Vamini Mohanathas

Background: Please provide a brief overview of your background, including professional experience, community involvement, or personal ties to our city that have prepared you for this role.

My name is Vamini Mohanathas, and Cornwall is the community that raised me. I attended Viscount Alexander Public School and St. Lawrence Secondary School before pursuing Political Science at the University of Ottawa, Business Management and Entrepreneurship at Algonquin College, and my ongoing legal studies at the University of London. My professional background includes working in the City of Cornwall's Finance Department, the Government of Canada, a research placement at Parliament, and currently in financial services at Terra Financial. These experiences have given me an understanding of public administration, financial management, policy development, and the importance of accountability. Community service has also been an important part of my life through volunteering, serving local organizations, and coordinating cultural and community events. Cornwall has considerable potential. We are situated along Highway 401, approximately one hour from Ottawa and Montréal, with direct access to the United States through our international border crossing. I would like to see us make better use of these advantages while ensuring that the people who have built their lives here can continue to afford to live, work, raise families, and retire in Cornwall. I recognize that no individual councillor can accomplish everything alone. I would welcome the opportunity to serve alongside a highly capable Council, supported by experienced municipal staff and strong community partnerships. I believe that bringing together individuals with different areas of expertise and perspectives allows us to make better decisions and accomplish far more than any one person could independently.

Top Priorities: In order of importance, please briefly outline your top three priorities for the upcoming term.

My first priority is affordability, housing, and fiscal responsibility. Cornwall must remain a place where residents can afford to live. This requires careful management of municipal spending, responsible taxation, and housing options that reflect the incomes and needs of our community. Essential services must be maintained, but public expenditures should be examined thoroughly, with clear financial justification and accountability. My second priority is economic growth, employment opportunities, and youth retention. Cornwall's location between Ottawa and Montréal, our access to Highway 401, and our international border crossing offer considerable opportunities for investment. We should build on our established industries, support local businesses, attract a wider range of employers, and work with educational institutions to create career opportunities that encourage young people to remain in Cornwall. My third priority is community safety, infrastructure, and essential services. Residents deserve safe neighbourhoods, dependable emergency services, well-maintained roads, reliable water and wastewater systems, and public transportation that reflects the needs of our community. I would focus on improving existing services, planning for long-term infrastructure needs, and working with Council, municipal staff, community organizations, and other levels of government to address concerns responsibly.

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?

Affordability and responsible spending would be central to my approach to municipal budgeting. Cornwall's 2026 tax levy increase of 5.41%, alongside increases in water and wastewater rates, places additional pressure on residents and businesses. Having worked in municipal finance and now financial services, I understand the importance of reviewing operating expenditures, reserves, capital commitments, debt obligations, and long-term financial responsibilities before approving additional spending. Cornwall already has a Long-Term Financial Plan that recommends moving toward a four-year rolling budget beginning in 2027, and I would work with Council and staff to examine how this could improve financial planning and accountability. I would also advocate for reviewing procurement practices, recurring consulting expenses, discretionary spending, and opportunities to coordinate or phase capital projects without compromising essential services. Maintaining a competitive commercial tax environment requires understanding how Cornwall compares with similar municipalities, while considering the impact of tax decisions on residents and businesses. Expanding our commercial and industrial assessment base can strengthen municipal revenues, although the infrastructure and servicing costs associated with growth must also be considered. I would not promise a tax freeze without understanding its financial consequences. My responsibility would be to examine expenditures carefully, question proposals when necessary, and work with a capable Council to ensure that taxpayers receive good value for their money.

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?

Cornwall has already made progress in modernizing its business-licensing framework, and I would focus on making the overall approval process more efficient and easier to understand. Entrepreneurs often need to navigate zoning, building permits, inspections, licensing, and other municipal requirements before opening or expanding a business. My education in Business Management and Entrepreneurship has given me an appreciation for the financial risks involved, particularly when an owner has already committed to rent, financing, renovations, or equipment. I would work with Council and municipal departments to examine a coordinated pre-application process that provides entrepreneurs with clear information about requirements, fees, expected timelines, and potential obstacles before major financial commitments are made. I would also encourage reviewing application-processing times and introducing better online tracking where practical. Cornwall already has excellent business resources through Economic Development, the Cornwall SDG Business Enterprise Centre, ACCFutures, and the Chamber of Commerce, including programs such as Starter Company Plus. Strengthening cooperation between these organizations and municipal departments would make existing services easier to access. We need to maintain appropriate public safety and planning standards while removing avoidable delays and confusion. The objective is to help businesses establish themselves, remain competitive, and grow in Cornwall.

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?

