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Name: Anna Hopkins

What position are you running for? Councilor Ward 9

What do you see as the principal opportunities and obstacles facing London’s economy over the next Council term? What should the City do to support business growth, job creation, entrepreneurship and investment, and how should it work with employers, Western University, Fanshawe College and others to attract and retain the talent London needs?

Given the concerns today around trade and tariffs and our high unemployment rate it is more important that we come together. The city recently approved a Economic Development Strategy along with a 10-year Downtown Plan. Both of these plans along with the next Council’s Strategic Plan should align to support businesses, investments and entrepreneurship in our city. For these plans to have any significance, the next council must add funding to support these recommendations and actions. Retaining talent in London has always been a concern and more than ever collaboration and understanding is needed to work with our universities/colleges and employers.

London now has a new Downtown Plan. Which elements would you prioritize and what results should Londoners expect to see during the next Council term? Please address the downtown business environment, public spaces, housing and office conversions, cultural and civic destinations, safety, transportation and implementation accountability.

Firstly, we must all reimagine our downtown and believe that it is possible to make changes. The next Council term there are opportunities to update Victoria Park. We have already seen an investment from a stakeholder donating funds to improving the bandshell. We can build on this and other investments to other areas such as Ivey Park and the Market. Supporting our cultural community and expanding opportunities for artists as well as embracing our designation as a Music City. We have already seen improvements in our transit system and we must continue to do so.

London faces an urgent health and homelessness crisis. Residents, employees and businesses also have concerns about violence, property crime, public disorder and confidence in public spaces. These conditions require related but distinct responses. What actions would you support in each area, and what responsibilities should fall to the City, police, the health system, other orders of government and community partners?

We need to continue to engage and update our Health & Homelessness Whole of Community System Response understanding that it takes money, time and collaboration to make it work. We need eyes on the street to make our downtown safe. Many planning applications have been approved to build residential units, along with investments in infrastructure must continue. Municipalities can’t do it alone. We have had federal capital funding but we need provincial funding for mental health supports, addictions and supports for affordable housing If not, the province needs to change the funding formula with municipalities because it is not sustainable.

What changes would you support to increase housing supply and affordability and create neighbourhoods with access to employment, services, transportation and public amenities?

We need true affordable housing for all. That means creating opportunities for young people to invest as well as those who want to age in place. We want to build neighbourhoods that we want to live in.

London’s cultural facilities, venues and public spaces are essential to the life of the city, and several face age, capacity or funding pressures. What cultural infrastructure should be prioritised during the next Council term, and how should the City decide where to invest?

We need to do a better job working together and using resources and opportunities. Working together with schools/colleges/universities and creating competitions for public art. Looking at vacant spaces that can be used as well as building on what we already are – A forest city – A music city. Preserving our heritage as well as building new and exist together.

London’s economic success depends on reliable local, regional, national and international connections. How would you improve local transit and service to major employment areas and shift workers, intercity bus and air links, and passenger rail? What should businesses and employees be able to expect in terms of frequency, reliability and access?

The City of London acts as a hub in south/western Ontario. We need to continue to improve local transit and we must continue negotiations with the Province to service regional rail and air. London Transit Commission continues to deal with the pressures of a growing city and the need from Londoners to depend on reliable service. Other city’s have invested in transit and we must continue to do so.

What changes would you make to municipal approvals, regulation, procurement and customer service to make it easier to invest, build and operate a business in London?

We have made some legislative changes to speed up our processes when it comes to permits. Insecurities today with trade and tariffs creates insecurities with many businesses in London. We need to have a better understanding of what this means to businesses in our area.

London City Council approved the 2025–2035 ReconciliAction Plan in May 2025, committing the City to 155 actions over ten years. What should the next Council do to translate these commitments into a clear, properly resourced implementation plan developed with Indigenous partners? How would you advance reconciliation through economic development, procurement, planning, cultural investment and municipal services?

I would keep it in next Council’s Strategic Plan. The majority of Council needs to be committed and make investments. A few Councillors can’t do it alone.

London’s growth depends on roads, transit, water and wastewater systems, emergency services and community facilities. How would you determine which investments proceed first, pay for growth fairly and maintain competitive property taxes?

Since 2022, we have had a number of legislative changes to how we build. We now have a housing agreement to building units or we will not receive much needed infrastructure money. Also, growth no longer pays for growth we now have to negotiate with the provincial government on development charges. Development Charges for future grown will now be the responsibility of the municipality which costs will come from the tax levy. When it comes to keeping the tax increase low, the challenge for municipalities must now take into account inflation costs (approx. 2%) DCs and keep the services that we provide to the community while keeping our tax levy low In addition, we have strong mayor powers that now allow the mayor to present his budget and we as Councillors can only amend. There will be many challenges that the next Council will have to deal with

London City Council approved the Climate Emergency Action Plan in 2022. The Plan calls for a 55 per cent reduction in community-wide greenhouse-gas emissions from 2005 levels by 2030. Which elements of the Plan would you prioritise, accelerate or change during the next Council term? How would you ensure that climate action strengthens resilience, affordability and economic competitiveness for residents and businesses?

There are many strategies in the plan. We can engage households in London to take action but most of the strategies will require funding. We can start with demonstrating leadership and collaborating with all agencies/boards/commission to use the climate lens. We all need to start to collaborate and understand these policies and not be afraid to speak to them.

How should Council respond when strong-mayor powers are exercised, and how would you use your role as a councillor to provide effective scrutiny and accountability?

I understand that the strong mayor powers are used in different ways. As a Councillor it would be up to me to debate, amend the budget. It is my responsibility to ask the hard questions and be as transparent and accountable to my constituents. My expectation of the Mayor is to do the right thing for all Londoners and to be open to conversation and debate. Not convinced that the Mayor should appoint Chairs as it becomes more of a centralized Council. Leadership requires that everyone on Council matters. It is ok to disagree on an issue but what is more important is that we all work together on behalf of Londoners.

What role should arts, culture and the creative industries play in London’s economic and community development? How should the City support cultural organisations, artists, venues, festivals and creative businesses while ensuring that municipal investment produces lasting public value?

Supporting cultural within the next Council’s Strategic Plan and aligning support for cultural organizations, artists, etc. should be aligned with the City’s Economic Prosperity Plan as well as the Downtown Plan. Once all plans are aligned then support for funding needs to be allocated along with a dedicated office that connects with all organizations working together. We need a majority of Council to support these initiatives.

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