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Name: kirsten krose

What position are you running for? Mayor

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 greatest opportunity is to turn our growth, strong post-secondary institutions and diverse business community into better jobs, investment and long-term prosperity. The biggest obstacles are the everyday barriers that make it harder to invest and grow here—congestion, slow approvals, rising costs, infrastructure pressures and difficulty attracting and retaining skilled talent. My approach is to make City Hall a better partner: streamline approvals, deliver reliable services, keep taxes and fees accountable, and work closely with employers, Western, Fanshawe and economic development partners to connect education and training directly to local workforce needs. If we make London easier to build, invest, hire and live in, we can keep more of the talent we educate here and create an economy that works for both businesses and residents.

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.

The Downtown Plan needs to translate into visible results, not another document on a shelf. I would prioritize a downtown that feels safe, is easier to get to and move around, supports businesses, and brings more people downtown to live, work and visit—including faster housing and office conversions, well-maintained public spaces, and strong cultural and civic destinations. We also need practical transportation and parking solutions that support downtown businesses while improving transit and pedestrian connections. Most importantly, City Hall should establish clear timelines, measurable targets and a public dashboard so Londoners can see what has been delivered, what it cost and whether it is actually improving the downtown.

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 must address homelessness and public safety as connected but distinct challenges. The City should focus on housing stability, outreach and well-maintained public spaces, while police target violence, property crime and repeat offending. Mental health, addictions and long-term treatment require stronger provincial and health-system leadership. The goal must be measurable: fewer people living unsheltered, less crime and disorder, and public spaces where Londoners feel safe.

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

I would focus on building the right housing in the right places—using vacant and underused land, speeding up approvals and encouraging more housing near transit, employment and existing services. Growth must also be matched with roads, parks, community amenities and other infrastructure so we build complete neighbourhoods, not simply more units. City Hall should set clear approval timelines, measure results and remove unnecessary barriers that add time and cost to housing.

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?

The City should prioritize cultural facilities and public spaces that are well used, accessible and contribute to stronger neighbourhoods and London’s economy. Before committing to major new projects, we should take care of existing assets and assess investments based on demonstrated need, community benefit, partnerships and long-term operating costs. Every investment should have a clear purpose and deliver measurable value for Londoners.

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?

Transportation should connect Londoners to jobs and connect London to opportunity. I would prioritize reliable transit to major employment areas and for shift workers, while advocating for stronger intercity bus, rail and air connections. Businesses and employees should expect transportation that is frequent, dependable and designed around how people actually work and travel—not simply traditional schedules.

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?

City Hall should be a partner in getting good projects done, not an unnecessary obstacle. I would set clear approval timelines, simplify regulations and procurement, expand digital services, and establish measurable customer-service standards so businesses know what to expect. Faster, more transparent and accountable processes will make London easier to invest, build and do business in.

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?

The next Council should turn the ReconciliAction Plan into a clear implementation schedule with defined responsibilities, resources and public reporting, developed in partnership with Indigenous communities. Reconciliation should also be reflected in how the City does business—through procurement opportunities, economic development, planning, cultural investment and accessible municipal services. The focus should be on sustained partnership, measurable progress and accountability for delivering the commitments already made.

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?

Infrastructure decisions should be based on need, growth pressures, safety and measurable public benefit. I would prioritize projects that protect core services, unlock housing and employment growth, and improve how Londoners move around the city. Growth should pay its fair share wherever possible, while City Hall controls costs, uses reserves responsibly and stages major investments to keep property taxes competitive.

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 climate actions that lower costs, improve resilience and support economic growth—such as energy efficiency, better transit, infrastructure upgrades and smarter land-use planning. Investments should be practical, evidence-based and measured against both emissions reductions and affordability. London should pursue climate goals in a way that protects taxpayers, strengthens local businesses and prepares the city for more extreme weather.

Ontario’s strong-mayor legislation gives the Mayor of London enhanced authority in areas including the municipal budget, senior administration and matters connected to provincial priorities.
If you are a candidate for Mayor: How would you use these powers, when would you choose not to use them, and what standards of transparency and accountability would you apply?

Strong-mayor powers should be used carefully, transparently and only when they clearly advance London’s priorities. I would use them to improve accountability, remove barriers to delivering essential services and ensure the budget reflects measurable priorities, but not as a substitute for collaboration with Council. Any use of these powers should be publicly explained, evidence-based and accountable to 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 creative industries are important economic drivers that make London a more vibrant place to live, work and invest. The City should support strong cultural organizations, festivals, venues and creative businesses through partnerships and targeted investment, while setting clear expectations for community impact, accessibility and economic benefit. Municipal support should strengthen London’s identity and create lasting value—not simply fund programs without measurable results.

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