Housing
Burlington must leverage its position as a lower-tier municipality to address housing
affordability for middle-income earners by implementing innovative local solutions
rather than duplicating regional efforts. The city should focus on streamlining approvals, promoting missing middle housing, and utilizing the Community Improvement Plan to incentivize diverse housing types. Maintaining safe, livable neighbourhoods requires balancing this growth with gentle intensification near transit corridors, ensuring new developments complement existing community character while expanding supply for all income levels.
7. Public Safety
I advocate for multi-sector collaboration to address intimate partner violence, human trafficking, guns and gangs, and auto theft. Expanding the Halton Situation Table allows early intervention for vulnerable individuals, while pre-charge diversion programs support youth accountability. Investing in mental health and substance misuse partnerships reduces crime root causes. Increasing community engagement and education builds trust, ensuring Halton stays a safe, healthy region for all residents through shared responsibility and evidence-based strategies.
8. Public Engagement
Propose participatory budgeting to empower residents in financial decisions. Launch hybrid town halls with live translation and virtual access. Develop a transparent online dashboard tracking project progress and feedback implementation. Establish neighborhood ambassador programs for grassroots liaison work and create an Equitable Engagement Toolkit to ensure inclusive, accessible, and responsiveness.
9. Strong Mayor Powers
II would strictly limit Strong Mayor powers to advancing prescribed provincial priorities, like housing and infrastructure, as mandated by O. Reg. 580/22.
I would prioritize consensus-building and transparency, avoiding unilateral actions
unless necessary to accelerate critical provincial goals. Bill 3 allows mayors to veto or propose by-laws with a one-third council vote, but I would reserve these tools for situations where cooperation fails to meet essential timelines.
10. Respect and Civic Leadership
Respectful leadership means treating all individuals with dignity, recognizing inherent worth, and fostering psychological safety. To encourage engagement between Council, City staff, and residents, leaders must lead by example through active listening and empathy. Establish clear rules of engagement that prioritize issue-focused dialogue over personal attacks. Provide transparent, defensible explanations for decisions.
11. Looking Ahead
I would consider my term a success if we delivered affordable housing through modernized zoning, maintained the lowest municipal taxes in the region while improving service use. Additionally, achieving climate-friendly infrastructure and preserving our tree canopy would demonstrate effective, sustainable leadership for Burlington residents.
12. Optional Question
Protecting green spaces is vital for biodiversity, climate resilience, and human health. In Ontario, organizations like the Escarpment Corridor Alliance and Bruce Trail Conservancy safeguard the Niagara Escarpment, a UNESCO Biosphere Reserve. By securing ecological corridors and opposing inappropriate development, these groups preserve critical habitats, support sustainable local economies,
and ensure long-term environmental sustainability for future generations.