2026 London Municipal Election: Sarah Lehman – Councilor Ward 14

Name: Sarah Lehman

What position are you running for? Councilor Ward 14

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 economic opportunity is our people. We have incredible post-secondary institutions, a diverse economy and talented entrepreneurs, but we need to do more to keep people here. I would support small businesses and entrepreneurs by making City processes easier, supporting local businesses and strengthening connections between employers, Western and Fanshawe. We also need better pathways from education to employment through co-ops, apprenticeships and internships. But attracting talent also means addressing housing affordability, transportation and inclusion. People are more likely to build their future here when they can afford to live here, get to work and feel that they belong.

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 local businesses, bringing vacant commercial and office spaces back into use, and encouraging office-to-residential conversions that create genuinely affordable housing. I would prioritize clean, welcoming and accessible public spaces, stronger connections to the Thames, cultural and civic destinations, and reliable transit and safer walking and cycling. Safety must include both enforcement and investments in housing, mental health, outreach and community services. Most importantly, the Plan needs clear timelines, responsible parties, measurable outcomes and regular public reporting. Londoners should be able to see what is being implemented, what is working and where Council needs to adjust.

One area I am particularly interested in moving forward is projects that promote our UNESCO City of Music designation. It is a unique opportunity for London to bring new live music projects to downtown, which will also support aid in the support of the existing businesses by bringing new groups of people into the downtown core. I would love to see Call the Office brought back to life to serve part of this purpose.

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?

I believe London needs a coordinated response that recognizes the difference between homelessness, health and addictions, and public safety. For homelessness, the City should prioritize affordable and supportive housing, prevention, outreach and pathways into permanent housing. The health system and Province must provide sustainable mental health, addictions and healthcare services, while community organizations provide frontline support. The City should coordinate these efforts and use its resources effectively.

For violence and property crime, police must have the resources to respond to crime and protect residents, workers and businesses. They have been given this opportunity with their increased budget. At the same time, prevention matters: youth programs, employment opportunities, housing and mental health supports can address some of the conditions that contribute to crime. Public disorder requires a balanced response. People should be able to feel safe in public spaces, while people experiencing homelessness or addiction should be treated with dignity. I would support coordinated outreach, community-based responses, improved public spaces and appropriate enforcement when laws are broken or people are at risk.

No single level of government can solve these issues alone. The City should lead coordination and housing efforts, police should respond to crime and immediate safety concerns, the Province must fund healthcare and addictions treatment, and community partners should continue providing specialized frontline services. London’s new Community Safety and Well-Being Plan is built around this kind of collaborative approach.

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

I support increasing housing supply through more diverse housing options, including apartments, townhomes, secondary units and affordable and supportive housing. We should prioritize higher-density and mixed-use development near transit, employment, schools and services, while creating complete neighbourhoods with parks, community spaces and accessible amenities. I would also support using City-owned land, incentives and partnerships with non-profit housing providers to increase deeply affordable housing. We need to streamline approvals and reduce barriers to building, while protecting existing affordable housing. Growth should mean more than adding units—it should create connected, inclusive neighbourhoods where people can afford to live and access the services and opportunities they need.

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 infrastructure we already have while identifying gaps in facilities and spaces across London. This should include venues such as Centennial Hall, libraries, community centres, performance and rehearsal spaces, and accessible public spaces. I would support a city-wide cultural infrastructure and needs assessment to determine where investment is most needed. Decisions should consider accessibility, condition, community use, geographic equity, cultural impact and long-term financial sustainability. I would also explore partnerships and adaptive reuse of existing buildings rather than assuming every need requires new construction. Municipal investment should strengthen opportunities for local artists and organizations while creating spaces that are welcoming and accessible to all Londoners, like the London Arts Council does.

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 works for people and for the businesses that employ them. I would prioritize reliable, frequent transit to major employment areas, with particular attention to early mornings, evenings and weekends so shift workers aren’t left without a practical way to get to work. Rapid transit and dedicated transit lanes can improve reliability, but we also need strong connections beyond the main corridors. For ward 14, we have a large industrial section in the South East end called Innovation Park, that is currently poorly provided for with transit. We need better transit systems so employees from all walks of life have access to affordable, reliable transit.

Regionally, I would advocate for better integration between London Transit, intercity buses and VIA Rail, including a more convenient and accessible central connection between services. We’ve had a facelift and at our VIA rail station and should build upon that. London’s rapid transit planning has identified this as an opportunity, particularly around the downtown rail station.

I would also advocate strongly for more frequent and reliable passenger rail service to Toronto and other Southwestern Ontario communities, as well as continued support for London International Airport and regional air connections. The City cannot deliver all of these services itself, so Council needs to work with the Province, federal government, VIA Rail, airlines, employers and neighbouring municipalities.

