2026-2027 Pre-Budget Submission | Fredericton Chamber of Commerce

Presented to the Honourable Rene Legacy

Minister of Finance and Treasury Board

Province of New Brunswick 

Presented by the Fredericton Chamber of Commerce 

Opening Presentation: Fredericton Chamber of Commerce

The Fredericton Chamber of Commerce emphasizes a growth agenda that mobilizes private and public investment to deliver results in health care, education and housing, so New Brunswick can absorb recent and ongoing shocks from tariffs and global uncertainty while raising productivity and incomes. Collaboration across government, business, and public institutions converts social priorities into economic capacity, treating health, and education, and housing as economic infrastructure that underpins growth. 

Context 

If 2025 was the year of learning and stabilizing through instability, then 2026 must be the year of collaboration and delivery: harmonize systems, scale what works, and build shared accountability for results. The Fredericton Chamber of Commerce has emphasized coordinated action on productivity, commercialization, talent pipelines, and supply chain resilience, not as separate agendas but as one regional operating model.  ‑chain resilience, not as separate agendas but as one regional operating model. 

New Brunswick, and Atlantic Canada, already anchors Canada’s value proposition (food, energy, critical minerals, forest products, advanced services), with opportunities in critical minerals, offshore energy, hydro, and wind, but realizing these areas of opportunity requires supply capacity, technology commercialization at scale, and most importantly, an strong and viable workforce.   ‑to‑hydrogen

At the 52nd State of the Province (Jan 29, 2026), Premier Susan Holt placed health access and a resilient, growth-ready economy at the centre of government’s 2026 agenda – including expanding collaborative care clinics, strengthening primary care attachment, and acknowledging tariff headwinds while pursuing strategic investments that set NB up for long-term success.  ‑ready economy at the centre of government’s 2026 agenda‑term success. 

The Atlantic Economic Panel is another example of similar messaging, representing a business-led, pan-Atlantic forum, which will table practical recommendations to lift productivity and GDP per capita in 2026, aligning with the Chamber’s call for harmonization and implementation which turns collaboration into durable delivery.

Key Points:

1. Partnerships with Community Stakeholders: Collaborating with government, educational institutions, non-profits, and private businesses creates a collaborative environment that leverages diverse resources and expertise. This leads to more effective policies, innovative solutions, and sustained investment.
2. Investment in Education: Education is crucial for a skilled workforce. Investing in K-12 and higher education promotes long-term economic growth and addresses social issues like healthcare, housing, and public safety. This holistic approach cultivates a workforce that drives innovation, productivity, and competitiveness.
3. Aligning Economic and Social Policies: Creating a resilient economy through integrated policies helps withstand trade disruptions and global uncertainties. This strategy fosters inclusive growth, ensuring both business and societal needs are met, and insulates the economy from external shocks.
4. Philosophy of Government Action and Change: Efficiency and innovation are key principles. A strong focus on a growth agenda encourages investment in critical areas like housing, healthcare, and education, strengthening our ability to operate in an unstable world.

Supporting Evidence — Budget 2025 (Canadian Federal Budget): What NB Can Leverage Now

