Dean Hollingsworth

Background

My name is Dean Hollingsworth. I am a lifelong resident of Cornwall. I have a university degree in History from Carleton University and English degree from Ottawa University. I have also obtained a Masters in the Science of Education from Medaille College. I worked at Domtar Fine Papers for approximately 17 years, and I have been a teacher with UCDSB for 20 years. I was first elected to Cornwall City Council at the age of 26 in 1991 and I have served as a City Councillor for 20 years spanning from 1991 to the current term.

Top Priorities

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1. The 2026 Budget & Property Taxes: The 2026 municipal budget passed with a 5.41% increase to the property tax levy, bringing the "average" residential property tax bill to nearly $3,270. As a City Councillor, how will you approach future budget deliberations to balance the necessity of maintaining essential city services while ensuring the commercial tax rate remains competitive enough to attract new investment?

I believe we should strive to maintain increases comparable to the average rate of inflation. Council needs to continually review services to determine 3 things. First, does the service meet the needs of the greater community. In other words, how many people benefit from that service. Secondly, can a service be provided more efficiently with the use of Technology or other methods. Finally, is there an opportunity to partner with the neighbouring counties or possibly the private sector to provide a better service at a more competitive price. The ultimate goal of all Councillors is to provide the best service at the most affordable price.

2. Red Tape & Business Licensing: The City has been working to modernize its Business Licensing By-law to consolidate decades-old regulations and reduce licensing categories. If elected to Council, what specific steps will you champion to further streamline the permitting, zoning, and licensing processes and reduce the administrative burden on small business owners?

City council recently adopted new Terms of Reference for the Committee of Adjustment as well as the Planning Advisory Committee. The changes of the terms of reference will speed up the processes such as permits, zoning, and potentially licensing. The city needs to ensure the planning and economic development departments are staffed properly to help businesspeople get the administrative process done in a timely fashion. Furthermore, we need to train our staff to be service driven – specifically to look for solutions that can help business more forward with their respective projects. The city needs to work more closely with our BIAs – the Downtown BIA as well as Le Village to strive to better meet their needs. I believe that changes in governance structure as well as department philosophy will speed up and reduce the administrative burden on small business.

3. Infrastructure Prioritization: The City's Asset Management Plan indicates a significant backlog of infrastructure renewal projects. Which specific municipal infrastructure investments (e.g., road maintenance, transit expansion, water/wastewater upgrades) will you advocate for as an immediate priority over the next four years to support local industry and residents?

Any capital projects that forward the Great Wolf Lodge development must be a priority. The benefits of the Great Wolf Lodge project cannot be understated. The construction of the new road adjacent to the Great Wolf Lodge is a critical first step. I would support any other capital work that needs to be completed to bring that project to fruition. The secondary water intake project must also take precedent. Our current water intake is approximately 70 years old and could fail at any time. A lack of water for the city of Cornwall could be cataclysmic; thus, the secondary intake must move forward as soon as possible.

4. The Port Lands Development: The 16-acre Port Lands, jointly owned by the municipality and the Akwesasne First Nation, is a major waterfront asset. What is your vision for the future development of this parcel, and how will you work within Council to ensure the partnership fosters mutually beneficial economic growth for the region?

The jointly own Port Lands Committee created a strategic plan during the last term of Council. The strategic plan outlines a number for recommendations for the improvement of the Port lands. I believe the first step would be to remediate the property. I believe we could open the canal sections at the edge of the St. Lawrence River. At the edge of the newly opened canal would be a waterfront hotel that would work as the anchor destination. Surrounding the Hotel there would be shops and small restaurants. The empty space at the edge of the harbour would be available for entertainers and shows perhaps celebrating the rich cultural heritage of the city of Cornwall and Akwesasne. A visitor could take a walk along a board walk connecting the Port lands to our marina. Finally, along the edge of the boardwalk we would see various pieces of art celebrating Akwesasne as well as the City of Cornwall.

5. Housing Supply & Affordability: Cornwall is facing a critical housing shortage across all income brackets. What specific municipal actions will you advocate for at the Council table (e.g., zoning amendments, targeted development incentives, utilizing city-owned land) to accelerate residential development and ensure a mix of affordable options?

The City of Cornwall has adopted many policies to increase our housing stock. We have utilized the Tax increment Grant to provide an incentive for builders to create multi residential projects. The city has reduced development charges to reduce the upfront costs. The city continues to increase its subsidized housing stock. I believe we – the city- needs to be aggressive in the development of vacant property with the city core and respective BIAs throw the use of Public Private partnerships. The infilling of vacant lots increases tax revenue without increasing the cost of services.

6. Addressing Homelessness: Complex social issues like homelessness affect vulnerable individuals and impact the downtown business community. As a Councillor, what is your strategy for ensuring the municipality effectively supports collaborative community initiatives (like The Stepping Stone project), and what specific city resources or policies will you commit to reducing the number of unhoused individuals?