Businesses and employees should be able to expect transportation that is frequent, reliable, accessible and predictable, including outside the traditional 9-to-5 workday. Transportation is economic infrastructure, and investing in it helps London attract employers, retain workers and give people access to opportunity.

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 making the City easier to navigate, more predictable and more responsive for businesses. That means reviewing approval processes to eliminate unnecessary duplication, establishing clearer timelines and points of contact, and improving communication when applications or permits are delayed. I would expand accessible online services and make it easier for small businesses and entrepreneurs to understand requirements before investing. For procurement, I would look for ways to make opportunities more accessible to local and smaller businesses while maintaining fair, transparent and competitive processes. The City should also use its purchasing power to support innovation and local economic development where appropriate.

Finally, I would measure customer service by outcomes: How long does it take to get an answer? How long does an approval take? How easy is it to understand the process? Businesses should know what to expect and have a clear way to resolve problems. We can support business growth while maintaining appropriate standards and protecting the public interest.

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 needs to move the ReconciliAction Plan from commitment to implementation. Each of the 155 actions should have a clear timeline, responsible department, identified funding, measurable outcomes and public reporting, with the implementation plan developed with Indigenous partners, not simply presented to them for consultation. Indigenous voices and lived experience should be meaningfully represented throughout implementation.

Reconciliation should also be part of how the City does business. I would support creating meaningful opportunities for Indigenous businesses through procurement and economic development, incorporating Indigenous perspectives earlier in planning and city-building decisions, and supporting Indigenous cultural programming, spaces and initiatives. Municipal services should also be reviewed through an Indigenous lens to identify and remove barriers to access.

Most importantly, reconciliation needs sustained resources and accountability. Council should report publicly on progress, listen to Indigenous partners when something isn’t working, and be willing to change course. Reconciliation is not a one-time project or a checklist; it is an ongoing responsibility to build respectful relationships and turn commitments into meaningful action.

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 infrastructure based on public safety, existing infrastructure needs, service levels, growth pressures and long-term value for taxpayers. We need to maintain the infrastructure we already have while ensuring new growth does not create an unfunded burden for existing residents.

I support the principle that growth should pay its fair share of growth-related infrastructure through development charges and other appropriate tools. London already uses development charges to fund growth-related roads, transit, water, wastewater and community infrastructure.

At the same time, we need to be careful about the long-term operating and maintenance costs of new infrastructure. I would prioritize complete, connected communities where existing infrastructure can be used efficiently, rather than continually expanding the City’s footprint and infrastructure obligations.

Maintaining competitive property taxes means finding efficiencies, planning infrastructure over its full lifecycle, pursuing provincial and federal funding, and being transparent about the trade-offs Council is making. We need to invest where Londoners need investment while ensuring we can afford to maintain what we build.

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 provide both immediate emissions reductions and long-term benefits for Londoners. That means accelerating investments in reliable public transit, walking and cycling infrastructure, energy-efficient and resilient buildings, tree canopy and natural infrastructure, and reducing waste.

Climate action must also be affordable. I would prioritize projects that lower household energy and transportation costs, improve access to transit, and help businesses reduce operating costs and become more competitive. We should pursue provincial and federal funding wherever possible so the cost does not fall disproportionately on property taxpayers.

I would also put greater emphasis on climate resilience. Extreme heat, flooding and severe weather already affect our communities, and investments in trees, green infrastructure, storm water management and resilient public infrastructure can protect residents while improving our quality of life.

Finally, we need accountability. The CEAP contains more than 200 actions and the City now has a public dashboard tracking them. I would want Council to set clear annual targets, publicly report progress and identify where implementation is falling behind. We cannot simply adopt ambitious plans—we need to measure whether they are actually delivering results.

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 would approach the Mayor professionally and work collaboratively where we share goals, while providing meaningful scrutiny when decisions affect taxpayers, services or the long-term interests of Londoners.

I would ask for clear evidence, financial analysis and measurable outcomes behind major decisions, ensure information is available to the public, and use the powers that remain with Council to advocate for my constituents. I would also support strong committee processes, public reporting and transparency around the use of strong-mayor powers.

A strong mayor should not mean an unchecked mayor. My responsibility as a councillor would be to ask difficult questions, represent the people of my ward, and ensure decisions are made in the public interest.

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 should be an important part of London’s economic and community development. They create jobs, attract visitors, support local businesses and make London a place where people want to live and build their future. Culture also creates opportunities for people to connect and feel a sense of belonging.

I would support stable, transparent funding for cultural organizations, artists, festivals and venues, while making municipal spaces more accessible for local creators. I would also support partnerships that help creative businesses grow and create opportunities for emerging and equity-denied artists.

Municipal investment should have clear public benefits: increased access to culture, opportunities for local artists, stronger neighbourhoods, economic activity and measurable community outcomes. We should regularly evaluate these investments and report publicly on results. Investing in culture isn’t just about funding events; it’s investing in the identity, vibrancy and economic future of London.