Joel Cote

Background

I’m a proud father and husband. Born, raised and spent my entire life living in Cornwall with the exception of 4 years due to a career opportunity. I was a City Councillor from 2003-2006. I chose not to seek re-election to focus on my young family. A graduate of St. Lawrence College (Advanced Diploma - Business Administration). I have also continued my learning journey with university course work. My career experience encompasses 15 years in public sector mostly in management and senior management roles. I was also in banking for 10 years (business banking and branch management). Early in my career I worked in a few sales and marketing roles, in retirement homes and for Le Journal de Cornwall. I have been involved with many charities and non-profit organizations. I have been a Board member of the United Way (Treasurer), local liver association, Kinsmen Club of Cornwall (Executive member/fundraising chair), member of the committee that established the Seaway Valley Community Health Centre and Cornwall Lift-off hot air balloon festival to name a few. I’ve also served on the City of Cornwall’s Committee of Adjustment from 2012-2015.

Top Priorities

Responsibility, Accountability and Growth are my top priorities. Taxes and affordability are a constant issue, even more so today. My goal is always to deliver the services that are required in the most efficient manner. Many of these costs have a large, fixed component. The best way to lower individual burden while continuing to provide quality essential services is to split the cost amongst more people. Continued and strong population and business growth needs to be a focus for the city. Accountability and transparency are vital to good government. To be responsible and accountable, I believe doing the background work and preparation is essential for council members. As a councillor I was always available to residents with questions or issues. I have been attending council and committee meetings since I’ve submitted my nomination in May so that I’m prepared to hit the ground running should the people of Cornwall give me the opportunity to serve once again. Being responsible and accountable to all is extremely important. Currently, Cornwall faces a common challenge in communities across Canada. Homelessness is a serious issue which must continue to be addressed. I believe the city currently has a very good response to this issue which is producing results. At the September 14th Council meeting we heard that encampments were down to 8. While 1 is to many, this is a significant improvement. We must continue to build a path to stable housing by helping people set the right foundation for long-term success in their lives. Strong economic development and growth will help provide more employment opportunities which will help provide that strong foundation for all citizens.

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?

As I stated in my top priorities, my goal is to deliver essential community services in the most efficient manner. Further, many of these costs have a large, fixed component. The best way to lower individual costs while continuing to provide quality essential services is to divide it amongst more people. Strong population and business growth must be a focus for the city. Another important growth factor we must focus on is getting our fair share of provincial and federal government investments. Both governments employ significant numbers of people outside of Toronto and Ottawa. We need to strongly advocate for our city in this regard. Another very important issue is post-secondary education. I spent four years living in Kingston and saw the incredible investments made by St. Lawrence College and the provincial government in that city. It’s time to distribute those investments more equitably. Establishing a university campus and strengthening our college is long-overdue. We are the largest municipality in Ontario without a university or stand-alone college with a head office. This would represent a significant investment in our community, expand learning and employment opportunities and bring new residents to our city.

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?

I would certainly be a strong advocate for modernizing and streamlining any by-law or licensing requirement to expedite investment in our community. We do need to regulate and to follow Ontario laws of course, but our fucus needs to be on doing so in the most user-friendly way for people who want to invest. I would propose a regularly updated benchmark that would compare us to other municipalities in Ontario on various ‘time to completion’ targets when it comes to permits and associated processes. Our goal should be to be at the top of that list.

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?

Cornwall owns and manages nearly $4 billion of infrastructure. The most recent assessment actually indicates that the overall condition is good. However, we must continue to make investments in the upkeep to ensure this continues. We also need to ensure we have the continued capacity to welcome new businesses and home developers. Pushing back projects may help lower municipal spending in the short-term but will cost us more in the long-term. Not to mention that we all have an expectation that we can rely on this infrastructure; we get clean water when we turn on the tap, our roads are well maintained, in an emergency there are reliable vehicles for police, paramedics and firefighters to respond.

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 port lands represent one of the biggest opportunities for us and our friends and neighbours in Akwesasne. The industrial lease has recently ended and we can now jointly begin the process of developing this huge parcel of land. I envision a large waterfront attraction or attractions for residents and visitors to enjoy. I think this could also be a catalyst for investment in the surrounding areas. The possibilities are limitless and I am very excited to move it forward with Akwesasne and our residents.

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?

All of these options have been used in the past. We must continue to focus on attracting new investment in the city. A recent presentation to the Planning Advisory Committee was particularly impressive. The re-development of the former Cornwall General Hospital site into five apartment buildings with various amenities. The Board of Directors of Beek Lindsay House are also in the planning stages of a new building. Continued support of initiatives like Habitat for Humanity through the donation of surplus city lands is also important. I favour development that will meet various needs with the city’s support, not necessarily having the city as the main investor or long-term owner. We need to be able to provide a hand up to residents in precarious hosing situations while setting the stage for their long-term, self-sustained housing.

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?

As I mentioned in earlier answers, homelessness is unfortunately a common issue in our country. I believe we’ve made significant strides, not to suggest that we can brush our hands and say ‘problem-solved’. Addressing the root causes of the issue, such as mental health and addiction, is crucial. Again, a lot has been implemented towards this goal, with a multi-agency approach. We must continue to work together to help affected people on a path to independent long-term personal success.

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?

One of my proudest accomplishments when I had the pleasure of serving on city council was introducing a new business motion, along with my late colleague and friend, Huguette Burroughs, to establish a Youth Advisory Committee. I believed then as I do now that we must empower and encourage our young people. I believe it is long-overdue for Cornwall to see it’s fair share of the billions of dollars invested in post-secondary education by the Province. Having the education opportunities here along with business who are willing to bring on hard-working co-op or placement students is crucial. Young people will make connections in the communities in which they learn, retaining them is impossible if they are not learning here.

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?

Logistics and distribution has certainly emerged as an important sector in our economy. We need to ensure current and future needs are met both with our own investment in infrastructure and provincial investment in highway corridor infrastructure. We should also be lobbying for proper rail over-passes to make movement easier within the city so that these logistics centres can continue to thrive. We must also continue to diversify our economy and economic contributors. The development of a Great Wolf Lodge and the Port Lands will build our tourism development.

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 Toursim Develoment Fund is looking for a signature event. This may be an opportunity to develop something in conjunction with the Port Lands. We need to continue and grow investment in local events and festivals. In-kind support from various city departments and staff to help deliver these events for our residents and attract visitors is important.

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?

While Strong Mayor powers do present an opportunity to streamline certain processes, such as the budget, it must be noted that Council can override decisions with a two-thirds majority in most cases. I believe it is incumbent on the Mayor to consult Council prior to providing a draft budget. Working together along the way will ensure a smooth and transparent process.

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?

Treating each other with respect is a fundamental part of society. I realize that some people will get very passionate about certain issues. Sharing ideas and disagreeing is normal and healthy. I don’t believe being harassing or abusive is acceptable. My personal position is to try to have a discussion in a civilized fashion. If someone is consistently abusive, I would respectfully agree to disagree and move on. The only thing we can do in the face of misinformation is present the truth and facts. If someone wants to believe something regardless of the facts than that is their choice.