• Talent & research. 
  Budget 2025 launched a $1.7B International Talent Attraction suite (accelerated research chairs; CFI infrastructure; supports for PhD/postdocs and assistant professors) and signaled a fast-track H1B pathway directly relevant to Fredericton’s Knowledge Industry and PSE ecosystem.  ‑docs and assistant professors), and signaled a fast‑track H‑1B pathway
• AI & digital backbone. 
  Ottawa committed $925.6M over five years to build sovereign public AI compute, enabling secure, large-scale research/analytics and modernization of public services—capacity NB can use to streamline licensing, procurement, and service delivery.  ‑scale research/analytics and modernization of public services—capacity NB can use to streamline licensing, procurement, and service delivery. 
• Work integrated learning & youth. 
  Work integrated learning (WIL—coops, internships, practicums, applied projects) & youth. Budget 2025 provides $635.2M over three years for the Student Work Placement Program (≈55,000 WIL opportunities/year) and $307.9M over two years for the Youth Employment and Skills Strategy—tools to tighten the education-to-employment pathway in NB.  ‑integrated learning & youth. ‑integrated learning (WIL—co‑ops, internships, practicums, applied projects) & youth. ‑to‑employment pathway in NB. 
• Health & community infrastructure. 
  The new Build Communities Strong Fund dedicates $51B/10 years, including $5B for a Health Infrastructure Fund to upgrade hospitals, urgent care, and medical schools—investments NB can align to collaborative care and hospital modernization.  
• Buy Canadian procurement. 
  A strengthened Buy Canadian Policy (approx.$186M to implement) prioritizes Canadian suppliers/content and opens SME-friendly pathways—NB can mirror this to scale local vendors and speed adoption. ‑friendly pathways—NB can mirror this to scale local vendors and speed adoption.
• Defence & dual-use innovation. 
  An $81.8B/5year defence package (incl. $6.6B for a Defence Industrial Strategy) supports recruitment, infrastructure, cyber, and industrial capacity—opportunities for CFB Gagetown-adjacent suppliers and Fredericton’s secure tech ecosystem. ‑use innovation. A $81.8B/5‑year defence package (incl. $6.6B for a Defence Industrial Strategy) supports recruitment, infrastructure, cyber, and industrial ‑adjacent suppliers and Fredericton’s secure tech ecosystem.

Response to “Difficult Decisions”: What to Invest In; Where to Reduce; How to Deliver

A) Areas worthy of more investment 

• A connected talent system (K–12 → PSE → Work Integrated Learning /micro credentials → employment), embedded with employers and fast credential pathways for newcomers.  ‑credentials → employment), embedded with employers and fast credential pathways for newcomers. 
• Collaborative health access (largescale, team based primary care clinics with education embedded), measured by attachment and time-to-license.  ‑scale, team‑based primary‑care clinics with education embedded), measured by attachment and time‑to‑license. 
• Commercialization & pilot-to-procurement (turn research into exports and scaleups; convert proven pilots into outcome-based contracts SMEs can access).  ‑to‑procurement (turn research into exports and scale‑ups; convert proven pilots into outcome‑based contracts SMEs can access). 
• SME productivity & secure digital adoption (hands-on help with digitization, data, and cyber, delivered by local providers).  ‑on help with digitization, data, and cyber, delivered by local providers). 
• Harmonization & implementation (shared standards, credentialing, and measurement across Atlantic partners to remove fragmentation). 
• Core area vitality (public ‑area vitality (safety, public realm, and construction‑proactive infrastructure upgrades within urban centres to maintain district attractiveness to talent and investment).  

B) Areas to reduce or reallocate (while protecting outcomes)

• Duplicative, siloed administration → consolidate front offices, standardize forms/data, and harmonize licensing/credential processes with Atlantic partners.  ‑offices, standardize forms/data/SLAs, and harmonize licensing/credential processes with Atlantic partners. 
• Grants without measurable outcomes → reallocate to programs with verifiable adoption and scale (work integrated learning, SME adoption, research-to-market). ‑to‑market).
• Underused physical assets → rationalize/repurpose (admin first) for housing, training, collaborative health; downtown withdrawals must include redevelopment/activation plans. 

C) Implementation guardrails 

• Protect service outcomes; modernize frontline delivery (savings from how we deliver—streamlined, harmonized, digital—not what we deliver in education/health).  
• Decision rights & accountability (codify who decides/executes/measures so routine issues don’t escalate).  
• Harmonize to compete (Atlantic alignment on licensing/credentialing/trade).  
• Measure what matters (time-to-license, student-to-job, primary care attachment, SME adoption outcomes).  ‑to‑license, student‑to‑job, primary‑care attachment, SME adoption outcomes). 

Issues Specific Actions and Recommendations

1. Education: K–12, PSE & Career Opportunities — One System, One Pathway

Education investments are most effective when designed as a single talent pathway, from K–12 capacity, through postsecondary learning, to work integrated experience and long-term retention in New Brunswick.‑secondary learning, to work‑integrated experience and long‑term retention in New Brunswick.

Pressures & capacity: NB added 7,200 K–12 students over two years, with ~6,000 more projected over four—necessitating accelerated school builds and modern siting (urban, multimodal, net zero ready). Government has announced record K–12 capital budgets to relieve pressure.  ‑zero ready). Government has announced record K–12 capital budgets to relieve pressure. 

