Sarah Good

1. Executive Leadership Style & City Hall Culture: As Mayor, you serve as the chief ambassador, chair, and political head of Council, directly influencing workplace culture, administrative morale, and public trust. How would you describe your leadership style, and what specific steps will you take to foster a collaborative, transparent, and high-performing environment between the Mayor’s office, City Council, and municipal administration?

My leadership style is collaborative, approachable, and focused on results. Throughout my career in health, social services, human resources, and community engagement, I have worked with diverse teams to navigate complex challenges, build trust, and move shared priorities forward. As Mayor, I would establish clear expectations for communication, accountability, and respectful working relationships between Council and administration. Councillors need timely access to information and meaningful opportunities to contribute before major decisions are made. Staff need clear direction, appropriate resources, and the confidence that their professional expertise is valued. I would prioritize regular leadership meetings, clearer reporting on Council priorities, and measurable organizational objectives. During this term, I brought forward a motion establishing regular human resources reporting to improve Council's understanding of staffing trends, training, and future workforce needs. A high-performing City Hall begins with a healthy internal culture. My role would be to bring people together around clear priorities, support the people responsible for delivering them, and ensure residents can see that their municipal government listens, answers, and follows through.

2. Top Strategic Priorities: In order of importance, please outline your top three overarching strategic priorities for Cornwall over the next four-year term.

My priorities for the next four years are organized around three commitments: Open Door City Hall: Leadership that listens, answers, and follows through. Establish clear customer service standards, strengthen public engagement, and introduce an accessible public dashboard so residents can track Council's priorities, major projects, and financial decisions. Spend Smarter & Plan Better: Strengthen long-term financial and capital planning, scrutinize major expenditures, and prepare in advance to pursue provincial and federal funding to reduce pressure on local taxpayers. Projects should be properly costed, supported by evidence, and evaluated against competing community needs. Building Cornwall's Future: Partner to advance shared goals and infrastructure needs, including the Port Lands partnership with Akwesasne, healthcare recruitment, investments in public transportation, affordable housing and water and waste water. Support economic development by revitalizing our Downtown and Le Village business improvement areas, supporting local businesses and good jobs. These priorities are connected. Cornwall needs a municipal government that is responsive to residents, responsible with public money, and capable of bringing the right people together to deliver meaningful progress.

3. Senior Government Advocacy & Strategic Funding: Municipalities face mounting infrastructural and social responsibilities without a matching tax base, forcing heavy reliance on provincial and federal grants. As Mayor, how will you leverage intergovernmental relationships to secure predictable, long-term funding, and on which specific provincial or federal files will you lobby hardest on behalf of Cornwall?

Cornwall cannot afford to wait until a funding program opens to decide what matters. We need a short list of properly costed, community-supported projects that are ready to go, with risks reported early and local taxpayers protected. Property taxes were not designed to carry the growing cost of housing-enabling infrastructure, healthcare pressures, homelessness and other responsibilities. I support calls from AMO and FCM for a modernized municipal fiscal framework that gives municipalities more predictable revenues tied to growth. AMO has specifically identified provincial revenues generated through housing growth, including HST on housing construction and new-home sales, as a potential source of municipal infrastructure funding. FCM has similarly called for increased direct federal transfers linked to economic and population growth. The principle is simple: when municipalities support growth, some of the government revenue generated by that growth should return to the communities responsible for the infrastructure that makes it possible. As Mayor, I would establish clear advocacy priorities and maintain regular relationships with provincial and federal representatives, while working with regional partners where our interests align. My priorities would include water and wastewater infrastructure, housing and supportive housing, healthcare and physician recruitment, regional transportation, and waste management. I would also advocate for the Province to properly fund responsibilities within its jurisdiction rather than allowing those costs to shift onto the municipal property-tax base. AMO is currently calling for greater provincial responsibility for hospital costs, physician recruitment, health and social services, and homelessness and supportive housing. Finally, I would report publicly on Cornwall’s advocacy priorities, funding applications and results. Government relations should be strategic and measurable, with residents able to see what we are asking for, why it matters, and what progress is being made.

