Elaine MacDonald

Background

I am a retired teacher and current city councillor with extensive community involvement over the years. I have served on The United Way/Centraide SDG, on the Board of Agape as well as in the kitchen with the Knox-St. Paul’s group on holiday Mondays, and maintain my involvement with The Cornwall & District Labour Council, where I serve as recording secretary and the Ontario Health Coalition. Most recently, I was an active member of the fundraising committee that raised 2.4 million for the soon-to-open Arts & Culture Centre. I have lived in Cornwall since the early 80’s and have family roots on Alexandria and Williamstown. I unwind with knitting, walking and playing bridge.

Top Priorities

My top priority is to hold firm on what is being a very successful housing strategy. I’ll echo Mayor Towndale’s statement that we have housed 74 previously unhoused persons since 2023. Our Human Services crisis team visits every encampment weekly and their latest report revealed the number of unhoused persons in the city is now 8. Granted 8 is too many but our strategy of counselling and helping people move into their own space with their own door is successful and has been made possible by the purchase of Parisien Manor and the near completion of Massey Commons and others in the planning stages. My next priority is seeing the launch of the Arts & Culture Centre. A well managed arts & entertainment venue has tremendous economic value. Positioned where it is, it has the potential to revitalize the downtown core and bring in a nightlife scene with more great eateries, boutiques and wine bars. Third, I prioritize the expansion of the business park which has little saleable developed land left. City growth results from strong business investment and activity.

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 answer to controlling taxes is built into the question: balance. We need good services to serve residents and attract newcomers, both individuals and businesses, and taxes are the means to those services. We budget as stringently as we can and even once a budget is set, we monitor it closely and even adapt mid-year, as we did by cancelling the two Brookdale Avenue projects recently. What used to be predictable costs for our new infrastructure projects or even routine maintenance suffered greatly during COVID and now, 4 years later, global supply lines are reacting to the erratic policies of the American administration. I can promise you we will be responsible in our budgeting, but undue delay of critical work is not a sensible option. I believe we will struggle on this front for the immediate future.

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?

You are right to mention recent streamlining. We reduced the categories requiring licensing from 18 to 3. That’s major. We simplified license renewals and the permits/licensing staff members work with business to help them get started to get all the requirements in place quickly. We simplified the renewal process. We completed the work in 2025 and the results seem to be appreciated by the business community. Going forward, I will advocate for a periodic review to assess what more we can do. I can assure you we’re sensitive to the policy changes being ushered in with the Build Canada Strong omnibus bill as well as by feedback given by local businesses. At the end of the day, however, our mandate is to protect the consumer public, so we are guided by safety considerations. Wall display of a license to do business in Cornwall has to inspire confidence in clients and customers alike when they enter a licensed premise.

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?

I will advocate for all the needs you list. They are all essential services but if I have to prioritize, I would rank them in this order: transit first, as we have a master Plan coming forward. There are new neighbourhoods being built and Sunday service coming online and we can’t let the masterplan be relegated to a shelf. Secondly, I would prioritize continued transition to water meters. It’s both a conservation measure and a tax-fairness issue since under the current flat-rate system, residents are subsidizing the IC&I sectors.

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 city is currently initiating consultations to elicit possibilities for development that would make the Port Lands an economic driver for Akwesasne and Cornwall together. I believe the Port lands are the first example in Canada of a First nation and municipality enjoying co-ownership of a property so I would advocate for a carefully designed tourism magnet with a central anchor building with multiple and varied internal public spaces. A mix of commercial, educational and civic and ceremonial uses would be ideal. Disposition of the surrounding green space should be part of the overall vision.

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?

We do all of the above when opportunity presents or proposals come to us. Even before the province released its plan to subsidize the forgoing of development charges, we had lowered the rate for multi-residential construction. We offer tax increment grants to developers in exchange for their incorporating a ratio of affordable housing units in their construction plans. Prime Square is a great example of this and there are others under construction, such as at Belmont & Montreal Road and Alice and Montreal Road. We have listed city properties eligible for development and are constantly seeking grants to enact our own builds. And we are very happy to work with the private and non-profit sectors when they come forward, as Seniors on Second did recently.

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?

I believe the Stepping Stone Project is specific to a United Way project but the formula of providing the necessary social guidance and assistance so people can succeed in leaving a precarious situation like a tent and move into a secure room or apartment is universal. Our housing crisis team, working with CPS V-Smart team applied it in assisting 74 people to make that move since 2023. We brought social services to encampments to help people take the first steps in getting control of their lives and continuation of that assistance is part of the plan for Parisien Manor and to a lesser extent, Massey Commons. Living in an encampment is the result of a series of events rather than a one-off disaster and the way back is a gradual process. The city’s Human Services department will continue to assist people as they regain control of their lives.

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?

Our college has suffered a series of debilitating cuts, most of which were occasioned but not caused by the changes in Canada’s foreign student policies. I believe we have to rally around our college and support it in every way we can. The city is proposing a Town Hall on post-secondary education for November 2 and I hope the turnout and support for the college there will be overwhelming. I believe the city, administration and council, should be addressing our MPP on the situation and make a strong appeal continued investment in the college. It’s an investment in our future after all. Young adults make lifelong decisions as they explore career paths. We have to ensure that the city of Cornwall partners with the Business community to support the facility where that can happen here at home.

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?

Construction on the roadway to the future site of Great Wolf Lodge is well underway but beyond that there is little developable land left in the Business Park. I believe we have to plan the expansion of the Park’s boundaries now. Ultimately, council relies on administration especially the Economic Development Department for counsel on what is needed and when. We are always attentive to direction from Economic Development. They brought the logistics centre here. We trust their forecasts and follow direction.

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?

The city continues to build a strong tourism department, with a dedicated and knowledgeable team of professionals. We have to enhance and maintain our parks and facilities, especially the bandshell in Lamoureux Park to accommodate crowds and make booking facilities simpler, with a quicker turnaround. Two other factors are crucial: the Tourism website at cornwalltouris.com and a perpetually updated calendars of events. Programming for the Arts Centre will be covered there even if the Arts Centre maintains its own website. We need to link to a vast network of area offerings every way we can. After a few days of water fun at Great Wolf Lodge, we have to provide well-advertised diversion activities downtown and in le Village where The Port Theatre enjoys a loyal audience and The Port Lands promise is in the making.

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?

One can and must question priorities and expenditures when they are proposed. We’ve struggled with a series of interruptions in our communications department in the past and I hope we can reach the point where our comms publishes the information before the questions are even asked. It’s the Not Knowing raises an alarm and our communications department echoes decisions made in city hall that may have been missed. Not everyone watches the council meetings after all.

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?

City Councillors are wise to comport themselves as the Code of Conduct suggests. People often call a councillor when they are upset and feel they are being treated unfairly. Calm and courteous responses usually reduce the tension. However, in the face of anonymous comments and/or malicious charges, it is best not to engage. Walk away or stop reading. Life is too short to spend time going down a rabbit hole or trying to win a spitting contest with a llama. Walk away.