Focus Burlington Ward 6 Candidate Survey Results

Name: Chris Bouchard

Office Sought: Councillor Ward 6 Burlington

Campaign website: chrisbouchardward6.ca

Email: chrisbouchardward6@gmail.com

1. Affordability and Taxes

It’s hard to describe the balance required in 150 words or less. We need to get off our over reliance on residential property taxes to address budget shortfalls and focus on creation and sustaining of local businesses. Commercial property tax rates are essentially double the residential property tax rate. On top of the additional revenue generation the city receives with licenses, permits, fees etc. There is additional wealth creation by having these positions filled by Canadian youths, helping ease the burden for families. There are also cost centers that can be turned into revenue generators for ex. the city should not be footing the bill for public electric charging stations, the city is only charging 2.00/hr after offering electricity for free for 11 years. It costs 120,000 annually to maintain. Identifying the cost centers, turning them into assets and emphasis on local business generation will guide my decisions.

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2. Managing the City’s Finances

All councillors have a responsibility for the betterment to all wards not just their own, so there will always be competing interests with those financial limitations. The principles of collaboration and cooperation are crucial in determining which projects and programs will receive priority. Discussing the needs and wants of residents with other ward councillors should help establish common thread priorities that affect majority of residents and start creating a vision and budget that is indicative that truly addresses our citizen’s needs. We should start to see common thread issues that are lower priority and we can then determine if this is something the city should even be providing at no charge. The city has been stretched out thin taking on too many endeavors. We need to get back to having a united and comprehensive vision.

3. Accountability and Transparency

The 500 plus page budget is complicated and confusing? Who would have thought. It seems to be difficult to decipher to understand by design to hide the real extent of the budget shortfalls and services the city has been responsible for. The budget listed tariffs, inflation, the council from the 90’s as for reasons for budget increases yet doesn’t establish how these increases can be tempered in the future. It all comes across as reactionary and defensive and I believe that is where the complications are born from. Being transparent allows for more scrutiny so we need to ensure that the budget isn’t simply understand by someone with an economics degree, but it needs to be presented in a way that any citizen can easily understand. Highlighting dubious accomplishments such as saving 5000 on tools isn’t the transparency and accountability we’re looking for in simplifying the budget for everyone.

4. Improving Efficiency

One specific measure I’ll be advocating for is getting snow gate systems for certain plows in our fleet. Snow gate systems prevent the plows from creating banks on residents’ driveways. The snow removal service is inefficient (I’ve had to wait 2-3 days for a plow to come by my neighbourhood) and there are constant call backs from dissatisfied residents expecting better service delivery. This would reduce on unnecessary costs as it is a health and safety measure, helping prevent heart attacks and the use of emergency services; it’ll prevent return trips from our fleet (which will save on maintenance, gas, labour, etc.). There is a much higher cost in being reactionary than preventative, and we can provide a preventative, modernized service that saves money, and most importantly saves people.

5. Growth and Infrastructure

The city needs to bring the balance back to dealing with transportation, infrastructure and quality of life as Burlington was overly focused on future growth and we’re seeing the effects of that ill advised decision. High volume of condo proposals that don’t fit the housing needs of Burlington residents, traffic congestion, sub par public transportation and a growing affordability crisis has forced Burlington into a reckoning of what it’s future should be. We need to be get back to growing at slow, steady and sustainable levels, allow for some maturity to develop, then re-assess what the next steps of growth should be for the city.slow, steady and sustainable levels, allow for some maturity to develop, then re-assess what the next steps of growth should be for the city.

6. Housing

Burlington needs to play a pivotal role along with the Provincial and Federal levels of government This is going to take an all hands on effort to address the growing gap of wealth inequality, ensure we have the right housing stocks levels and ensure the city is doing whatever it can to alleviate the over-reliance on residential property taxes. We need to start actually addressing the income levels of our residents, and how that relates to our tax plans for them. Residents have been squeezed by high costs in all facets of their lives that you simply can’t squeeze blood from a stone and a lot of residents are hanging on by a thread. All levels of government are responsible for this mess and Burlington can improve housing affordability by addressing property taxes and have the higher levels of government address the rising wealth inequality and housing stock with input from the city.

