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Name: Luke Thomas

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?

London’s biggest economic opportunity is building on the strengths we already have—our location, diverse business community, health and technology sectors, and the talent coming through Western and Fanshawe. The challenge is turning those strengths into long-term growth. We need predictable approvals, strong infrastructure, available employment lands, efficient transportation and a municipal environment where businesses can start, grow and invest. We should also do more to connect our post-secondary institutions with local employers through co-ops, internships, research partnerships and entrepreneurship opportunities. Keeping more graduates in London can become a significant economic advantage. Economic growth isn’t just about attracting the next large employer. It’s about creating an environment where small businesses can succeed, entrepreneurs can take risks, local companies can expand and graduates can build their careers 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.

Downtown Reimagined provides a strong framework, but the next Council needs to focus on execution. My priority is creating a downtown where people want to live, work, visit and invest. That means supporting existing businesses, encouraging new investment and making it easier to repurpose vacant and underused buildings for housing and mixed-use development. We need public spaces that are clean, active and safe, while continuing to build on London’s cultural and civic attractions and our connection to the Thames River. Transportation also needs to work for drivers, transit users, pedestrians and cyclists. Most importantly, Londoners need to see progress. Council should clearly communicate what actions have been completed, what remains outstanding and what those investments are achieving. We have a plan. Now we need to execute it.

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’s health, homelessness and public safety challenges require coordinated action and clear responsibility. The City should focus on housing stability, homelessness prevention, supportive housing, bylaw enforcement and clean, maintained public spaces. We need better pathways from homelessness into permanent housing and appropriate supports. Mental health and addictions treatment are primarily provincial responsibilities. The City should work with the Province and health system to advocate for appropriate treatment, crisis response and supportive housing. Police should focus on violence, property crime, public safety and enforcement, while working with community partners on prevention where appropriate. The federal and provincial governments also have important responsibilities for housing, healthcare and mental-health and addictions services. Residents, businesses and community organizations need to be part of the solution as well. The goal is simple: help people get housed and healthy, reduce crime and disorder, and restore confidence in our public spaces.

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

London needs more housing, but we also need neighbourhoods where people can access the services and infrastructure they depend on. I would support faster and more predictable approvals, appropriate density along major corridors and transit routes, and a mix of housing including rentals, townhomes, apartments and affordable housing. We should also make better use of existing infrastructure and underused properties. New growth needs to be coordinated with roads, transit, schools, parks, healthcare, childcare and employment opportunities. We shouldn’t build housing first and then try to catch up with infrastructure. The City should also work with other levels of government to expand affordable and supportive housing and find ways to make more projects financially viable. The goal should be complete communities where people can live, work, access services and enjoy public amenities.

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?

London should prioritize cultural infrastructure that is accessible, well-used and capable of supporting our growing city. During the next Council term, I would focus first on maintaining and modernizing existing facilities while addressing capacity needs for venues, performing arts, festivals, sports and community programming. Investment decisions should consider condition, utilization, community demand, economic impact and long-term operating costs. We should also look for opportunities to leverage provincial, federal and private-sector funding before committing significant municipal dollars. Public spaces should be designed to accommodate cultural events, festivals and major sporting events while remaining welcoming and accessible year-round. Major investments should have a clear public benefit and be transparent to taxpayers. Our goal should be infrastructure that strengthens London’s cultural identity, attracts visitors, supports local businesses and provides lasting value to residents across the city.

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?

London needs a transportation network that reflects how people actually work and travel. Locally, I would support more frequent and reliable transit to major employment areas, including service that works for early-morning, evening and shift workers—not just traditional 9-to-5 schedules. We should also strengthen regional connections through improved intercity bus service, passenger rail and air connectivity while working with the provincial and federal governments on transportation infrastructure. Businesses and employees should be able to expect transit that is frequent, dependable, accessible and predictable, with connections that make getting to work practical. The City should work with employers to understand major employment corridors and shift patterns and use that information to improve routes and schedules. Transportation planning should also be connected to housing and economic development so we are connecting people to jobs, not creating communities disconnected from employment.

