John Cameron

Background

I am a lifelong Cornwall resident, where my wife Sue and I raised our five children. I hold a Bachelor of Arts and Bachelor of Education from St. Francis Xavier University and a Master of Education from the University of Ottawa. I have dedicated more than 30 years to education, supporting and guiding young people. I began my career as a secondary school teacher. Over the years, I took on increasing leadership responsibilities, serving as Principal of St. Joseph’s Catholic Secondary School, Superintendent of Education, and ultimately Director of Education for the Catholic District School Board of Eastern Ontario (CDSBEO). I currently serve as the Community Outreach and Mentoring Coordinator with Big Brothers Big Sisters of Cornwall and District, continuing my commitment to supporting young people and our community. I believe the experience I’ve gained in more than 20 years of leadership, budget management and setting priorities would be a valuable asset as a City Councillor. It has taught me the importance of listening, making responsible decisions and working together to get things done.

Top Priorities

1. Fiscal Accountability and Transparency 2. Affordable Housing, Strengthening our communities and Improving our quality of life. 3. Economic Growth, Jobs, Business and Tourism 4. Accountable Leadership and Responsible Government

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?

In future budget deliberations, I would like to explore all possible options for operating our City more efficiently. This could include identifying opportunities to reduce duplication, improve procurement, make better use of City assets, and regularly review programs and spending to ensure they continue to provide value. I would also look at moving Cornwall toward a longer-term budget plan, particularly for major expenditures and long-term strategic priorities. This would help Council identify future pressures earlier, allowing us to set priorities and maintain a clear focus during budget deliberations. Keeping Cornwall competitive means more than just keeping taxes reasonable. We also need to maintain a good infrastructure, efficient City services and a business-friendly environment that encourages companies to invest and grow. The goal should be straightforward: protect taxpayers, make every dollar count, maintain essential services and create an environment that encourages investment and future growth.

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 like to explore every opportunity to streamline the permitting, zoning and licensing processes. The goal would be to make it simpler and less time-consuming for small businesses to operate and grow in Cornwall. Flourishing local businesses are key to creating more job opportunities for our residents. They also help build the range of services and attractions needed to draw new industries to our community. I also believe we need regular communication with the Downtown and Le Village BIAs (Business Improvement Areas). We need to hear directly from local business owners about the challenges they face. I would listen to their concerns and work with City staff to develop an action plan to address those concerns wherever possible. Their feedback can help us identify ways to simplify processes and reduce unnecessary administrative burdens.

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 would prioritize the replacement of our water intake infrastructure. The existing raw-water intake pipe dates back to the 1950s, is aging, and Cornwall currently depends on it as its sole raw-water intake. The proposed secondary intake project would provide protection for our water supply. With the provincial government currently offering some funding toward this project, I believe we need to act now and make it a top infrastructure priority for the next Council. Protecting our water supply is essential not only for our residents, but also for the businesses and industries that depend on a reliable water system to operate and grow. For other projects in the backlog, I would prioritize them according to their urgency, impact on residents and businesses, and available funding.

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 St. Lawrence River has been central to the history, culture and economy of our region for generations. I see the 16-acre Port Lands as one of Cornwall’s greatest opportunities for waterfront revitalization, tourism and economic growth. The upcoming master-planning and community-engagement process gives us an opportunity to create a dynamic destination that connects the waterfront with downtown and Le Village. Working with Akwesasne, we can explore ways to attract new businesses, investment, jobs and visitors. This will require Council, the Mayor and City staff to work closely with our partners and the community to turn that vision into reality. Most importantly, our goal should be a vibrant waterfront that creates meaningful economic benefits for both communities. It should be a place people want to visit, businesses want to invest in, and both Cornwall and Akwesasne can be proud of.

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?

Cornwall has made considerable progress in increasing our housing supply in recent years, with new homes and apartment units being built across the city. However, challenges remain, particularly when it comes to affordability. As a member of Council, I would work with my fellow councillors to review zoning where appropriate and work with developers to remove unnecessary barriers to construction. I also believe Cornwall needs to take full advantage of current provincial and federal housing incentives. We should use these programs strategically to support housing development and the infrastructure needed to accommodate growth and make homeownership more affordable.

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?

Homelessness is a complex issue that requires more than one solution. Cornwall has already taken steps through initiatives such as the Stepping Stone Project, which helped accommodate people experiencing homelessness during the winter months. I believe we should build on these types of initiatives that are working. As a Councillor, I will work with City Council to support transitional and supportive housing. I will also support mental health and addictions services that help people move toward permanent housing. We also need to make the most of provincial and federal programs and initiatives to maximize the resources available to Cornwall. When we support vulnerable residents, we help create safer neighbourhoods and welcoming public spaces for everyone.

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?

I believe one of the best ways to keep young people in Cornwall is to connect their education with jobs and opportunities here in our community. I would work with City Council, St. Lawrence College, local secondary schools, and businesses and industries to expand co-op placements and internships. This gives students valuable work experience while giving local employers a chance to show them what they can offer right here in Cornwall. We should also continue promoting trades and apprenticeship programs. By working with local businesses, we can better understand where the demand is. This can help students get the training they need to pursue a rewarding and satisfying career. If young people can see a future for themselves here, they are more likely to stay.

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?

Cornwall has a strong industrial and logistics sector. We need to ensure we have enough serviced industrial land and the infrastructure to support continued growth. As a Councillor, I will work with City Council to advocate for provincial and federal funding to help expand our industrial park. This could include roads, sewers, electricity and other infrastructure needed to support existing businesses and attract future investment opportunities. We also need to be mindful of the impact on property taxes. We should make the most of provincial and federal funding available to us. Careful planning of infrastructure investments can help support industrial growth without putting unnecessary pressure on Cornwall taxpayers.

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?

I would like to see us continue to strengthen the coordination between the City's tourism and economic development efforts and the Tourism Development Corporation. The City already supports some great events, like the Arts in the Park series and the Akwesasne Pow Wow. I believe we can build on those successes. The goal is to attract visitors, encourage overnight stays and support local businesses. I also believe we need to maximize the funding available to us. That means pursuing provincial and federal grants, making the best use of the Municipal Accommodation Tax. By working together, City Council, Cornwall Tourism and the Tourism Development Corporation we will be able to attract numerous tournaments, conferences, festivals and other events to Cornwall.

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?

I believe a councillor's responsibility is to be accessible and understand the concerns of residents, businesses and community organizations. I would make a point of meeting with people and hearing their ideas before important decisions are made. I recognize that accountability starts with clear priorities and transparency. Residents should know how decisions are made and how public money is spent. As a councillor, I would work cooperatively with the Mayor, Council and City staff. I would also ask questions and speak up when I believe something needs to be addressed. Good government requires both cooperation and accountability.

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?

My experience in education has taught me the importance of respect, cooperation and open communication. As a school board Director, I often worked with people who had different opinions. I learned that finding common ground and working together can help move things forward. My goal would be to foster a positive and welcoming environment on Council where different perspectives are respected, and everyone stays focused on finding solutions for Cornwall.