4. Downloading, Healthcare, and Social Services Uploads: Critical pressures—such as physician shortages, mental health crises, and homelessness support—fall heavily into provincial jurisdiction, yet disproportionately impact municipal services and local taxpayers. What is your strategy for compelling the Province of Ontario to take greater financial and operational responsibility for healthcare, long-term care, and social support programs?

Municipalities cannot continue absorbing provincial responsibilities through the property-tax base. Healthcare, long-term care, mental health, addictions, and supportive housing require sustained provincial investment and coordinated service delivery. My approach would be to work with Cornwall Community Hospital, the Eastern Ontario Health Unit, the Great River Ontario Health Team, neighbouring municipalities, and community organizations to analyze service gaps and present coordinated funding requests to the Province. I would continue supporting the modernization of Cornwall’s medical recruitment programs, including following through on Council-approved recommendations for tiered incentives and nurse-practitioner eligibility, while looking at additional practical supports that make Cornwall an attractive community in which to establish and maintain a practice. I would also advance the supportive-housing partnership I brought forward at Council, connecting permanent housing with healthcare, mental-health, and social supports for residents with complex needs. For Glen Stor Dun Lodge, I would continue advocating for provincial capital and operating funding that reflects the actual cost of providing quality long-term care. The City has an important role in convening partners and advocating for residents. However, municipal participation should be accompanied by appropriate provincial funding, clear responsibilities, and measurable outcomes, rather than permanently shifting provincial costs onto local taxpayers.

5. The Structural Budget Dilemma & Tax Competitiveness: The 2026 municipal budget settled with a 5.41% tax levy increase alongside considerable infrastructure debt pressures. As Mayor, how will you steer future budget cycles to balance essential service delivery and capital asset renewal against the need to keep residential and commercial tax rates competitive for investment?

The 2026 budget's 5.41% tax levy increase reinforces the importance of improving how Cornwall plans, prioritizes, and manages public expenditures. I would begin future budget cycles with a clearer assessment of our existing commitments, asset-management requirements, debt obligations, reserve positions, and long-term operating costs. I support the process of multi-year budgeting as it can provide an outlook into future commitments and priorities, while still allowing an annual review to make necessary changes. Major capital proposals should include transparent life-cycle costing, realistic timelines, funding assumptions, and an explanation of what other priorities may be delayed or displaced. I would also scrutinize consultant spending, procurement practices, duplication, and opportunities to improve service delivery before considering reductions to essential public services. During this term, I opposed the approximately $17.7-million universal water-meter contract because I was not satisfied that its long-term financial benefits had been adequately demonstrated against other pressing capital needs. Conservation and leak detection are important, but the scale of an investment must be supported by a convincing business case. Growing Cornwall's tax assessment base through housing, employment, and commercial development is equally important. My objective would be to improve financial predictability, protect essential services, and ensure public dollars are directed toward projects that demonstrate clear value.

6. Cornwall Business Park Expansion & Industrial Momentum: The ongoing expansion of the Cornwall Business Park—including the Nick Kaneb Drive extension—unlocks over 200 acres of new employment land to capture major logistics and manufacturing investments. As Mayor, what is your strategy to aggressively market these new zones, and how will you ensure the city capitalizes on this infrastructure to attract high-paying jobs while balancing environmental and traffic impacts?

The Nick Kaneb Drive expansion creates an opportunity to build on Cornwall's established strengths in logistics, manufacturing, and distribution. The project includes new transportation and servicing infrastructure intended to unlock more than 200 acres of employment land. I would work with Cornwall Economic Development to maintain an investment-ready inventory of available properties, infrastructure capacity, development timelines, and potential employment opportunities. Our marketing efforts should target diverse industries that complement our regional strengths, including advanced manufacturing, agri-food, and emerging defence-sector opportunities. However, economic development must extend beyond attracting facilities. I would bring employers, educational institutions, workforce agencies, and neighbouring municipalities together to identify skills gaps, support apprenticeships and training, and connect residents with stable, well-paying employment. I would improve public access to economic-development reporting so residents can easily see the results of our efforts, including investment attracted, jobs created, tax-base growth, and major infrastructure commitments.

7. Critical Infrastructure & Provincial Partnerships: With major provincial investments supporting critical initiatives like the secondary water intake project and ongoing capital needs at facilities like Glen Stor Dun Lodge, the Mayor must constantly lobby Queen’s Park. How will you strategically prioritize future capital projects to leverage senior-government funding streams without overextending local debt limits?

