Skip to content

Name: David Ferreira

What position are you running for? Councilor Ward 13

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 obstacle for the next Council term will be the imposition of tariffs and trade uncertainty south of the border. Our economy is intrinsically linked to American supply chains and the next Council will be faced with crafting a local response that aligns with national and provincial approaches and strategies.

London has great economic potential that must rise to meet this moment. We have highly recognized post-secondary institutions, world-class health care and research institutions, a diverse business community, a growing technology sector, manufacturing, small businesses and entrepreneurs. We are also strategically located alongside Canada’s busiest trade corridor in Highway 401 – linking London to major export platforms by land, air, and sea.

I believe the municipal role will be to strengthen and enhance the supportive environment for London businesses to thrive. My focus will be to support our downtown’s revitalization. I will work to make City Hall’s programs more predictable and simpler to navigate. I will focus on advancing reliable social, cultural and economic infrastructure, supporting a safe and vibrant community, safeguarding employment lands, and making sure decisions – and their rationale – are timely and evidence-based. Businesses have said clearly what they need to thrive in these challenging times.

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 revitalization will be my top priority, building on the new Downtown Plan to create a downtown where people want to live, work and spend time. I will support 5,000 additional residential units, office-to-residential conversions and adaptive reuse, while advocating for stronger and more everyday services like grocery stores, childcare, healthcare and retail, alongside better transit, cycling and pedestrian connections. A clean, well-maintained and welcoming downtown will strengthen both quality of life and the local economy.

I will work to make downtown a unique destination by investing in public spaces, culture and year-round programming, while building on places like Victoria Park, Harris Park, Dundas Place and the Thames River. London has a real opportunity to become Southwestern Ontario’s premier winter city destination.

At the same time, we need a compassionate response to people experiencing displacement and exclusion within our city. A vibrant downtown and compassionate care aren’t competing objectives. Businesses need a safe and welcoming environment, and Londoners left to simply exist need intentional access to adequate housing and social supports. The goal is a downtown that is economically and culturally strong, affordable enough for people to participate and live in, welcoming to families and visitors, and compassionate toward all Londoners.

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?

This is an important question, but it is also highly complex and interconnected. Homelessness, mental health, addictions, public safety, property crime and violence require different responses and different levels of government. With that said, we need to recognize where municipal investment can make a meaningful and measurable difference: investing in supportive housing. Supportive housing is not a substitute for policing, health care, mental health and addictions services, or other social supports but it is the only effective way we can address the underlying conditions that contribute to chronic homelessness and repeated interactions with emergency services.

London has seen the value of supportive housing through organizations such as Indwell and through the City’s own investments in supportive housing. When re-elected, I will continue to push for supportive housing funding and stronger partnerships with the provincial and federal governments will be one of my priorities. I will also continue that advocacy both at government tables and through the Downtown Councillor’s Group, which I was proud to help build. Municipalities have more influence when we work together and speak with a strong, united voice on issues we are all facing.

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

During my time on Council, I have helped facilitate an unprecedented number of new affordable units, but there’s more that needs to be done. We also need to make sure we’re building the right housing in the right places and protecting the affordability we already have.

I will focus on three priorities:

First, building housing people can actually afford. I will continue supporting new housing while expanding affordable, non-profit, co-operative, supportive and family-sized options, including housing for seniors and young adults.

Second, protecting the affordable housing we already have. I will continue to identify and preserve naturally occurring affordable housing and strengthen tenant protections when buildings are redeveloped or renovated.

Third, securing more investment in affordable and supportive housing. I will continue advocating to the federal and provincial governments for funding that supports Londoners facing the greatest barriers to housing, including seniors, people on fixed incomes and Indigenous-led 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?

Cultural facilities, venues and public spaces are economic infrastructure and part of what makes London unique. Places like the London Music Hall, Grand Theatre, Covent Garden Market and Museum London reflect our city’s identity and need long-term support. I would not start by choosing one facility over another. I would establish a clear, transparent framework for investment based on community and economic impact, urgency, accessibility, geographic equity and opportunities to leverage other funding. I will push for a long-term capital plan, so we maintain and renew the cultural assets we already have while making strategic investments that help London’s arts, music industry, culture and creative economy grow.

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?

If people cannot reliably get to work or access a transit stop, businesses cannot reliably attract and retain employees. That is particularly important as London’s employment areas continue to grow and more jobs are located outside the traditional downtown core. I would prioritize completing London’s Rapid Transit network and making sure it delivers what businesses and employees actually need: frequent, reliable service with good connections to major employment areas, hospitals, post-secondary institutions and other major destinations. We also need to pay attention to shift workers. Transit has to work for someone starting a shift at 6 a.m. or finishing at midnight, not just for someone travelling during business hours. I will continue to champion the LTC’s ongoing piloting and programming pertaining alternative transit delivery.