My immediate priorities would be road maintenance, aging water and wastewater infrastructure, and transportation improvements that serve residents and local businesses. Cornwall's 2026 budget includes approximately $7.5 million for roadwork, $2.8 million for watermain relining, and $3 million for combined road, water, and wastewater rehabilitation. The City's Asset Management Plan provides the information needed to prioritize investments based on infrastructure condition, public safety, the likelihood of failure, and the financial cost of delaying repairs. I would work with Council and engineering staff to ensure these assessments guide our capital spending decisions. One practical improvement is coordinating road reconstruction with underground water and sewer work wherever possible. Reconstructing a road only to excavate it again shortly afterward is an expense we should make every effort to avoid. I would also closely follow the secondary water intake project, supported by up to $30 million in provincial funding, given its importance to long-term water security and future development. Cornwall Transit has also expanded Sunday service, including Business Park connections, and I would encourage evaluating ridership, employee shift schedules, and service reliability before considering further changes. Infrastructure planning should focus on preventative maintenance, efficient use of municipal resources, available provincial and federal funding, and clear reporting on project budgets and timelines.

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 offer an opportunity to strengthen Cornwall's waterfront, tourism sector, and economic relationship with Akwesasne. The approximately 16-acre property is jointly owned through the Cornwall and Akwesasne harbour development corporations, and both partners must be involved in determining its future. A master-planning process was initiated in 2026, incorporating Indigenous co-design, public consultation, land-use planning, marine-access considerations, and financial feasibility. I would support advancing this work and examining the recommendations before committing to a particular development. I would be interested in exploring a financially sustainable waterfront destination combining public access, recreation, cultural activities, tourism, and appropriate commercial opportunities. However, development must be supported by a realistic assessment of environmental requirements, servicing costs, financing, potential municipal liabilities, and long-term maintenance obligations. My background in finance would lead me to examine these considerations carefully before approving the use of public funds. I would welcome working alongside Council colleagues, representatives from Akwesasne, economic-development professionals, local businesses, and community organizations to determine which opportunities are practical and beneficial to both communities. The objective should be a development that respects the partnership, creates employment and business opportunities, and becomes an asset Cornwall and Akwesasne can take pride in.

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?

Housing affordability must be addressed with practical policies that reflect the incomes and needs of Cornwall residents. The City's 2025 Housing Needs Assessment, using 2021 Census data, identified approximately 2,530 households in core housing need, including 2,090 renter households. We need housing that allows young adults to purchase their first home, families to find suitable accommodation, and seniors to remain safely and independently in the community they helped build. I would work with Council and Planning Services to review zoning provisions that could encourage smaller starter homes, additional residential units, townhouses, and appropriately located multi-unit developments, particularly in areas where municipal infrastructure already exists. Cornwall has established Community Improvement Programs, including Heart of the City, Renaissance Housing, and Brownfields incentives, that can assist eligible redevelopment projects. I would encourage reviewing how effectively these incentives are being used and whether they could better support the construction or rehabilitation of housing. I would also support examining suitable City-owned or underutilized properties for potential partnerships with non-profit housing providers and developers, with appropriate consideration for infrastructure and municipal costs. A vacant-home tax is another option worth studying, but only if reliable local data demonstrates a sufficient number of vacant properties and the anticipated benefits justify the administrative expenses. Most importantly, Council should monitor how many approved homes are actually constructed, their affordability, and who they are intended to serve. Our priority should be increasing the supply of housing that Cornwall residents can realistically afford.

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 requires a coordinated approach that supports vulnerable residents while addressing the safety and well-being concerns of surrounding neighbourhoods and businesses. I would place particular importance on prevention, because helping residents maintain stable housing can reduce the personal and financial consequences associated with homelessness. Cornwall already administers homelessness prevention services, and the THRIVE program offered additional assistance during its 2026 application period for eligible residents facing housing-related emergencies. I would work with Council and Housing Services to review the outcomes of these programs and identify where available funding could be most effective. Organizations such as The Stepping Stone, Agape Centre, and Centre 105 already provide important services, and stronger coordination among these organizations, municipal departments, healthcare providers, and provincial partners could help residents access appropriate assistance sooner. The City has also identified Parisen Manor for transitional housing and Massey Commons for affordable apartments, while the proposed Bridge Housing initiative was paused in March 2026 for further evaluation. Any future initiative must have a clearly established operating model, staffing arrangements, security measures, neighbourhood consultation, and sustainable funding. I would also support using Cornwall and SDG's developing Community Safety and Well-Being Plan to improve coordination around homelessness, mental health, addiction-related concerns, and neighbourhood safety. These issues cannot be addressed by municipalities alone, and cooperation with the Province is essential. I would welcome working with an experienced Council team and local service providers to improve housing stability, strengthen prevention, and maintain safe public spaces.

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?

Having grown up in Cornwall, pursued post-secondary education, and returned to work here, I understand the importance of having career opportunities that allow young people to build their futures locally. Cornwall's location between Ottawa and Montréal provides access to two major economic markets, and we should be making greater use of that advantage. The Eastern Ontario Training Board's Local Labour Market Plan identifies workforce demands, skills shortages, and employment barriers across the region. I would encourage Cornwall Economic Development to work more closely with St. Lawrence College, the Training Board, the Chamber of Commerce, and local employers to connect students and graduates with employment opportunities. This could include employer-supported internships, apprenticeships, work placements, graduate recruitment, and greater awareness of existing training programs. I would also encourage targeted outreach to professional-service firms, technical businesses, and growing employers in Ottawa and Montréal that may be interested in establishing regional operations in Cornwall. At the same time, our existing manufacturers, logistics companies, healthcare providers, and other employers need support in recruiting and retaining skilled workers. Programs such as Summer Company already assist young entrepreneurs and should remain part of our broader approach. Career opportunities must also be accompanied by attainable housing and dependable transportation. Council can play an important role by bringing educational institutions, employers, and economic-development professionals together to address these needs.