Cornwall needs a disciplined, multi-year capital strategy that connects infrastructure condition, community needs, funding opportunities, and financial capacity. I would prioritize projects according to public safety, regulatory requirements, asset condition, service reliability, and their ability to support housing and economic growth. Council should receive a comprehensive picture of the full cost of each project, including construction, financing, maintenance, and eventual replacement. The secondary water intake is an example of critical infrastructure that requires coordinated funding and long-term planning. Similarly, Glen Stor Dun Lodge's capital needs should be advanced through continued collaboration with the Province and regional funding partners. Cornwall and SDG Counties jointly raised the Lodge's capital requirements with the Ministry of Long-Term Care at the 2026 AMO conference. I would establish a public capital-project dashboard identifying original budgets, current forecasts, external funding, timelines, risks, and upcoming Council decisions. Debt should be evaluated against our repayment capacity and future obligations, not simply whether we remain within permitted borrowing limits. The goal is to have investment-ready projects, access available funding, and avoid committing future Councils and taxpayers to costs that have not been fully considered.

8. Unlocking the Port Lands: Regional and Indigenous Collaboration: The 16-acre Port Lands represent a premier waterfront and economic asset jointly owned by the City and the Mohawk Council of Akwesasne. What is your executive vision for developing this parcel, and how will you actively drive this cross-jurisdictional partnership to ensure mutual economic and cultural benefit?

The Port Lands represent an opportunity to demonstrate what meaningful partnership between Cornwall and Akwesasne can accomplish. The Cornwall Harbour Development Corporation and Akwesasne Harbour Development Corporation have initiated a master-planning process for the approximately 16-acre property, including Indigenous co-design, community engagement, marine access, and economic feasibility. I would support advancing that process through a genuinely shared governance approach, with both partners involved in defining the vision, evaluating opportunities, and making decisions. The development should create sustainable economic activity while recognizing the waterfront's cultural, environmental, and historical significance. Opportunities could include tourism, cultural programming, marine-related activities, public gathering spaces, and complementary commercial development, subject to the findings of the planning process. I would also support Indigenous-led participation throughout the project, with practical opportunities for Akwesasne businesses, artists, and community organizations to help guide the development.

9. Regional Economic Strategy & Inter-Municipal Cooperation: True economic development extends beyond city boundaries into Stormont, Dundas and Glengarry (SD&G) and regional economic zones. How will you champion inter-municipal cooperation and regional resource-pooling to attract large-scale industrial and logistics investments to the broader area?

Cornwall's economic future is closely connected to the SDG Counties, Akwesasne, and the broader Eastern Ontario region. I would engage in regular collaboration with municipal leaders, economic-development organizations, chambers of commerce, educational institutions, and major employers to identify shared opportunities and coordinate advocacy. This could include joint investment attraction, regional workforce development, transportation connections, infrastructure planning, and coordinated submissions to provincial and federal funding programs. Cornwall's Business Park and urban infrastructure complement the surrounding region's agricultural, manufacturing, transportation, and tourism assets. We should market those strengths together while recognizing the distinct responsibilities and priorities of each municipality. I would also pursue practical opportunities for shared services, purchasing, and specialized expertise where these arrangements demonstrate measurable value. Regional cooperation should not require municipalities to surrender their individual interests. It should allow us to pursue investments that would be difficult to secure independently while ensuring costs, responsibilities, and benefits are clearly established. A coordinated regional voice can help advance opportunities that extend beyond municipal boundaries.

10. Waterfront Master Plan & Public-Private Access: Cornwall’s St. Lawrence River waterfront is one of its greatest natural and recreational assets, governed by a long-standing Waterfront Plan balancing public trail usage, tourism, and commercial potential. As Mayor, how would you approach future waterfront development, ensuring public access and environmental preservation are balanced against pressures for commercial or residential expansion along the river?