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?

London should be a city where businesses understand the rules, receive timely decisions and have a predictable path from investment to opening their doors. I would support faster and more predictable approvals, clearer timelines and a single point of contact for complex projects. Where possible, we should reduce unnecessary administrative steps and continue moving processes online. Procurement should remain transparent and competitive while making it easier for qualified local businesses, particularly small and growing companies, to participate. Customer service should reflect the fact that businesses are customers of the municipality. Staff should be empowered to solve problems, communicate clearly and provide consistent answers across departments. Council should also pay attention to approval times, service standards and business feedback. London can be both business-friendly and responsible, while maintaining safety, accountability and good planning.

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 approach the ReconciliAction Plan as a partnership with Indigenous communities, not simply a City checklist. The focus should be on building meaningful relationships with Indigenous partners and working together to determine how the commitments can best be advanced and supported. I would support working with Indigenous businesses and organizations to identify opportunities in procurement, economic development and employment, while incorporating Indigenous perspectives into planning and municipal services. Cultural investment should support Indigenous-led initiatives, programming and spaces. The City should listen, build trust and work alongside local First Nations and urban Indigenous organizations. The City should remain open to learning, adapting and finding opportunities to work together for the benefit of the entire community.

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?

London should prioritize infrastructure based on need, safety, capacity and our ability to support growth. Roads, transit, water and wastewater, emergency services and community facilities need to be coordinated so infrastructure keeps pace with new neighbourhoods and employment areas. Growth should pay its fair share through appropriate development charges and other growth-related funding. Existing taxpayers should not carry costs that primarily result from new development. At the same time, London needs to remain competitive. That means carefully reviewing major projects, operating costs and opportunities to leverage provincial and federal funding. We also need to consider the full lifecycle cost of infrastructure—not just construction—and continue maintaining what we already own. The goal is responsible growth: build the infrastructure we need, have growth contribute fairly to its costs, protect existing taxpayers and maintain London’s competitiveness.

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 focus on the practical side of the Climate Emergency Action Plan, particularly building sustainable and resilient infrastructure that benefits Londoners today and into the future. The City should prioritize infrastructure that improves efficiency, reduces long-term operating costs and makes our roads, buildings, water systems and public spaces more resilient. That includes better stormwater management, tree canopy, efficient municipal buildings, sustainable transportation options and infrastructure designed to handle extreme weather. For residents and businesses, these investments need to make financial sense. We should consider upfront costs, long-term savings, reliability and economic benefits. I would also support working with businesses, utilities and other levels of government to leverage funding and encourage innovation without placing unnecessary costs on taxpayers. The approach should be practical: build better infrastructure, reduce long-term costs, improve resilience and make London a stronger place to live, work and invest.

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 responsibly, transparently and in the best interests of London residents. As a councillor, I would respect the authority provided to the Mayor while ensuring Council continues to have meaningful debate, oversight and accountability. My role would be to ask questions, review information, challenge assumptions and seek input from residents, businesses and community partners. When strong-mayor powers are exercised, councillors should have the information and rationale necessary to properly understand and scrutinize those decisions. I would also support clear communication with the public about major decisions and why they were made. Council works best when there is respectful disagreement and collaboration. I would bring a Ward 9 perspective to the table, work constructively with the Mayor and other councillors, and ensure strong-mayor powers are balanced with transparency, responsible debate and accountability 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 sports are important to London’s economic development and community identity. They attract visitors, support local businesses, create jobs and give residents reasons to gather and take pride in our city. The City should support cultural organizations, artists, venues, festivals and creative businesses through targeted funding, streamlined approvals, access to public spaces and partnerships that help attract major events. Sports should be part of that strategy. London should actively pursue major tournaments, championships and sporting events that bring visitors and economic activity to our hotels, restaurants and local businesses. Municipal investment should have a clear public benefit and consider factors such as participation, tourism, economic activity and community access. The goal is a London where culture, creativity and major events contribute to both quality of life and economic growth.

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