7. Public Safety

There seems to be a hidden criminal element that to be lurking in our backyards. Halton Police and Project Troubadour uncovering the Human trafficking ring is proof positive of that. I’m all for additional resources for Halton Regional Police and community organizations to be able to partner together to address local issues. For example, I know in Headon Forest area, there has been an increase with homelessness and aggressive drug use in public spaces. I’ve seen first-hand people be a danger to themselves and other citizens. Other residents have had vehicles broken into multiple times, raising insurance premiums and further exacerbating family budgets. Then there is the e-scooter/e-bike debacle where police cannot even the laws set in place, further endangering our neighbourhoods. Creating a recognized community organization/police partnership to address concerns and workshop solutions is an ideal first step in supporting safer neighbourhoods.

8. Public Engagement

The answer lies within the position of councillor. Ward councillors need to understand that we are the conduit between residents and city hall, so how are we building and enhancing that connection? Living in the ward for over 30 years I can honestly tell you the handful of times I met the councillor from my ward, and the majority of which were from Carol D’Amelio, when she was our ward councillor in the 90’s. How many people can point to their councillor and say that they have their contact information, they see them in the neighborhoods and they’re always engaging with them, even in non-election years. Vast majority do not have this relationship with their councillor. We want higher than 28% municipal voting? We want an actively engaged public that trusts us? This is solely on the councillor to be actively engaging in their neighbourhood and being accessible for accountability.

9. Strong Mayor Powers

As a councillor I don’t really have a say in how that can be operated, that’s the rationale behind Strong Mayor legislation. I can say I’ve heard both sides of the argument from listening to residents. Understandably, one contingent of people believe it is another form of erosion of council, and therefore resident powers. Others believe it is a great option to help fast track the housing targets that Burlington is required to meet while reducing any additional costs or resources from the city. I don’t believe there is an all or nothing approach to this, context is always going to be required in any situation where the Strong Mayor Powers are used. It really boils down to, are the powers being used to help the residents and by-pass red tape, or is it being used to by-pass the powers residents have in their council?

10. Respect and Civic Leadership

Having experienced working in retail, especially The Beer Store, I can tell you there is nothing contentious or emotional quite like certain clientele in the retail world. Respectful leadership is being able to de-escalate situations, find common ground while maintaining firm control of the situation. Most issues do arise due to a lack or perceived lack of communication and understanding. The other issue is that we all take in and interpret information in different ways. The E-scooter/E-bike issue is a perfect example of seeing what looks like differing, passionate opinions on whether to ban it or not. One side is saying safety and lack of enforcement, another side is saying it’s an alternative mode of conveyance. These aren’t mutually exclusive ideas, and the common ground is treating it as a vehicle with age restrictions, vehicle classes, required training, registration, licensing, and enforcement.

11. Looking Ahead

That the people personally told me that I affected their lives in a positive manner, that I was able to help families be able to afford and thrive in Burlington and people are genuinely happy with the relationship they have with the City. When I say people personally tell me, I don’t want a handful of people, for me to consider it a success it needs to be all the residents in my ward and the city. There are people that believe in me and my campaign and believe there is real, positive change that I can bring to them. Not only do I want to hold up my end in their belief and trust in me, but I want that for others as well. If everyone got to have their shade in tree because of the things we grew together then I’ll absolutely consider it a success.

12. Optional Question

None for me I think you covered the questions quite well here.

Name: Osob Adus

Office Sought: City and Regional Councillor, Ward 6

Campaign website: osobward6.ca

Email: connect@osobward6.ca

1. Affordability and Taxes

Residents are facing higher costs in almost every area of their lives, so Council has a responsibility to manage property taxes carefully. At the same time, keeping taxes artificially low by delaying infrastructure or cutting essential services can create larger costs for residents later.