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's location along Highway 401, approximately one hour from Ottawa and Montréal, with direct access to the United States, provides a strong foundation for industrial development. The approximately $23-million Cornwall Business Park expansion includes roadway extensions and municipal servicing intended to unlock more than 200 acres of employment land. I support infrastructure investments that allow existing businesses to expand and encourage new employers to establish operations here. However, these investments must be assessed against their long-term costs, employment potential, and contributions to municipal revenues. I would encourage regular communication between Cornwall Economic Development, municipal infrastructure staff, manufacturers, logistics operators, and transportation businesses to identify concerns involving truck access, road conditions, traffic movement, servicing capacity, and employee transportation. Improvements involving Highway 401 or other provincial infrastructure would require working with the appropriate provincial authorities. I would also support attracting a broader range of employers, including advanced manufacturing and technical businesses, while maintaining strong relationships with the logistics and manufacturing companies already operating here. Economic development should be measured through employment creation, business retention, industrial assessment growth, and the financial benefits delivered to the City. By coordinating infrastructure investments, workforce development, and business recruitment, Council can help Cornwall remain competitive while protecting taxpayers from poorly planned expenditures.

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?

Cornwall has considerable tourism potential through its waterfront, recreational facilities, cultural diversity, local businesses, and community festivals. Having personally organized cultural and community events, I understand the work involved in coordinating volunteers, securing facilities, obtaining permits, arranging insurance, and managing limited budgets. I would like to see the City make existing resources easier for organizations to access and improve coordination between event organizers and municipal departments. Cornwall already has Cornwall Tourism and the Tourism Development Fund, supported through Municipal Accommodation Tax revenues, which provides financial assistance to eligible tourism initiatives. I would encourage better promotion of these opportunities and clearer guidance on event applications, municipal requirements, and available facilities. I would also support closer cooperation between Cornwall Tourism, the Chamber of Commerce, restaurants, retailers, accommodation providers, and local organizations so events encourage visitors to explore and support more of our businesses. Our proximity to Ottawa, Montréal, and the United States provides opportunities to attract visitors who might otherwise pass through the region. The success of tourism investments should be evaluated through attendance, visitor spending, overnight stays, and benefits to local businesses. Community events also contribute to cultural understanding and civic pride. By improving coordination and making better use of existing funding and municipal resources, Council can support these initiatives without placing excessive demands on taxpayers.

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 effective municipal leadership requires independent judgment, professional cooperation, and accountability to the people we serve. My education in Political Science and Law, along with my experience in municipal finance and public administration, has reinforced the importance of understanding governance procedures, examining evidence, and respecting the responsibilities of Council and municipal staff. Regardless of how Strong Mayor powers are exercised, I would approach major decisions by reviewing staff reports, examining the financial implications, asking questions, and considering the concerns of residents and businesses before reaching a conclusion. Cornwall already provides public access to Council agendas, budgets, meeting recordings, and financial statements, but residents should also be able to understand how decisions are made and what those decisions will cost. I would support clearer reporting on major projects, including approved budgets, funding sources, timelines, significant cost changes, and progress. I would also remain accessible to residents, explain my decisions, and encourage public consultation before major commitments are finalized. I recognize that no individual councillor can address every municipal challenge alone. I would welcome working alongside a highly capable and knowledgeable Council, experienced municipal professionals, and community partners who bring different strengths to the table. I am interested in contributing to a team that can examine issues thoroughly, disagree respectfully, manage public funds responsibly, and work together to achieve better results for Cornwall. Public service should be about our shared responsibilities, not personal recognition.

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?

Public service requires integrity, professionalism, patience, and respect for different opinions. Residents have every right to question municipal decisions, express dissatisfaction, and hold their elected representatives accountable. I also recognize that criticism should not automatically be dismissed as misinformation, because residents may be raising legitimate concerns that deserve an explanation. When inaccurate information circulates, I would respond with verified facts, refer residents to official municipal records, and explain the circumstances surrounding a decision without allowing the discussion to become personal. If I do not have sufficient information, I would seek clarification from the appropriate municipal staff or official source rather than speculate. My experience in public service, financial services, and community organizations has taught me that trust depends on consistency, respectful communication, and following through on responsibilities. I would hold myself to those standards in Council meetings, on social media, and in everyday interactions. Councillors will not always agree, and that is a normal part of democratic decision-making. What matters is our ability to debate issues professionally, respect the expertise and perspectives of others, and continue working together afterward. I would strive to contribute to a Council where disagreements are handled constructively and our responsibility to the community remains the priority.