Cornwall's waterfront is a shared public asset that should remain accessible and enjoyable for generations. My approach would begin with protecting continuous public access, maintaining the recreational trail network, preserving natural areas, and improving connections between the waterfront, Downtown, and Le Village. I support appropriate commercial, cultural, tourism, and residential opportunities where they contribute to waterfront activity without compromising public access or environmental stewardship. Any proposed development should be assessed against clear criteria, including public benefit, environmental impacts, infrastructure requirements, accessibility, long-term financial implications, and consistency with the Waterfront Plan. Public consultation should happen early enough to meaningfully shape proposals rather than after major decisions have effectively been made. I would also support investments in shoreline resilience, tree canopy, habitat protection, accessible public spaces, and recreational amenities. The waterfront should not be treated exclusively as land available for development. It is part of Cornwall's identity, quality of life, and economic potential. Future investment should strengthen those qualities while ensuring the public continues to benefit from this important community asset.

11. Comprehensive Housing Strategy & City-Owned Assets: With a critical housing shortage across all brackets, leadership must move beyond standard zoning changes. As Mayor, what proactive measures—such as leveraging municipal land holdings, fast-tracking approvals, or partnering with senior levels of government—will you champion to accelerate diverse, attainable housing supply?

Cornwall needs housing across the entire continuum, including deeply affordable and supportive housing, attainable rentals, family-sized homes, and options for seniors who want to age in place. I would use municipal land, planning tools, and funding partnerships more strategically to accelerate housing development. That includes identifying suitable municipal properties, establishing clear development objectives, accelerating complete applications, permitting diverse housing forms, and directing incentives toward projects that deliver measurable affordability. I supported preserving municipal land at 504 Fourth Street East for future affordable housing and neighbourhood park space. I would continue working with non-profit, co-operative, and private housing providers to identify opportunities that align with community needs. I would also advance the supportive-housing partnership I brought to Council, connecting permanent housing with appropriate healthcare and social supports. Housing-enabling infrastructure must be coordinated with development plans so that water, wastewater, roads, and transit capacity are available when needed. Finally, I would introduce public reporting on housing approvals, starts, completions, affordable and supportive units, and progress against established targets. Housing strategies need to produce homes, not simply additional reports.

12. Addressing Homelessness & Downtown Revitalization: Complex social challenges, including homelessness and downtown safety concerns, require a coordinated response spanning municipal bylaws, police services, and provincial healthcare agencies. What is your executive strategy for balancing downtown business vitality with compassionate, evidence-based community supports (such as The Stepping Stone project)?

Residents, business owners, and people experiencing homelessness all deserve to feel safe and respected in our community. My approach would combine effective public-space management, community policing, homelessness prevention, and coordinated access to housing, healthcare, mental-health, and addiction services. Projects such as Stepping Stone demonstrate the importance of bringing municipal and community partners together to provide temporary accommodation and support. However, emergency responses must connect people to permanent housing rather than becoming an indefinite substitute for it. During this term, I brought forward a motion directing the City to explore a supportive-housing model with Cornwall Community Hospital, the Great River Ontario Health Team, United Way, and other partners. I would continue advancing that work and advocate for appropriate provincial funding. I would also work with Downtown and Le Village businesses, Cornwall Police Service, and community agencies to address concerns about safety, cleanliness, and access to public spaces. Clear responsibilities, coordinated service delivery, and measurable outcomes are essential. Downtown revitalization and compassionate responses to homelessness are not competing objectives. Both require practical action, appropriate resources, and a commitment to creating a community where residents and businesses can thrive.

13. Cornwall Transit Evolution & Regional Connectivity: As Cornwall Transit transitions toward expanded operations—such as implementing permanent seven-day-a-week service—and faces ongoing calls for improved regional public transportation links across Eastern Ontario, what is your long-term transit vision? How will you balance the financial realities of running an expanded municipal transit system with the needs of a growing workforce and student population?

Reliable public transportation is essential for access to employment, education, healthcare, and community life. I supported the move to Sunday transit, which is scheduled to begin September 27, 2026, including weekend Business Park service. This is an important step toward a transit system that better reflects the realities of people who work outside traditional weekday hours. My longer-term vision would focus on improving service frequency, evening availability, connections to employment areas, and accessibility for residents who cannot drive or do not own a vehicle. I would examine targeted fare reductions for youth, seniors, and low-income residents, supported by a clear assessment of ridership, operating costs, and available funding. Transit improvements should be introduced through measurable service plans that reflect actual travel patterns, employer needs, and community feedback. Regional connectivity is also important. I would continue working with SDG Counties, neighbouring municipalities, and provincial representatives to explore practical transportation connections across Eastern Ontario. The financial sustainability of transit must be considered, but decisions should account for its broader role in workforce participation, affordability, and access to essential services, not fare revenue alone.