My approach would be to examine every major expenditure through three questions: Is it necessary? Does it provide value? Is it financially sustainable? I will prioritize essential services, infrastructure renewal, public safety, and long-term financial responsibility. Before asking taxpayers to pay more, I will look for efficiencies, responsible spending, and opportunities to do more with the resources we already have. As a starting point,

I will not support a property tax increase in 2027. Affordability is not simply about today’s tax rate. It is also about whether we are maintaining infrastructure, planning responsibly and avoiding decisions that leave future taxpayers with the bill.

Residents deserve both responsible taxation and responsible government spending.

2. Managing the City’s Finances

A municipal budget is a plan for spending residents’ money, and Council has a responsibility to make difficult choices when resources are limited.

My priorities would be essential services, public safety, infrastructure and obligations that protect Burlington’s long-term financial health. I would also consider urgency, community benefit, lifecycle costs and the consequences of delaying a project.

Before supporting significant spending, I would want clear answers: What problem are we solving? What are the alternatives? What will it cost over the life of the project? What outcome will residents receive?

I also believe the Council should evaluate whether programs and projects are achieving the results they were intended to deliver.

Responsible financial management is not about saying “no” to everything. It is about knowing the facts, understanding the long-term consequences and ensuring every dollar delivers meaningful value for residents.

3. Accountability and Transparency

Municipal budgets should be understandable to the people who pay for them. Residents should not need to be municipal finance experts to understand how their tax dollars are being used.

I would support plain-language reporting that clearly shows what is being spent, why it is being spent, the expected tax impact, long-term operating and maintenance costs, and the results residents should expect.

For major projects, residents should be able to see timelines, projected costs, risks and whether the project remains on budget.

Transparency should also continue after a decision is made. Council should report on progress and explain significant changes rather than waiting until the next budget cycle.

My philosophy is simple: listen, do the work, speak up and report back. Residents may not always agree with Council’s decisions, but they deserve to understand how those decisions were reached and how their money is being managed.

4. Improving Efficiency

Efficiency should mean delivering better services and better value, not simply cutting costs. I would advocate for reviewing outdated processes, reducing unnecessary administrative duplication and using technology where it can make municipal services more accessible and efficient.

I also believe services should be evaluated based on outcomes, performance and value, rather than assuming that municipal delivery or private contracting is automatically better. Where contracts are used, they should have clear deliverables, performance measures and regular evaluation.

The same principle should apply to municipal programs: what problem are we solving, what are we spending, and is the program achieving its intended result?

I would also look for opportunities to coordinate services across the City and Region where appropriate.

My approach is straightforward: know what we are spending, know what residents are receiving, measure the results and improve what is not working without compromising essential services.

5. Growth and Infrastructure

Burlington should welcome responsible growth, but development must be matched by the infrastructure and planning needed to support it. Horizon 2050, Burlington’s new 25-year strategic plan, replaces the previous Vision 2040 and provides a long-term framework for creating connected, resilient, and prosperous communities while guiding future planning, services and investment.

Residents should not have to absorb the consequences of growth through worsening traffic, inadequate stormwater capacity, pressure on parks, or infrastructure that has not kept pace.

When considering development, I would look beyond individual applications and assess cumulative impacts on transportation, roads, stormwater, parks, emergency services, the environment and neighbourhood livability. Burlington has learned important lessons from flood management and increasing traffic density.

I support complete, connected communities with climate resilience built into planning. Infrastructure before development is not anti-growth, it is responsible growth that protects both existing and future residents.

6. Housing

Burlington needs more housing choices so residents can find appropriate homes at different stages of life without being forced to leave the city. But housing policy must respect local decision-making and Burlington’s unique needs.

