MY IDEAS FOR LONDON AND OUR WARD

City planning can be so much more than zoning maps and traditional subdivisions; it can be visionary, people‑focused, and designed for how families actually live today. I believe London has the opportunity to lead the country in building smart villages: vibrant, walkable communities where jobs, entertainment, shopping, and recreation are all woven into the place you call home.

Imagine commercial developments that make the most of every square foot, instead of the shopping centers we have.

• Underground parking that frees the surface for parks, plazas, and green space
• Multi‑use water features, patios, and play areas that bring families together
• Shops and services at street level, with stacked townhomes and apartments above
• Safe, beautiful public spaces where neighbours meet, children play, and local businesses thrive

These are not just developments, they are destinations. Places designed for connection, activity, and community, and at the heart of this vision is housing that works for everyone. There would be no need to loose homes in existing communities to redevelopment.

Affordability

I believe every major development should include at least 20% affordable, attainable, and subsidized homes, ensuring that people of all incomes can live in the neighbourhoods they help shape.

Smart villages maximize land, reduce sprawl, support local business, and create the kind of urban design that makes London a city where people want to live, work, and stay. This is how we build a future that is sustainable, inclusive, and full of opportunity.

London’s homelessness crisis is complex, and a one‑size‑fits‑all approach simply doesn’t work. People become unhoused for different reasons, have different needs, and are at different stages of readiness for change. Our response must reflect that reality. I’m committed to a compassionate, practical, and effective strategy that reduces encampments, improves safety, and supports people on their path to stability.

Not everyone is ready to enter treatment or structured programs. For those individuals, forcing change only pushes them back onto the street. Tier One provides a humane alternative.

I will champion the creation of a large, temperature‑controlled indoor Stability Shelter—such as a repurposed warehouse or hangar—where individuals can safely set up their own camp space and access essential supports.

Key features:

• Individual camp sites that respect autonomy
• Access to food, water, bathrooms, showers, and laundry
• On‑site health care, mental health support, and harm‑reduction services
• Security and staff trained in de‑escalation
• Storage for personal belongings
• Pet‑friendly areas to remove a major barrier to shelter use

Impact for London:

• Fewer encampments in parks, neighbourhoods, and downtown
• Reduced strain on emergency services
• A safer, more predictable environment for everyone
• A foundation of stability that often becomes the first step toward change

For individuals who are ready to rebuild their lives, housing alone is not enough. They need skills, structure, and ongoing support.

I will advocate for a specialized Rehabilitation Shelter focused on helping people regain independence through education, treatment, and training.

Key components:

• Life skills: money management, literacy, digital literacy, shopping, cooking, hygiene
• Health care navigation and addictions programming
• Job readiness: resumes, interview skills, apprenticeships, workplace expectations
• Support obtaining ID, banking access, and benefits
• Transition planning for independent housing
• Continued case management after move‑out

Impact for London:

• Real pathways out of homelessness
• Better long‑term outcomes and reduced recidivism
• Stronger connections between social services, employers, and housing providers
• A more resilient and inclusive community

This two‑tiered model recognizes that people move at different speeds and need different supports. It reduces encampments, improves safety, and provides meaningful opportunities for recovery and independence. It’s a balanced, humane, and realistic plan for London’s future.

London has one of the strongest, most capable workforces in Canada; innovative, skilled, and ready to power the next generation of economic growth. Our city sits at the crossroads of the 401 and 402 corridor, giving businesses unmatched access to North American markets. Now is the time to show the world what London can offer.

We cannot wait for opportunity to come to us; we must go out and bring it home. As a City Councillor, I will champion a proactive international strategy:

• Meet directly with companies leading the way in technology, manufacturing, clean energy, health innovation, and advanced logistics.
• Build relationships in India, China, Japan, Germany, France, the UK, Switzerland, and the Netherlands; countries driving global innovation.
• Position London as the ideal destination for companies seeking stability, talent, and strategic location.

This is how we attract new employers, new investments, and new jobs for Londoners.

A globally connected city needs a globally connected airport. I will work with London International Airport, airlines, and federal partners to expand flight options and make London a true regional gateway.

My goals include:

• Weekly flights to major European destinations: Paris, London, Spain, Italy, Greece
• New international leisure routes: Costa Rica
• Twice‑weekly service to key U.S. Locations: Las Vegas, Florida, New York
• Stronger domestic connectivity: Vancouver, Calgary, Montreal, Halifax

More destinations mean more tourism, more business travel, more investment — and more opportunities for Londoners.

A city that reaches outward grows inward. By expanding our global presence and strengthening our airport, we:

• Attract new employers and industries
• Create high‑quality jobs
• Boost tourism and hospitality
• Support local businesses
• Build a more vibrant, competitive, and connected London

This is how we secure London’s future — by opening our doors to the world and inviting the world to invest in us.

Downtown London doesn’t need more surface‑level beautification; it needs City Hall to remove the barriers that keep storefronts empty and buildings under‑used. We can pave streets and add decorative features, but unless we address the underlying issues preventing investment, our downtown will continue to struggle.

The real work begins with understanding why so many properties remain vacant. That means working directly with landowners to identify the obstacles they face, including:

• Development fees that make renovation cost‑prohibitive
• Slow or complex permitting and application timelines
• Financing challenges for aging buildings
• Limited parking options
• High costs for asbestos removal
• Heritage restrictions that make upgrades difficult or expensive

We also need clear answers about what’s keeping businesses away. Is it crime? Is it the impact of the unhoused population? Or is it simply that the cost of bringing older buildings up to modern standards outweighs the potential return? We cannot fix what we refuse to examine honestly.

To move forward, the City must be willing to use both incentives and accountability:

Incentives

• Reduced fees for activating long‑vacant properties
• Tax relief for redevelopment
• Fast‑tracked approvals for renovation projects
• Support for heritage‑related upgrades or asbestos abatement

Accountability 

If landowners choose to leave buildings empty despite reasonable support, the City should consider:

• Withdrawing planning approvals
• Rezoning properties to discourage long‑term speculation
• Enforcing property standards more consistently

Revitalizing downtown requires more than beautification; it requires removing barriers, encouraging investment, and ensuring that every property owner contributes to a vibrant, safe, and economically strong core.