14. Arts, Culture, and the Civic Facility Footprint: From community gathering spaces to recreation and cultural hubs (such as the Benson Centre and local arts initiatives), managing municipal facilities requires balancing aging infrastructure maintenance with public demand for modern programming. What is your vision for optimizing Cornwall’s public spaces, community facilities, and cultural venues to support civic engagement and quality of life?

Public facilities are investments in community life. They provide places for recreation, learning, cultural expression, social connection, and economic activity. I support completing and activating Cornwall's Arts and Culture Centre, with programming that serves residents across different ages, interests, and backgrounds. The City's current opening schedule is November 2026. The next step is ensuring these facilities are well utilized and financially sustainable. I would support coordinated programming across municipal facilities, stronger partnerships with community organizations, and opportunities for sponsorships, rentals, and earned revenue where appropriate. I would also establish clearer reporting on facility utilization, operating costs, maintenance requirements, and community outcomes. Aging infrastructure needs planned investment, and major new facilities should be evaluated against the full cost of construction, operation, and eventual renewal. Cornwall should also make better use of existing public spaces through community events, accessible programming, public art, and opportunities for local organizations to participate. Arts, culture, and recreation contribute to quality of life, tourism, downtown vitality, and the ability to attract and retain residents. Responsible stewardship means maintaining these assets and ensuring the community receives lasting value from them.

15. Navigation of Strong Mayor Powers & Council Unity: Recent provincial legislation grants “Strong Mayor” powers designed to expedite housing priorities, though they fundamentally shift executive leverage. What is your philosophy regarding the use of these powers, and how will you ensure you maintain a unified, democratic, and respectful consensus at the Council table?

I do not support using strong mayor powers as a routine way to bypass Council. Cornwall residents elect a mayor and councillors to represent different perspectives, deliberate publicly, and make decisions collectively. My approach would be to build consensus, share information early, and ensure councillors have meaningful opportunities to contribute before major decisions are made. Where provincial legislation assigns specific responsibilities to the Mayor, I would exercise those responsibilities transparently. Ontario's framework also permits certain strong mayor powers to be delegated to Council or the chief administrative officer. I would consider appropriate delegation to support collaborative governance and clearly defined administrative responsibilities. I would not use extraordinary powers to silence disagreement or advance a personal agenda. If an exceptional circumstance required their use, I would explain the decision publicly, document the rationale, and preserve Council oversight wherever possible. Respectful disagreement is part of democratic decision-making. My responsibility as Mayor would be to maintain a constructive Council environment focused on serving residents and delivering agreed-upon priorities.

16. Civic Transparency, Misinformation, and Public Trust: Mayors are frequently the focal point of intense public scrutiny, social media polarization, and local misinformation. How will you personally lead transparent communications, manage public discourse constructively without escalating conflict, and restore deep public confidence in the integrity of Cornwall City Hall?

Public trust is built through consistent action, clear communication, and accountability. As Mayor, I would establish more accessible ways for residents to understand what Council is doing, why decisions are made, and how public money is being spent. This includes regular town halls, clear customer service standards, plain-language explanations of major decisions, and a public dashboard tracking Council priorities, capital projects, budgets, timelines, and results. I would also strengthen proactive communication so residents receive accurate information directly from the City rather than having to piece together decisions through incomplete or conflicting sources. When misinformation circulates, the appropriate response is to provide timely, factual clarification without escalating personal conflict. Legitimate criticism and disagreement should always be respected. I would model professional, respectful communication and ensure municipal staff have the support they need to carry out their responsibilities without becoming targets of political disputes. Throughout my term on Council, I have consistently emphasized the importance of asking questions, explaining decisions, and maintaining open communication with residents. A transparent City Hall does not require everyone to agree. It requires residents to have confidence that decisions are made openly, their concerns are taken seriously, and their elected representatives are accountable for the results.