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Name: Djuma Moise Sharifu

What position are you running for? Councilor Ward 7

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?

London’s biggest opportunity is to turn our growth into economic opportunity for residents. Our biggest obstacle is making sure infrastructure and transportation keep pace with that growth.

We need better transit and regional transportation connections, while making it easier for small businesses and entrepreneurs to operate and grow. The City should also work closely with Western, Fanshawe and local employers to connect graduates with local jobs and help retain talent in London. Growth should not simply bring more people to London; it should create more opportunities for the people who live here.

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.

I would prioritize making downtown a place where people want to live, work, visit and invest. That means supporting downtown businesses, improving public spaces, encouraging housing and appropriate office-to-residential conversions, and strengthening London’s cultural and civic destinations. The new Downtown Plan identifies 58 actions and four major priorities, so implementation and accountability will be critical. (City of London)

Safety must also remain a priority, but we should recognize that a welcoming downtown requires more than enforcement. Clean, active public spaces, good lighting, reliable transportation and well-planned infrastructure all contribute to a safer environment.

Parking is also a major concern for downtown businesses. I would explore a “Receipt to Park” program where someone who makes a purchase at a participating downtown business could receive one hour of free parking in a City parking facility by presenting their receipt. The goal would be simple: encourage people to come downtown and spend money with local businesses.

Finally, Council must be accountable for implementation. Londoners should receive clear, regular updates on what has been completed, what remains outstanding, how much has been spent and whether the plan is producing measurable results. Downtown needs action, not just another plan.

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?

London needs a coordinated response that recognizes homelessness, health and public safety as connected but distinct issues.

On homelessness, the City should focus on getting people into safe, supportive housing and improving coordination between housing, mental-health, addiction and social services. The City can lead on housing and local coordination, while the provincial and federal governments must provide the health, addiction, mental-health and housing funding that municipalities cannot provide alone. London’s current Housing Stability Action Plan already identifies prevention, housing supply and housing supports as priorities. (City of London)

On public safety, we need visible and responsive policing, but police should not be expected to solve health and homelessness issues. Police should focus on violence, property crime and criminal activity, while health professionals and community organizations respond to mental-health, addiction and homelessness-related needs.

The City should also work with businesses and community organizations to keep public spaces clean, active and welcoming, while investing in prevention programs for youth and vulnerable populations. Most importantly, I would expect measurable results and regular public reporting. Residents deserve to know what is working, what is not, where public money is going and who is responsible for delivering results.

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 to build more housing, but we also need to build better neighbourhoods. I would support a wider range of housing options, including affordable housing, townhomes, apartments and additional residential units, while making better use of existing land and underused properties. London’s current plan already supports more housing near transit and public services. (City of London)

However, housing should not be developed in isolation. New neighbourhoods need reliable transportation, roads, cycling infrastructure, parks, schools, employment opportunities and access to essential services from the beginning.

I would also support faster and simpler approval processes for housing projects and stronger partnerships with other levels of government and the private sector to increase affordable and attainable housing. We should not simply build more houses; we should build complete communities where people can afford to live, work, travel and raise their families.

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?

I would prioritize maintaining and improving the cultural facilities we already have, while investing in public spaces that can host festivals, performances, art and community events. London’s libraries, community centres, parks and cultural venues should be accessible to residents across the city, not concentrated only downtown.

I would also support adaptive reuse of underused buildings to create affordable spaces for artists, cultural organizations and community groups.

Investment decisions should be based on community need, accessibility, economic and cultural impact, condition of existing facilities, and long-term operating costs. Most importantly, residents and the cultural community should have a meaningful voice in deciding where investments are made.

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?

I would make reliable transportation a core economic priority. London needs better local transit to major employment areas, including service that works for shift workers and people commuting outside traditional hours. The City should continue improving frequency, reliability and direct connections, while integrating rapid transit with local routes. London’s Mobility Master Plan already identifies better access to jobs and improved transit reliability as priorities.

Beyond the city, I would advocate for stronger intercity bus, air and passenger rail connections, including better rail connections to Toronto and other major centres. London’s own planning framework recognizes passenger and future high-speed rail as important regional connections. Businesses and employees should be able to expect transportation that is frequent, reliable, accessible and available when they actually need it—not only during traditional 9-to-5 hours.

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?