Teacher supply: NB faces a documented teacher shortage; UNB has expanded B.Ed. seats while the NBTA urges faster pathways and retention supports. An Emergency Task Team (government, districts, faculties) should accelerate classroom attachment and practice-ready routes.  ‑ready routes. 

Experiential learning & retention: The Chamber led a national experiential learning resolution (CCC AGM 2024) and co-launched Career Connects with the UNB Student Union to give students early exposure and build local roots, complementing coops and internships.  ‑learning resolution (CCC AGM 2024) and co‑launched Career Connects with the UNB Student Union to give students early exposure and build local roots‑ops and internships. 

Education—Actions & Recommendations:

• K–12 Teacher Supply & Capacity
  • Establish a standing K–12 Emergency Task Team (government, districts, faculties, NBTA) to accelerate recruitment and retention, expand practicum and classroom attachment pipelines, and fast-track licensing for internationally trained teachers—building on expanded B.Ed. seats and practice ready routes. ‑track licensing for internationally trained teachers—building on expanded B.Ed. seats and practice‑ready routes. 
• Sustain K–12 Capital Investment
  • Maintain record K–12 capital budgets for new schools, additions, and modular builds where required, with transparent priority ranking and modern urban siting (multimodal access, net zero ready) to keep pace with enrolment growth. ‑zero ready) to keep pace with enrolment growth. 
• Atlantic Graduate Retention Tax Credit (Anchor Incentive)
  • Introduce a provincial (eventually harmonized regionwide), multiyear Graduate Retention Tax Credit to anchor degree and diploma holders – both domestic and international graduates who remain postgraduation – working in New Brunswick (Atlantic Canada). This reflects the ACC joint call to action and the position of NB’s Urban Chambers, including Fredericton. ‑wide‑year Graduate Retention Tax Credit to anchor degree and diploma holders‑graduation
• Atlantic “Carve Out” for Student-to-Work Pathways‑Out” for Student‑to‑Work Pathways
  • Work with the federal government to secure an Atlantic-specific carveout within immigration allocations and operating rules so AIP/PNP and postgraduate pathways reliably convert Atlantic campus talent into local hires, rather than being constrained by national caps. ‑specific carve‑out within immigration allocations and operating rules so AIP/PNP and post‑graduate pathways reliably convert Atlantic campus talent into local hires, rather than being constrained by national caps.
• Student-to-Career Pilots That Scale (Domestic + International)‑to‑Career Pilots That Scale (Domestic + International)
  • Pilot and scale student-to-career conversion measures across campuses, including streamlined postgraduate work/PR steps tied to job offers in priority Atlantic sectors and employer-linked settlement supports, as requested in the ACC joint letter to Minister Diab. ‑to‑career conversion measures across campuses, including streamlined post‑graduate work/PR steps tied to job offers in priority Atlantic sectors and employer‑linked settlement supports, as requested in the ACC joint letter to Minister
• Make Experiential Learning the Default “On Ramp”‑Ramp
  • Expand coops, WIL, micro credentials, and early exposure programs so students build local networks and work experience before graduation. Scale proven models such as the Fredericton Chamber–UNB Student Union Career Connects pilot, complementing coops and internships. Nationally, align with the Chamber’s experiential learning policy for international students adopted at the Canadian Chamber AGM 2024. ‑ops, WIL, micro‑credentials, and early exposure programs so students build local networks and work experience before graduation. Scale proven models such as the Fredericton Chamber–UNB Student Union Career Connects pilot, complementing co‑ops and internships. Nationally, align with the Chamber’s experiential learning policy for international students adopted at the Canadian Chamber AGM 2024. 
• Targeted Bursaries & Recruitment for NB Learners
  • Continue and expand bursaries and recruitment supports for New Brunswickers to study in province, paired with guaranteed WIL/coop placements and priority access to public sector and SME internships—anchoring homegrown talent locally while attracting newcomers (dual focus approach). ‑province, paired with guaranteed WIL/co‑op placements and priority access to public‑sector and SME internships—anchoring home‑grown talent locally while attracting newcomers (dual‑focus approach). 
• Embedded Learning & Commercialization
  • Expand RPC (RPC (Research and Productivity Council (RPC)—New Brunswick’s Crown research and technology organization) embedded learning (co-supervised projects, capstones, applied fellowships) and pilot-to-procurement pathways to speed adoption of innovation by NB SMEs and municipalities, strengthening the applied bridge from education to employment. ‑embedded learning (co‑supervised projects, capstones, applied fellowships) and pilot‑to‑procurement pathways to speed adoption of innovation by NB SMEs and municipalities, strengthening the applied bridge from education to employment. 
    

