MEET TIM MILLS
 CORNWALL’S NEW CAO

With a background that bridges education and municipal leadership, Cornwall’s new Chief Administrative Officer, Tim Mills, brings a blend of strategic experience and community insight to the role. From guiding capital projects in South Dundas and South Glengarry to championing collaboration in the classroom, his approach is rooted in building strong teams and making informed, inclusive decisions. We sat down with him to talk about his leadership style, his early impressions of the city’s priorities, and what he hopes to achieve in his new role.

Question #1–You’ve held leadership roles in both education and municipal government, including as CAO in South Glengarry, South Dundas and as a school board superintendent. How have those diverse experiences shaped your leadership style, and how do you see them informing your work here in Cornwall?

My career path through education and municipal leadership has equipped me with a unique perspective that directly benefits Cornwall. Working in schools taught me the importance of collaboration and community-focused decision-making, while my CAO experience in South Dundas and South Glengarry allowed me to implement strategic priorities similar to Cornwall’s four pillars. My leadership style focuses on building strong, supportive teams that deliver results while addressing complex challenges. I’ve successfully led teams though capital projects that align with Cornwall’s current needs. This blended background positions me to balance competing priorities while maintaining fiscal responsibility, ensuring Cornwall thrives as a place where families and businesses can prosper.

Question #2–As a longtime resident with deep community ties and a strong volunteer history, how does your personal connection to Cornwall influence the way you approach decision-making and community engagement in your new role?

My deep roots in Eastern Ontario and personal connection to Cornwall provide me with established relationships that will benefit our city. Living and working in the region means I have a personal stake in our community’s success and understand the unique needs of our residents and businesses. I’ve collaborated with regional partners on shared services and have strong connections with Akwesasne that will be instrumental in advancing key projects like the Port Lands development. These relationships will strengthen Cornwall’s position as a “Hub City” while ensuring decisions reflect the priorities of those who call Cornwall home. My approach focuses on creating collaborative solutions that serve all stakeholders while positioning Cornwall as a destination for families, professionals, and investors.

Question #3–You’ve spoken about taking a measured approach in your early days by meeting with staff, council, and residents. What have those initial conversations revealed about the city’s most pressing priorities and areas for improvement?

My initial conversations with staff, council, and residents have revealed key priorities including housing challenges, infrastructure improvements, economic development, and workplace culture. I’ve heard consistently about the need for improving communication—both within City Hall and between the city and residents. People want to feel informed and included in decision-making processes. The community desires smart investments in the city’s future while ensuring core services remain efficient. I’m committed to addressing these priorities by implementing clear communication channels, reviewing existing policies for housing opportunities, and creating an environment where community voices help shape our path forward.

Question #4–Morale, mental health, and workplace culture are key focus areas for you. What specific steps are you taking to build a more supportive, motivated, and visible work environment for city staff?

Building a positive workplace culture is central to my leadership philosophy. In previous roles, I supported staff training programs and focused on succession planning through leadership development opportunities. My approach for Cornwall, after a month in the CAO role, focuses on three key areas: recognition programs that celebrate staff achievements, professional development that supports career growth, and creating open communication channels where employees feel heard and valued. I believe that when employees feel appreciated, they deliver better service to residents. I am also very aware of and pay attention to mental health supports and work-life balance while modernizing our workplace through digital transformation initiatives. My goal is to foster an environment where staff feel seen, heard, and appreciated.

Question #5–With Cornwall facing major infrastructure demands and financial pressures, how do you plan to balance economic development, service delivery, and long-term financial responsibility in a way that benefits both residents and staff?

Balancing infrastructure needs, housing goals, and fiscal responsibility requires strategic planning and data-driven decision-making. My approach is to prioritize investments that offer the greatest community benefit while pursuing alternative funding sources, including provincial and federal grants. I’ve successfully secured multiple grants for municipal projects in previous roles, including infrastructure. For Cornwall, I’ll apply this experience to identifying efficiencies through service delivery reviews. I’ll work closely with council and staff to maximize resources while maintaining service quality, ensuring we take the right steps today to set Cornwall up for a sustainable, thriving future.

BONUS QUESTION–What do you hope your leadership legacy will be a few years from now, when people look back on your time as CAO?

I hope my legacy is one of collaboration, transparency, and growth. Looking ahead, I want people to see a well-managed city where the community had a real voice in shaping decisions. During my first 100 days, I’ll focus on building relationships with council members and staff, assessing operational alignment with strategic priorities, and identifying early wins that demonstrate progress. My goal is to establish a collaborative approach that builds trust while laying the groundwork for long-term success. Most importantly, I want people to remember that during my time as CAO, Cornwall continued to advance as a great place to live, work, and raise a family while making measurable progress on its strategic pillars.