Burlington needs a strong municipal voice and councillors who will advocate firmly with the provincial government to restore greater municipal autonomy and push back against policies that increasingly override local planning decisions. Municipalities understand their communities best; the province should set broad goals, not dictate every local decision.

I support thoughtfully planned multi-unit housing in appropriate locations, including options for seniors and empty nesters to downsize, and housing choices for younger residents and families. Housing affordability cannot be separated from infrastructure, transportation, parks, stormwater management and neighbourhood safety.

Growth must protect natural spaces and be supported by the services residents need. The goal should be complete, connected and livable communities, not simply more development.

7. Public Safety

Residents deserve to feel safe in their homes, neighbourhoods, parks and public spaces.

I would work with Halton Regional Police, the Region, community organizations and residents to understand the work already in progress, identify local safety concerns and determine which measures are most effective.

That includes effective policing, but public safety is broader than policing alone. Prevention, youth engagement, traffic safety, lighting, safe public spaces and strong community partnerships can all contribute to safer neighbourhoods. Community building is where I will start.

I would also support using reliable data and measurable outcomes to evaluate safety initiatives. Council should understand where problems are occurring, what resources are being used and whether interventions are making a difference.

Most importantly, residents who raise safety concerns should receive meaningful follow-up.

My approach would be to listen to residents, understand the facts and the work in progress, work with the appropriate partners and follow through. Safety should be treated as an ongoing responsibility, not something addressed only after a serious incident occurs.

8. Public Engagement

Residents should have meaningful opportunities to participate in decisions that affect their neighbourhoods and their city.

I would support clearer communication about major projects, proposed decisions, timelines and opportunities for public input, using plain language and accessible channels.

But engagement should not end when residents submit their comments. There should be a clear feedback loop: What did residents tell us? What did Council decide? Why? What happens next?

I would also support stronger neighbourhood-level communication so residents can understand issues before decisions reach Council.

Residents will not always agree with Council, and that is part of democracy. What matters is that they know their concerns were genuinely heard and that decisions were made transparently.

My commitment is to listen, do the work, speak up and report back. Trust in City Hall will improve when residents see consistent communication, meaningful engagement and follow-through—not simply consultation after decisions are already taking shape.

9. Strong Mayor Powers

The Mayor has an important leadership role, but Burlington is governed by a Council whose members are elected to represent their communities.

My approach would be to use Strong Mayor powers carefully, transparently and only when justified within the legislative framework. Having a power does not mean it should automatically be exercised.

Strong municipal leadership comes from informed debate, collaboration and building consensus wherever possible. Council members should be able to ask questions, challenge proposals and advocate for residents without that role being diminished.

Where Strong Mayor powers are used, residents should understand why the power was necessary, what decision it affected and what outcome is expected. Most importantly, these powers should not be used simply as a decision-making tool, but as a way to seek more information so Council can make informed decisions.

Strong leadership means making difficult decisions while respecting democratic processes, Council’s role and the residents we represent.

10. Respect and Civic Leadership

Respectful leadership does not mean avoiding disagreement. It means being able to disagree firmly without making the disagreement personal.

As a councillor, I would come prepared, understand the facts and the file, ask difficult questions and advocate strongly for Ward 6 while treating colleagues, City staff and residents with respect.

Council should be a place where ideas can be challenged, different perspectives can be heard and difficult issues can be debated constructively.

Residents also deserve respect when they are frustrated or strongly opposed to a decision. Our responsibility is to listen, explain the facts and engage in good faith.

I believe you can be courageous without being combative and firm without being disrespectful.

My goal would be to help create a Council culture where debate focuses on evidence, outcomes and the public interest, not personalities—and where elected officials remain accountable to the people they serve.

11. Looking Ahead

By the fall of 2030, I would want Burlington to be a city that has become more proactive about growth, infrastructure and climate resilience.

I would hope to see meaningful progress on infrastructure renewal, transportation, stormwater management and flood mitigation, while protecting the green spaces that contribute to our city’s character and quality of life.