2. Health Care — Adequate Health Care Infrastructure for Existing Demand – Collaborative Care Clinics & Modernized Core Infrastructure

Large, centrally located collaborative clinics: Build team based primary care hubs (physicians, NPs, PAs, pharmacists, allied health, mental health, diagnostics, virtual) with embedded teaching capacity and shared analytics. Premier Holt’s 2026 SOTP committed to expanding collaborative clinics and strengthening access; central hubs enable measurable attachment and throughput. ‑based primary‑care hubs (physicians, NPs, PAs, pharmacists, allied health, mental health, diagnostics, virtual) with embedded teaching capacity and shared analytics. Premier Holt’s 2026 SOTP committed to expanding collaborative clinics and strengthening access; central hubs enable measurable attachment and throughput.

DECRH (Dr Everett Chalmers Regional Hospital) and outgrown assets. NB’s capital plans require a clear signal to expand acute and specialty capacity alongside ambulatory/community services.  

Why this matters to business: Primary care attachment, timely diagnostics, and coordinated community supports reduce absenteeism and raise investment confidence—health capacity is economic infrastructure.  ‑care attachment, timely diagnostics, and coordinated community supports reduce absenteeism and raise investment confidence—health capacity is economic infrastructure. 

Fredericton Specific Actions:

1. Site and fund two phased central clinic hubs (with spokes): hardwiring teaching rotations and public dashboards (attachment; urgent primary care wait; time-to-license).  ‑care wait; time‑to‑license). 
2. DECRH expansion: Sequenced with community/ambulatory upgrades and publish load balancing KPIs (time-to-diagnostic; avoidable ER visits).  ‑balancing KPIs (time‑to‑diagnostic; avoidable ER visits). 

Health Care—Actions & Recommendations

• Infrastructure Upgrades: Timely investments in equipment and spaces.
• Address Healthcare Infrastructure Needs – Establish new collaborative care centers to meet specific community needs (especially growing urban centres).
• Attraction and Retention Packages: For services, nurses, and technicians.
• Healthcare Education Programs: Increase provincial spending.
• Access to Primary Healthcare: Implement creative options like Family Health Teams and virtual care.
• Fair Practices and Registration Act: Follow through on requirements.
• Invest in Health Information Technology (HIT)
• Data Security and Privacy: Ensure robust security measures for health IT.

3. Population Growth — Dual Focus Plan (Attract & Retain)‑Focus Plan (Attract & Retain)

Joint regional stance (Aug–Sept 2025): The Atlantic Chamber of Commerce, with 47 local chambers (including Fredericton), sent a joint letter to Minister Lena Metlege Diab calling for a tailored Atlantic strategy that links immigration to domestic attraction and retention, protects AIP/PNP, pilots student retention initiatives, and creates an Atlantic carveout in allocations.  ‑retention initiatives, and creates an Atlantic carve‑out in allocations. 

Fredericton Chamber’s “dual focus”: We released a local strategy aligned to ACC principles: build retention focused ecosystems for local graduates and residents while welcoming newcomers with predictable, employer serving pathways.  ‑focus.” We released a local strategy aligned to ACC principles: build retention‑focused ecosystems for local graduates and residents while welcoming newcomers with predictable, employer‑serving pathways. 

Signals in the data: 2025 showed strain in NB’s migration flows (notably weaker net international inflow in Q3), underscoring the need for a region-specific plan that stabilizes employer access to talent.  ‑specific plan that stabilizes employer access to talent. 

Population Growth—Actions & Recommendations.