I would focus on speed, simplicity, transparency and accountability. Businesses should not have to navigate unnecessary layers of bureaucracy just to open, expand or operate in London.

I would support clearer timelines for municipal approvals, a more streamlined one-stop process for permits, zoning and licences, and a single point of contact to help businesses navigate City requirements. London already has Service London Business, so the focus should be on making that system faster and easier to use.

For procurement, I would support making it easier for small and local businesses to compete for City contracts, while maintaining fairness and transparency. The City’s current procurement policy already recognizes opportunities for local economic growth and small businesses. Finally, customer service should be measured by results. Businesses should receive clear answers, realistic timelines and regular updates when applications or requests are delayed.

prosperity for all Londoners.
Expectations, proactive status updates, and better coordination between municipal departments would improve confidence considerably.

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 approach reconciliation through implementation, accountability and partnership with Indigenous communities. The City has committed to 155 actions over ten years, so the next Council should turn those commitments into a properly funded implementation plan, with clear timelines, responsible departments and measurable outcomes developed alongside Indigenous partners.

Economic development should include meaningful opportunities for Indigenous businesses to participate in City procurement and projects. Planning and municipal services should also incorporate Indigenous perspectives from the beginning, rather than consulting Indigenous partners only after decisions have already been made.

I would also support investment in Indigenous cultural programming, spaces and community initiatives, while ensuring these decisions are made collaboratively with Indigenous communities.

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?

I would prioritize investments based on need, safety, economic impact, population growth and the condition of existing infrastructure. We should maintain and repair what we already have before taking on projects we cannot afford to maintain.

Growth-related infrastructure should be paid for fairly by growth where appropriate. London already uses development charges to help fund growth-related roads, transit, water, wastewater and community infrastructure, and I would ensure those costs are not unfairly shifted onto existing taxpayers. I would also pursue provincial and federal funding aggressively and look for efficiencies by coordinating road, water, sewer, transit and cycling projects instead of repeatedly digging up the same streets.

Most importantly, Council should be transparent about major capital projects: what they cost, who is paying, why they are a priority and what results taxpayers should expect. Growth should pay its fair share, existing infrastructure must be maintained, and taxpayers should get value for every dollar we spend.

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?

I would prioritize the parts of the Climate Emergency Action Plan that also improve affordability, resilience and economic competitiveness—particularly transportation, energy-efficient buildings, resilient infrastructure and natural infrastructure. London’s emissions were 22% below 2005 levels in 2024, but we still need significant progress toward the 55% target for 2030.

For me, climate action should also mean better transportation choices. Expanding reliable transit and connected cycling infrastructure can reduce emissions while giving residents more affordable ways to get around. When we build or renovate roads and other infrastructure, climate resilience should be incorporated from the beginning rather than added later.

I would also focus on energy efficiency because reducing energy consumption can keep more money in London. The City estimates that every 1% reduction in energy use keeps approximately $13 million in London

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?

Strong-mayor powers should be used carefully and in the best interest of Londoners, not as a substitute for Council debate. As a councillor, I would respect the Mayor’s legal authority while ensuring that decisions receive proper scrutiny and that residents’ voices are heard.

I would expect any use of these powers to be clearly communicated to Council and the public, with the rationale, expected outcomes and financial implications made available. My role as a councillor would be to ask difficult questions, review the evidence, consult with Ward 7 residents and hold the administration accountable for results.

Strong leadership does not mean less accountability. The Mayor has enhanced powers, but Council still has a responsibility to scrutinize decisions and ensure they serve 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?

Arts, culture, and the creative industries should be viewed as essential economic and community infrastructure. Cities often invest in infrastructure with the expectation that it will support major events, which can be valuable for tourism and economic development. But it is the smaller, consistent events that often make a city vibrant and active every day.


Local concerts, festivals, cultural celebrations, exhibitions, markets, performances, and community events bring people into neighbourhoods, support local businesses, create opportunities for artists and creative entrepreneurs, and give residents reasons to connect.


The City should therefore support both major cultural events and the grassroots organisations, artists, venues, and festivals that operate year-roundions. This can include predictable funding, affordable access to municipal spaces, streamlined permitting, and support for emerging organizations.
Municipal investment should be transparent and measured by lasting public value, participation, local economic activity, accessibility, neighbourhood vitality, and opportunities for London’s diverse communities.

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