I would also want to see greater housing choice, safer and more connected neighbourhoods, vibrant community spaces and stronger communication between residents and City Hall.

Financially, I would want taxpayers to feel that their money is being managed responsibly and that Council is making decisions with both today’s needs and tomorrow’s obligations in mind.

Most importantly, I would want residents to feel that City Hall listens, acts and reports back.

If residents could say, “Council knew the challenges, asked the hard questions, made responsible decisions and kept us informed,” I would consider my term a success.

12. Optional Question

One issue that deserves greater attention is the cumulative relationship between growth, infrastructure capacity and long-term resilience.

Too often, development decisions can be viewed one application at a time. Residents experience the cumulative effect: increased traffic, pressure on roads and parks, stormwater challenges, demands on services and changes to neighbourhoods.

Burlington needs to look further ahead. Where does the Horizon 2050 Strategic plan fit in all of this? Should it not be a north star? Are residents, officials and staff all aligned with the Horizon 2050?

We should ask not only whether a particular development can be accommodated today, but whether our infrastructure and services can sustainably support the growth we are planning for tomorrow.

This is especially important as climate change increases the risks associated with extreme weather and flooding.

Responsible planning means connecting land-use decisions with infrastructure, transportation, environmental protection, public safety and financial sustainability.

Growth should strengthen Burlington, not outpace our ability to support it.

Name: Rowen Fraser

Office Sought: Councillor – Ward 6

Campaign website: www.rowrowforcouncil.com

Email: rowen@rowrowforcouncil.com

1. Affordability and Taxes

Property tax increases are the symptom of financial mismanagement here in Burlington. It is likely that in the coming budget we will be unable to fully mitigate the cost of the increase. To achieve a 0% budget we would need roughly $16M in cuts. About $3M for every 1% of tax increases. We are projecting a 2027 increase of between 4.58% and 5.77%. It would be my commitment to find a 1% reduction in total operating budget yearly, or roughly $3M. $41M in new debenture spending between 2022 and 2025 have left us in a precarious position. Worse is we are not paying down the principle and we have raided our reserves already. With rough times ahead we need someone who has the ability to make the hard choices and won’t indebt our future generations for mistakes we make now.

2. Managing the City’s Finances

Discussing exact criteria will be different for each decision. But the primary theme across all my decision-making in this process will be to ask a few basic questions. Firstly, what is the cost? Secondly, what utility or service is gained by spending this money? Thirdly, would the money be better spent paying down the debt?

We have been absolutely foolhardy in our deployment of financial resources here in Burlington. We need a responsible and fiscally minded council with a firm grasp on new technologies to help repair our reserves and get taxes out of the stratosphere.

3. Accountability and Transparency

The budget process is extremely esoteric and honestly the document released by City Hall is deliberately vague. We need a professionally compiled dollar-for-dollar report of the city’s spending every month, and a mid-month meeting for discussion of the previous budget. This would probably eliminate a lot of poor spending practices quickly. It would also allow us to gauge the efficacy of the workforce itself.

4. Improving Efficiency

Firstly the pipeline to permit committee needs to go away forever. It would do us well to evaluate our current workforce and find our biggest strengths and weaknesses. For service modernization Industrial Windrow Eliminators: Standalone hydraulic windrow attachments typically range from $8,000 to $18,000+ CAD, depending on hydraulic cylinder configurations, extension range, and installation requirements. We pay nearly $200k per year to clear a fraction of our windrows. We could purchase from Canadian manufacturers, using Canadian Steel, and improve Canadian lives. What more could we ask for? We need to make a traffic command center here and have staff from the province, region, and city, with access to all traffic data for a full bird’s eye on the city. The reason light timing promises have always failed is that 3 separate entities control the lights here in Burlington, and we haven’t centralized all that information in any single work environment.