• Atlantic carveout to stabilize AIP/PNP and align flows with regional needs.  ‑out to stabilize AIP/PNP and align flows with regional needs. 
• Graduate Retention Tax Credit (Atlantic wide) to keep degree/diploma holders (domestic and international) working here for multiple years.  ‑wide) to keep degree/diploma holders (domestic and international) working here for multiple years. 
• Student-to-career pilots (WIL/coops; fast postgrad pathways) that convert study into careers in region.  ‑to‑career pilots (WIL/co‑ops; fast post‑grad pathways) that convert study into careers in‑region. 
• Rural/smaller centre retention supports led by employers and communities.  ‑centre retention supports led by employers and communities. 
• Streamlined service standards (time-to-decision; employer navigation) and better credential recognition timelines to end “brain waste.”  ‑to‑decision; employer navigation) and better credential‑recognition timelines to end “brain waste.” 

4. Knowledge Industry — Collaboration & Connections as the Operating Model

At an event hosted by the Fredericton Chamber on January 30, 2026, Minister Sean Fraser called Fredericton’s Knowledge Industry a national asset and urged faster research-to-market, better export readiness, stronger supply chains, and productivity through adoption—with a clear message: collaboration and harmonization are no longer optional. The Chamber’s January commentary echoes this: align standards/processes, scale commercialization, and treat talent as one pathway from K–12 through PSE to employment.  ‑to‑market, better export readiness, stronger supply chains, and productivity through adoption—with a clear message: collaboration and harmonization are no longer optional. The Chamber’s January commentary echoes this: align standards/processes, scale commercialization, and treat talent as one pathway from K–12 through PSE to employment. 

Leverage Universities/Colleges/RTOs (*RPC) – one innovation fabric:

*RPC (Research and Productivity Council (RPC)—New Brunswick’s Crown research and technology organization supports ~1,000 clients/year with ISO-accredited analytics, bio analytics, engineering, and product/process development (400,000+ analyses in 2023–24), making it a work integrated and commercialization hub for NB firms and trainees.  ‑accredited analytics, ‑integrated and commercialization hub for NB firms and trainees. 

Knowledge—Actions & Recommendations.

• Multiyear, parity seeking research & commercialization funding for Fredericton’s ecosystem (universities, colleges, RPC, cyber/advanced services), tied to spinouts, supply chain contracts, and exports.  ‑year, parity‑seeking research & commercialization funding for Fredericton’s ecosystem (universities,‑chain contracts, and exports. 
• Pilot → procurement discipline to convert validated solutions (cyber resilience, testing, data tools) into outcome-based contracts local SMEs can access.  ‑resilience, testing, data tools) into outcome‑based contracts local SMEs can access. 
• Public pathway metrics (student-to-job; pilot-to-contract; SME adoption outcomes) to sustain accountability and speed. ‑to‑job; pilot‑to‑contract; SME adoption outcomes) to sustain accountability and speed.
• Long-Term Funding Agreements: Ensure stable funding for research and innovation.
• Innovation Agenda: Develop a strategy to guide government investments and policy changes.
• Support Post-Secondary Education Programs: Tie to education and immigration.
• Attract Talent: Address gaps in marketing, sales, and international market access.
• High-Speed Internet: Facilitate access for all areas of the province.
• Leverage Cyber Security Investments: Build on previous investments in the sector.

5.        Housing

Property Tax System: Modernization of the property tax system is needed to reflect real market value and fair industrial specifical evaluation. 

Current Situation: The housing crisis has worsened due to continued demand and low stock, lack of workers, increased building material costs, and population growth.

Business Impact: Lack of affordable housing makes it difficult to attract and retain employees.

Social Impact: High housing prices contribute to food insecurity, mental health issues, and increased cost of living.

Government Role: Complete cooperation and alignment of policies at federal, provincial, and municipal levels are required.

Affordable Housing: Government must incentivize developers to build affordable units.

Workforce Issue: Acute labor shortage in the construction sector is limiting housing supply.

Housing—Actions & Recommendations

• Form consultation panel with industry representatives for timely property tax system reforms. 
• Property Tax Reform: Continue measures to eliminate additional property tax on non-owner-occupied properties.
• Targeted Immigration: Identify and provide programs for immigrants and temporary workers in the construction sector.
• Upskilling: Invest in upskilling New Brunswickers in needed areas like construction.
• Municipal Support: Offer supports to municipalities for renovations and repurposing office spaces.
• Incentivize Developers: Encourage developers to construct more affordable units.
• Costs & Regulatory Competitiveness – Regulatory Efficiencies & Harmonization 

Regulatory Environment: Issues like red tape, development roadblocks, and overlapping jurisdictions impact businesses.