The solution to the homeless problem is complex as the reasons for homelessness are as varied as the people who are homeless. I think the most logical starting point is to build more places for people to live. I have supported many initiatives to encourage more residential construction. I voted in favour of reducing development charges to make it easier for contractors to build by reducing start up fees. I have supported the Tax Deferral Grant to encourage construction projects throughout the city. Finally, the city has been upgrading our current inventory of affordable housing units throughout the city and in the counties. Homelessness demands a multifaceted approach, expanding residences within the city represents a good starting point.

7. Youth Retention & Workforce Development: A common challenge for local businesses is attracting and retaining skilled talent. How will you use your position on Council to work with local institutions like St. Lawrence College and the business community to encourage youth to build their careers in Cornwall rather than relocating to larger urban centers?

Cornwall needs to be a place where young people can build a career, buy a home, and raise a family without feeling like they must leave for Ottawa or Toronto. As a Councillor, I would push for stronger partnerships between the Cornwall, St. Lawrence College, local employers, and our high schools to better connect education with the jobs that currently exist in our community. That means expanding co-op placements, apprenticeships, internships, and opportunities for students to get their foot in the door with local employers. We also need to attract new employers and support the businesses already here so they can create good-paying, long-term careers. At the same time, Cornwall’s affordability can be one of our greatest advantages. If we keep housing attainable, invest in recreation and quality of life, and create more opportunities for young professionals, Cornwall can compete. My goal is simple: our young people should be able to see a future for themselves right here in Cornwall.

8. Industrial Expansion & Logistics: Cornwall has a strong history as a logistics and industrial hub, recently seeing investments like the Michelin Distribution Centre, but the city must remain competitive. How will you support the transportation sector and advocate for infrastructure improvements that meet the evolving needs of local industry?

The city is currently committed to the Marleau Street widening as well as the Brookdale Avenue rebuilding. I have supported both initiatives. These are long-term projects that must stay the course to improve our transportation network. The city recently committed to Sunday bus service which would provide transportation for employees to their places of work at an affordable price on Sundays. Finally, we are waiting for the current transportation study to be finalized. It would be my hope to move to a 20-minute service that would provide service to the neighbouring townships. We would need to establish a few for service with the townships but I believe it would go a long way towards improving our transportation network on a regional basis.

9. Tourism, Events, & Local Initiatives: Tourism is a significant economic driver for our local hospitality and retail sectors. How can City Council better support local events, festivals, and community initiatives to drive tourism, and what municipal resources or support do you believe should be provided to ensure their success?

Cornwall needs to give people more reasons to visit—and more reasons to stay and spend locally. I would support local festivals, sporting events, cultural activities, and community initiatives by simplifying permits, improving access to City facilities, providing targeted funding and in-kind support, and strengthening City promotion. The City should be a partner, not a roadblock. When we help local events succeed, we support our restaurants, hotels, shops, and small businesses while building a more vibrant Cornwall for everyone.

10. Council Dynamics & Community Voice: The 2026 municipal budget was passed utilizing provincial "Strong Mayor" powers. Regardless of your stance on those specific powers, how will you ensure that as a City Councillor, you effectively represent the voice of the public and the business community in major municipal decisions, ensuring accountability and transparency at City Hall?

Strong leadership still requires accountability. As a Councillor, I will listen to residents, local businesses, and community organizations before major decisions are made—not after. I will push for open communication, transparent decision-making, and responsible spending at City Hall. Regardless of who holds additional powers, Council must ask tough questions, challenge decisions when necessary, and make sure the public always has a voice at the table. I won’t be afraid to speak up when Cornwall’s best interests are at stake

11. Maintaining Decorum and Handling Misinformation: City Councillors are increasingly subject to intense public scrutiny and are often the target of misinformation or disinformation spread across social media. Additionally, this scrutiny can sometimes escalate into harassment or abusive language. The City’s Code of Conduct requires Councillors to treat everyone with respect and maintain professional decorum, even when facing hostile or factually incorrect public discourse. How will you personally handle the pressures of social media, combat local misinformation without escalating conflicts, and ensure that your interactions—both online and offline—foster a respectful, constructive environment that upholds the integrity of City Council?

I have been a Councillor for 20 years spanning from 1991 to the present and I believe I have handled the pressure of responding to the public and or social media effectively. There are 2 points a Councillor must consider when dealing with the public at large. First, every person is entitled to an opinion. As a member of the community citizens have the right to agree or disagree with council and that right must be always treated with the utmost respect. Secondly, the most effective way to those interactions are respectful and productive is to stick to the facts. Often people become upset when they fail to understand the true nature of a problem and the logical consequences of any possible solution. It has been my experience that when people understand the facts, they are more inclined to agree with councils’ course of action. While they may not always agree with council’s direction, they are at least appreciative that a course of action needs to take place.