Denis Sabourin

Background

My wife and I moved to Cornwall in 2013, but I’m no stranger to the community and its potential. I worked for 11 years as the Chief of Staff for Cornwall Charlottenburgh M.P. Bob Kilger. During this time, we helped bring infrastructure dollars to Cornwall and government funding to help create jobs and help the city grow. In total I have 20 plus years of working for Member’s of Parliament in Ottawa. I understand the government process and how government works. In addition to my work for M.P.’s, I also served 15 years as a Catholic School Board trustee in the old Stormont Dundas Glengarry Catholic District School Board and the amalgamated Catholic District School board of Eastern Ontario. Prior to working in politics, I worked for nearly 20 years as a journalist with a national news network and in local radio newsrooms including CJSS/CFLG. I’m a licensed paralegal and operate my own business. I’m a Chamber of Commerce member because I believe small businesses can be the backbone of a community. I have volunteered with numerous charities and sports activities over the years.

Top Priorities

I was elected to city council in 2022. If successful in re-election I would like to continue in addressing homelessness in Cornwall, recruiting Doctors and nurse practitioners so that every resident in the community has the medical provider that they need. I also want to see the next council focus on improved infrastructure and municipal services. In the area of economic development with Great Wolf Lodge coming to Cornwall during the next term of council I feel there should be an emphasis in making Cornwall Great Wolf Lodge Ready so that we can attract the thousands of visitors that will come to this marquee water resort to our downtown to enjoy our restaurants, shopping and attractions giving Cornwall a reputation of being a tourism hub in Eastern Ontario.

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?

The challenge in responsible budgeting is ensuring that the essential services and needs are addressed. To do this I advocate that our business plan/budget be set as a multi year so that as we move through the stages of development and services, we have a better understanding of the costs and controls of the budget allowing us the flexibility to stay within the anticipated cost for the project. I also would like to see the creation of a Finance and Corporate Services Committee which will provide direction on strengthening financial and administrative practices, identify corporate goals and provide guidance on economic development issues.

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?

The city must adopt a new approach in streamlining the permitting, zoning and licensing process that more guidance based and assisting to the client. Offering greater direction rather than demanding full compliance of the municipal act without such assistance does not give the client the reassurance needed to work with the city. We should also incorporate the latest innovations in technology in completing, filing and processing applications, this would make for expedient approvals.

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?

This city has over 3 billion dollars in assets. One of the challenges faced by the existing council was to address a large volume of maintenance project that have been put off too many times over the past number of years. We have to prioritize our asset management dealing with the most essential needs first. This would include big ticket items like the water/wastewater upgrades. The city has been successful in securing just under 30 million dollars from the province for this project, but the price tag is expected to be over 50 million dollars. We must secure additional funding from other sources before it can go ahead. I also mentioned making Cornwall Great Wolf Lodge Ready this means improvements to our roads, sidewalks, waterfront and shopping districts. With the right approach we can see growth to our local businesses and benefits for our residents.

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?

At our September 28th meeting of Council, we received a report from the Portlands management team. Later this year and next year the master planning work will begin this will include extensive community consultation between Cornwall and Akwesasne to determine what is best for the Portlands and how to move forward on achieving this goal. It is important to note that Cornwall and Akwesasne are equal partners in this project and whatever is proposed will be fully endorsed by both communities. A finished master plan with an implementation roadmap will be presented to the community in late 2027, early 2028.

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?

I fully expect work on another social housing development to be located on Pitt Street North will begin in 2027. We must continue to partner with the province and the United Counties of Stormont Dundas and Glengarry in accessing the fund necessary to construct more projects of this nature. We should also explore potential funding from the Canada Mortgage and Housing Corporation that will allow for the creation of co operative housing projects in Cornwall and area. The provincial government does allow for tax breaks when municipalities enter into partnerships with developers that will see rent geared to income units incorporated within housing development plans. As there are several large development projects proposed for Cornwall, we must continue to negotiate with developers include a proportionate number of such units within their planning.

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 city has purchased Parisien Manor as one more step in addressing homelessness in the community. There is a need to advocate to the provincial government to ensure that funding and services for those have become homeless through no fault of their own have the care and resources necessary to assist them in dealing with their individual issues that contributed to their situation. The city should move forward on other transitional housing projects as one more means of assisting the homeless.

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?

The first step is to ensure St. Lawrence College survives. The community should be concerned about plans that have seen a scaling back in programs offered at St. Lawrence College and dropping student enrolment. Second, through economic development we must attract new industries so that these potential employers will be able to work with the college to see students graduate with the skills that they need in their particular line of employment. I mentioned the need to make Cornwall Great Wolf Lodge Ready, in that respect Great Wolf Lodge’s marketing forecasts 600 thousand stays at their resort yearly. That translates to roughly 1,600 tourists in Cornwall on a daily basis. The tourism industry offers meaningful careers and opportunity it can prove to be a prime motivator in attracting new enterprise and workforce within the community.

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?

In supporting the transportation sector, we must lobby the provincial government for improvements to the roadways that drive this industry. We are well aware of improvements needed on the 401 and other provincial highways in this area. As a community we must explore future opportunity for industrial expansion and for that reason the city must develop a strategic plan for economic development. With the federal government proposing to see a trillion dollars worth of economic activity across the country there is no reason why our city can’t benefit with some industry participating in that goal.

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?

As mentioned, Great Wolf Lodge can prove to be the catalyst to greater tourism growth in our area. It will be the tourism anchor but that should not stop the city from exploring a signature event that will also bring more tourists to our community. The Cornwall Tourism Development Fund was established in 2019. It currently has a next egg of about 400 thousand dollars that would be used in helping to develop a signature event. It is also providing assistance on a yearly basis to a number of local events, festivals and community initiatives that is helping to develop our tourism.

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?

Over the past four years, I have demonstrated that I stand for strong representation, responsible fiscal management, transparent decision making and accountability to you. I have met with many individuals that have asked for information on various decisions or requested that I help in addressing their issues. I have made available and will continue to do so if re-elected.

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?

Throughout my years of public service, I’ve demonstrated myself to be approachable, a good listener, patient, understanding, caring and an effective communicator. I will continue to develop these skills and utilize them in my contact with the public at all times and when advocating at the council table.