Todd Bennett

Background

I have been involved with city committees of council since 2010 when I served on the Economic Development Strategic Plan committee as vice-chair, the Waterfront Committee which I chaired for 8 years, and the Culture Plan Committee which I chaired starting in 2011 until it folded once our mandate was done 5 years ago. I have been a city councillor since 2018. I currently sit on the Cornwall Harbourfront Corporation board, Your Arts Council board, the Police Board, the Grants Committee, and the Naming Committee. I am also the general manage of a local successful business where I oversee its operation and the 129 employees that work there.

Top Priorities

Continue to support all of our housing developments going forward and continuing to look for partners to build affordable housing within our city. A new way to budget major projects by budgeting only what can be completed in the budget year to avoid going over budget on projects due to the time between when a RFB has been awarded to when a shovel breaks ground. This can sometimes take 2 years and a quote for a project is never the same 2 years down the root. Portlands Development. This is an opportunity to build a major tourism attraction with our partners and co-owners from Akwesasne. We have an opportunity to make history with this project as it is the only partnership of its kind in Canada. This will benefit both Cornwall and Akwesasne economically for many years and decades to come.

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?

We need to take a second look at our 10-year asset management plan. It is clear, that with the rising costs of construction projects that we can’t do all of these projects in ten years without major support for the upper tiers of government. There must be tough decisions made on what projects get done first. We have water and sewer lines underground in parts of the city that are close to 120 years old. Those projects that are replacing that infrastructure need to be prioritized over things like changing the traffic circle alignment. There are pressures on the budget in every year just to maintain the service levels expected from the city due to inflation pressures alone. If the level of service isn’t going to change, then capital projects will need to be scrutinized closely for needs over wants.

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 was part of the working group that worked on streamlining and updating those regulations and licensing fees. We eliminated many levels of businesses that need to get a license. We brought the costs of those fees up to date as they hadn’t changed in well over 20 years and were not close to being at cost neutral to the local taxpayers. We still need to keep making improvements to the permit process. There have been major improvements made, and we have to continue on that path to ensure we are business friendly.

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 think a focus must be put on water/sewer line replacement. There is infrastructure under ground that is older than 120 years old. It is failing at an alarming rate over the last couple of years. Replacing these lines comes with road work improvements by the very nature of that work. So, we can do both, but we need to be strategic. A priority must be put on the roads that need underground water/sewer replacement before we due simple road work without water/sewer work.

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?

Next to the Great Wolf Lodge, this can be one of the most important projects we have on the books. This is a partnership between Akwesasne and Cornwall that is so unique, that another partnership like it can’t be found in Canada. We have an opportunity to create a tourism and an economic driver that has the potential to benefit both communities for decades to come. We have one shot at this, and it must be done right. I am on this board of directors for the Cornwall Harbourfront corporation, and we are actively moving this project along with our partners form the Mohawk Council of Akwesasne.

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 have offered tax increment grants to companies that are building apartment buildings in the downtown and le Village areas. They get this grant if they provide a majority of these units as affordable housing. This program is a great tool in our toolbox to help encourage this type of development. We also have been open to helping companies that are building new subdivisions with single family units by eliminating development charges on these types of projects. I personally am open to looking at any idea anyone has to help us build more, faster.

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 we have been on the right track here. We now own Parisienne Manor which will act as a first step up from homelessness. They will then transition to Massey Commons to continue their path to permanent housing. They will be given financial literacy opportunities, drug and alcohol addiction help if needed, and several other supports to bring someone living through homelessness, regardless of how they got there, and give them the tools needed to get into permanent housing, allowing these people to become safely housed, financially stable, and successful. It all starts with a safe roof over their heads.

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 city has a good relationship with St. Lawernce College and have had an open dialogue regarding what city business needs are and what kind of programming would benefit both the college and the local business community. The issues facing our college are not unique to Cornwall so trying to find a path forward is more important now than ever. I would like to see the college transition to a greater focus on skilled trades programming. There is a great need for trades in the city and not enough places to learn. This would attract youth interested in the trades to study, apprentice, and hopefully set up shop here in our city. I think the city could facilitate conversations between the college and our local business community to make sure the college is teaching skills that are needed in our community. Youth would stay here if they could get a good education and find a good quality job her in Cornwall, all without having to leave.

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?

I think the city is on the right path to ensuring we do have the proper infrastructure in place to support our growing list of new and existing industries. We are widening roads like Marleau Ave. from Campbell all the way to McConnell as well as building new roads into areas of the city that were once unreachable to industry that wanted to build their businesses on the lands that were available. These projects will keep heavy trucks from driving through the city and creating traffic issues. These types of projects are ones that I will continue to support if it means making it easier for new and existing businesses to set up shop in Cornwall.

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?

We have some great sporting facilities that attract people to visit the city for sporting events like minor sports tournaments, regular season games as well as professional experiences like curling’s Shorty Jenkins bonspiel as an example. I think we have done a great job in this regard. One sector that will see a big push sooner rather than later is the arts and culture sector. We have strong arts community that has done a great job entertaining us for years and they are about to get a boost from the new Arts Center that is slated to open in the next couple of months. It will shine a spotlight on our local arts and culture scene. One thing to remember is that in Ontario, for every dollar spent on this sector, you see a return on investment of between $25 and $29. With a new arts center, partnering with existing theater groups, musical talent, visual artists and supporting other arts and culture venues, Cornwall should see a big boost in tourism from this sector in the years to come.

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?

If elected, one of the first motions I would make going into budget season would be to not allow a Strong Mayors budget. I experienced one last year and felt that I and my colleagues did not get the input we should have had on that budget. One person should not have more say than anyone else around that table on the issues that matter to our residents. We were all elected by the people of Cornwall to make decisions that start with budgeting and should not be forced to sit back because the provincial government tells us this is a better way forward. It isn’t. Most of us had no idea what conversations took place in the mayor’s office and how decisions were made on projects that lead us to the budget we received last year. We all need to be apart of those conversations in an open council meeting.

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?

I have handled those pressures well in the past and will continue to handle social media bashing the way that has served me well these past 8 years. I don’t respond to it. I will not take the bait and be dragged into an argument with an anonymous poster or commentor. I will however meet anyone at anytime to discuss a real issue. I will have a face-to-face talk, a phone call or an email. This way the people get the information straight from the person who had a hand in making the decisions that concerns them the most. Social media has become a place for the faceless to stir up discontent and misinformation with little or no facts. We need to get back to a more civilized way of conducting ourselves.