Ward 6

“When I managed 103.1 Fresh Radio in London, I wanted to invest in more on-air staff to strengthen our local connection, ratings, and revenue. Senior decision-makers disagreed, concerned about financial risk and whether the investment would pay off. My original ask was for the full investment. When that did not gain support, I proposed a smaller pilot with clear measures for audience growth and return on investment, supported by examples of similar successes elsewhere. What I gave up was immediacy and certainty. I accepted a temporary, smaller investment that had to prove itself before expanding. The pilot built confidence and led to broader support. At peak staffing, Fresh Radio had the most listeners in the city and achieved record revenue, with EBITDA reaching 48%. I learned that consensus often comes from reducing risk, providing evidence, and compromising on the path without losing sight of the goal.”

“The first thing that comes to mind is homelessness. Residents will ask City Council to fix the homelessness crisis. I would be clear: Council cannot solve it alone. London can provide shelter, housing supports, food and connections to services. But the City does not control Ontario’s health-care system, including the mental-health and addiction treatment many people urgently need. That responsibility rests primarily with the provincial government. The federal government also plays a major role in funding housing and homelessness programs. I would push both governments for sustained action and funding, and ask the mayor to consider declaring a state of emergency on homelessness. I would also work through municipal organizations to demand stronger provincial and federal support. Jurisdiction cannot become an excuse for inaction. I would use Council’s voice relentlessly to bring all three governments together and push for real solutions.”

“The issue I most want to be known for is being an accessible, accountable and responsive councillor who delivers for Ward 6. Residents consistently tell me they want the City to get the basics right: safer roads, reliable transit, well-maintained parks, sensible development, support for those who need it and a downtown families can enjoy. Where I feel torn is balancing those expectations with what the city can reasonably afford. With property taxes rising 26.9% over four years, I believe Council must be especially mindful of seniors and residents on fixed incomes. The strongest argument against my position is that maintaining and improving services costs money. London is growing, infrastructure is aging, and wages and construction costs are rising. That is why I will focus on value and accountability: scrutinizing spending, questioning excessive costs, working collaboratively and ensuring every dollar delivers the best possible result for residents.”

“One example I’m especially proud of is initiating the Corus Radiothon for Children’s Hospital in London. While managing 103.1 Fresh Radio, I proposed bringing Corus Entertainment’s London radio stations together for a joint radiothon supporting Children’s Health Foundation and Children’s Hospital. I worked with our Corus team and community partners to help turn that idea into reality. The Radiothon went on to raise significant funds and awareness for children’s health care in London. That experience reflects how I approach community leadership: identify an opportunity, bring people and organizations together, use available resources effectively, and follow through. I have taken the same approach in other community roles, including supporting charitable organizations and, today, serving as President of the Old South Business Association, where I advocate for local businesses and better communication and access during major City construction projects. www.ianleishman.ca”

“As an immigrant Black Transgender woman, much of my community advocacy has involved entering rooms where I was not necessarily the person everyone initially invited or agreed with. I learned that demanding agreement rarely works. Listening does. When advocating for marginalized communities, I have had to explain concerns in terms that different groups could understand, including community organizations, public institutions and people who did not share my experiences. I changed my approach by focusing less on what separated us and more on the outcome we shared: safer, more inclusive and stronger communities. I was willing to modify how I presented an issue and to accept that not every part of my original proposal would survive the discussion. What I gave up was the need to be right about everything. What I gained was cooperation—and cooperation is how you accomplish things in public life.”

“Healthcare is one of the clearest examples. Residents may ask their councillor to fix hospital wait times, increase the number of doctors and nurses, or directly change hospital operations. City Council does not control Ontario's healthcare system. I would tell residents that honestly rather than pretend City Hall has powers it does not possess. The Province of Ontario and the healthcare system have authority over those areas. But saying "that's not our jurisdiction" cannot mean "that's not our problem." I would bring London's concerns to the provincial government, work with healthcare institutions and community organizations, support municipal actions that improve emergency preparedness and community safety, and use Council's political voice to advocate for the resources London needs. Residents deserve a councillor who knows the limits of municipal authority, but is willing to push every responsible level of government to do its job.”

“I want to be known for public safety. I believe Londoners have a right to safe streets, parks, transit, businesses and neighbourhoods. I also believe that people experiencing homelessness, addiction, mental-health challenges or other crises deserve appropriate help rather than simply being treated as problems. The strongest argument against my position is that a stronger emphasis on enforcement can sometimes push vulnerable people from one location to another without addressing the underlying problem. That criticism deserves to be taken seriously. My position is therefore not "enforcement instead of compassion." It is enforcement and compassion, with accountability. Illegal activity that threatens other residents cannot simply be ignored, but neither should someone in crisis be abandoned. I want measurable results: safer public spaces, faster connections to appropriate services, better emergency response and fewer people trapped in recurring cycles of crisis.”

“Before this campaign, I was already involved in community advocacy, particularly around inclusion, public safety and London's 2SLGBTQIA+ community. I have worked with community organizations and participated in initiatives intended to build stronger relationships between marginalized communities, institutions and the broader public. That work was recognized by Pride London, which selected me as its 2026 Parade Grand Marshal. Pride London describes my work as including advocacy, inclusion, community safety, belonging and community leadership. I have also participated in community and civic initiatives, including being a former Director at Large for Urban League London, and applying to serve on a City of London community advisory committee. My approach to public service is therefore not something I developed because I decided to run for Council. The campaign is an extension of work I was already doing in the community. More information about my platform and community work is available at naominadea.ca.”

“Over the course of the council term I have raised a number of concerns and criticisms about how the municipal compliance division responds to code-enforcement complaints. This is especially so regarding prooerty standards and noise complaints. Over the course of the council term, I have worked persistently behind the scenes with staff who came to agree with some the changes I wanted to make. This includes how complaints are responded to and how noise complaints are handled.”

“Residents want to see more progress made in combatting homelessness and dealing with mental health and addiction problems in London. Many often get very impatient, even angry, that the city does not do more to resolve these problems. It has become a very decisive and polarizing issue. Yet the city lacks the financial ability to properly fund the need for adequate affordable housing and necessary services to address mental health and addiction issues. We simply cannot afford to do what needs to be done given our very restrictive and regressive property tax system. While our advocacy work with the provincial and federal is ongoing and active, there needs to be a better understanding on the limits of what a municipality can do.”

“While I work together with several council colleagues on issues like transit, housing and the environment; the issue I most want to be known for is better support for the music, arts, and cultural sector. I believe the creative sector is underfunded. But it is essential to our economic development and to our personal well-being. The main barrier is the persistent argument that the arts sector is “nice to have” but not a priority…. and not worthy of public funding. I have opposed this “back-to-basics” view. But the arguments that arts groups and institutions like the library and museum should not get much public support continues to persist.”

“I have had a long history of civic engagement in London and at UWO since moving here in 2001 which I outline in greater detail at VoteTrosow.ca”