5. Growth and Infrastructure

Not all proposals will be made equal. It will be important to scrutinize the details of any project either residential or otherwise. Understanding traffic from a civil engineering standpoint will be an important component of weighing these decisions. As for transportation, we need to allow demand to set the criteria for our infrastructure expansion. Induced demand has not been a particularly effective strategy here in Burlington. The way I see the city evolving is gradual, and planned. We cannot allow housing goals be the only determining factor guiding our hand. It is our responsibility as a council to demand the projects our constituents deserve, not just the ones mandated to check a box.

6. Housing

Burlington should not be involved directly in the housing market. It is the responsibility of the city and its council to provide zoning and regulations that permit the expansion of needed housing . I hear a lot of talk at the doors and on the internet about affordable housing. With a community as wonderful as Burlington there is a premium on green space. Affordable living here is going to densify. That is a clear destiny of Burlington. Densification does not mean we have to sacrifice the character of our city. We will, however, see it evolve and not everyone will want the changes. Regardless, our position along the Southern Ontario Logistics Corridor cannot be ignored, especially in the light of the current trade difficulties.

7. Public Safety

I would continue to support the HRPS and Crime Stoppers initiatives here in Ward 6. I would also advocate for a dedicated liaison for each neighborhood in Ward 6 and nightly patrols composed of volunteers. I would even volunteer one night a week myself. These high visibility patrols will foster a sense of community and
help avoid a majority of crimes of opportunity.

8. Public Engagement

II think it is important we move away from the current model of public engagement where people are just told what is happening and given a token amount of time to complain about it. Real public engagement can last for several hours and involves immersing ourselves in uncomfortable topics and realities. The cosmetic solutions in place now are a shadow of what we have the capability of making them. Whether it is lessons from our indigenous community, or lessons from my time in client relations, or even lessons my mother taught me as a boy, I will hear the people and help them raise their voice.

9. Strong Mayor Powers

I endorse the position that the Strong Mayor powers are anti-democratic and should not be used in any circumstances to overrule the duly elected council. I would support discontinuing their use in a municipal environment. A lot of our woes stem from the passage of this provincial legislation with our particular mayor.

10. Respect and Civic Leadership

Respect is a very important facet of honest, productive conversation. I think maintaining decorum while acting in an official capacity is very important. I think it is actually advisable to allow some latitude especially for residents upset about decisions they don’t understand. I think using dissatisfaction, for example, as an
excuse to stop engagement entirely is unacceptable. Just because someone is angry doesn’t mean their point is invalid. Inaction breeds dissatisfaction, which is one of the things my rural constituents have been feeling lately. We cannot conflate dissatisfaction with a lack of decorum. City staff could also benefit from an attitude
adjustment. They mimic the air of superiority that surrounds the elitist establishment

11. Looking Ahead

TI hope that we can replenish the capital reserve budget by attracting new investment in our manufacturing sector. It is my hope that we can reduce some of the artificial congestion caused by our out of sync traffic system. I hope that we can substantially increase the pedestrian accessibility and safety of the neighborhoods in rural ward 6. I hope we can see a marked reduction in late night crimes of opportunity with the implementation of volunteer patrols. I hope that I can change the culture around budget accountability and resident engagement. I hope that Burlington’s new revenue from these initiatives can lift-us out of debt within the decade and to new heights thereafter. If all goes well in my first term I’ll be in the position to promise a real 0% year and even tentatively, a slight reduction in the residential taxes for the first year of my second term.

12. Optional Question

There is a real opportunity here in Burlington to expand our manufacturing capacity and commercial tax revenue. Our commercial property here in Burlington is prohibitively expensive mostly due to Tax and Insurance rates here in Burlington. I would be open to offering new businesses in desirable sectors tax incentives to bring jobs into our economy. With our steel and aluminum industries under heavy tariff we can expand our utility to Canada by employing a new generation of Canadians to build the products we need here at home. With our location in the Southern Ontario Logistics Corridor we stand to be an economic powerhouse as we move into a new decade. But we must invest now, before we miss our opportunity.