We also need to look beyond London’s boundaries. I will continue working with Middlesex County, St. Thomas and other regional partners to improve inter-community transit and connections to major employment areas. London should also continue advocating to the provincial and federal governments for more frequent and reliable passenger rail service, better intercity bus connections and more routes through London International Airport.

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?

Businesses have clearly told the City where they need rational, common-sense improvements to service delivery. During the pandemic, the City created the Back to Business initiative, which streamlined and prioritized responses to business needs across City services, including patio applications, parking, curbside pickup etc. I worked to develop and support London’s new Economic Development Strategy, which builds on this approach by strengthening the City’s business navigation function and improving coordination across City services.

Under the Downtown Plan, I will push hard for a new Downtown Concierge service that embraces the same lessons we learned as a community during the pandemic. I will press for a review of the way comments and inquiries are processed to identify faster channels for issue resolution. I will also demand we implement the One Number program in which downtown businesses, organizations and individuals have immediate access and connection to the services provided by the City. We need clear points of contact and better coordination between departments so that projects can move forward while still meeting the City’s standards.

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’s responsibility should be to make sure those 155 commitments become more than a list of actions. I will work with Indigenous partners to develop a clear implementation plan that identifies priorities, timelines, resources and meaningful measures of progress. This work will also be developed collaboratively with Indigenous partners involved in determining priorities and how progress is understood and evaluated from their lens. Reconciliation also needs to be part of how the City does business. There are opportunities to strengthen Indigenous participation in municipal procurement, support Indigenous businesses and entrepreneurs, and build stronger economic partnerships. In planning and development, Indigenous perspectives and relationships should be incorporated early in the process rather than being brought in after decisions have already been made.

Cultural investment and municipal services are also important. Supporting Indigenous cultural events, spaces, education and community initiatives can help build understanding and strengthen our community as a whole. Municipal services should also reflect the experiences and needs of Indigenous citizens. When re-elected I will continue to honour the City’s commitment by working alongside Indigenous partners from the onset while also building lasting and trusting relationships.

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 believe the best way to evaluate competing priorities is to ask, “what are we getting for every dollar?” Taxes matter, affordability matters and City services matter, so spending must be tied to clear priorities with measurable results and responsible fiscal management. Rather than choosing projects based on politics or preference, I will prioritize investments that provide the greatest benefit across London and support initiatives that demonstrate clear value. Evolving our downtown will be an important priority, but it must be supported by targeted actions that can earn their place in a competitive budget.

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 support London’s climate goals, but the next Council needs to focus on practical actions that deliver measurable results. The Plan contains more than 200 actions and in 2024, London’s community-wide emissions were 22% below 2005 levels. This means we are not currently on the trajectory needed for the Plan’s target of a 55% reduction by 2030. I would prioritize energy efficiency and building retrofits that can lower costs for homeowners and businesses while reducing emissions. Also, transportation is now London’s largest source of emissions. I would prioritize investments that make it easier for people to choose lower-emission ways of getting around, including reliable transit, safe cycling and pedestrian infrastructure. Climate action also needs to include resilience. Investments in stormwater management, flood protection, tree canopy and other infrastructure will also help London prepare for extreme weather and protect residents and businesses. We also need measures of accountability by prioritizing what works and measuring the results to ensure we are getting value for taxpayers.

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 think Council’s job is to work within the system we have and make sure Londoners see and receive results. When strong mayor powers are exercised, I focus on three things: transparency, evidence and outcomes. The Mayor has specific authorities under provincial legislation, and those authorities need to be respected, but Council has equally important responsibilities to ask questions and understand the evidence behind major decisions. I believe that strong-mayor powers should not become a political distraction. Londoners care about whether their taxes are being used responsibly, whether services are improving and whether Council is delivering on its priorities. My approach will be straightforward: respect the process we have under provincial legislation, ask the tough questions to maintain clear accountability, measure the results, and stand up for residents and businesses whose voices ultimately drive our priorities.

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 and culture should play a major role in London’s economic and community development and more importantly, it’s at the center of downtown’s revitalization. Arts and culture generate nearly $700 million annually to London’s GDP, and more than 7,800 jobs across our community. Culture is not separate from the rest of our economy; it is part of what makes a city attractive by bringing people together, supporting local businesses, creating opportunities for artists and entrepreneurs, and contributing to the identity and vibrancy of our neighbourhood’s. The City has programs such as the Community Arts Investment Program, which supports local arts organizations, artists and creative projects. I would continue to support these programs and others (e.g., London Art Hives) and look at ways to provide more stable funding.

Given the social and economic importance of music, arts, culture and the creative industries, the Downtown Plan will be a critical opportunity to ramp up investment attraction initiatives across these industries. I will continue to challenge our economic development agencies and community partners to think big and act boldly to position London as the best place in Canada to attract music, film, digital media and creative technology businesses.

Scroll To Top