Government Investments: Essential for workforce development, infrastructure, reducing red tape, and creating livable communities.

Investment Philosophy: Focus on sustainable funding that provides a return on investment.

NB businesses continue to face cost and regulatory pressures: The Chamber supports a permanent navigation service for firms; a strong Office of Regulatory Affairs & Service Effectiveness; and prompt payment regulations—paired with outcome-based procurement to help SMEs scale. (These align with our broader call for harmonization and execution plumbing.)  ‑payment regulations—paired with outcome‑based procurement to help SMEs scale. (These align with our broader call for harmonization and execution plumbing.) 

Framing for New Brunswick: To compete with peer provinces and anchor an Atlantic corridor that “competes as one,” NB should make regulatory modernization an economic development instrument—measured, timebound, and codesigned with business, municipalities, and PSE/RTO partners.‑development instrument—measured, time‑bound, and co‑designed with business, municipalities, and PSE/RTO partners.

Regulatory Efficiency—Actions & Recommendations

• Create a single front door for permits & licences (business navigator + portal)‑credentials that teach “how to comply” alongside technical skills to reduce first‑year compliance errors for start‑ups and scale‑ups.
  • One intake across provincial departments that generates a tailored, end-to-end checklist by industry (construction, food, tech, transportation, professional services).
  • Assign a named navigator for SMEs; provide plain language checklists and “what good looks like” examples for inspections and submissions.
• Legislate service standards and publish a quarterly dashboard.
  • Set decision time targets for the top 50 approvals (development, building, environmental, occupational, employment standards, transport, professional licensing).
  • Publish department-by-department performance with reasons for delays and the next fix in queue.
• Digitize and standardize building & development permitting (provincewide).
  • Stand up a provincial permitting standard (data fields, document formats, review steps) and a shared digital platform municipalities can plug into.Require posted turnaround targets and a “traffic light” status for applications.Cut duplicate reviews and fee stacking for low risk, high volume files.
  • Where a qualified professional has stamped technical work to a provincial standard, allow reliance instead of a second, duplicative review.
• Modernize high friction regulations for SMEs (two quick wins).
  • Occupational Health & Safety (low hazard workplaces): publish simplified compliance guides and sector checklists; remove paperwork duplication where risks are minimal.
  • Employment Standards (admin friction): streamline recordkeeping and routine documentation; publish templated “compliant scheduling” and payroll tools.
• Transportation & roadside work: one digital lane.
  • Create a single, online process for routine highway adjacent permits, overweight/special move approvals, and traffic control plans, with predictable SLAs and reusable master templates for frequent applicants.
• Regulatory Impact Test (keep it short, but mandatory).
  • Before adding a new obligation—law, regulation, policy, or form—require a one page impact test: purpose, alternatives considered, expected SME burden, and sunset/review date.
• Harmonize across Atlantic partners where it matters most.
  • Prioritize credential recognition, construction codes, trucking/oversize rules, food safety documentation, and digital identity so firms can operate seamlessly across borders.
• Make universities, colleges, and RPC part of delivery—not just consultation.
  • Fund micro credentials that teach “how to comply” alongside technical skills to reduce first-year compliance errors for startups and scaleups.

Conclusion

The submission of the Fredericton Chamber of Commerce advances a single pathway to stability and growth as a province: collaboration and harmonization to result in execution and delivery. 

By investing where systems create measurable capacity (talent, collaborative health, commercialization, core area vitality) and by modernizing how we deliver (streamlined, harmonized, digital), New Brunswick can convert today’s uncertainty into predictable path to growth—for employers, workers, and communities.  ‑area vitality) and by modernizing how we deliver (streamlined, harmonized, digital), New Brunswick can convert today’s uncertainty into predictable 

New Brunswick can meet tariff and global uncertainty not by treating health, housing, education, and competitiveness as separate files, but by operating them as one growth system that builds capacity, reduces friction, and turns proven pilots into scaled delivery. The Fredericton Chamber’s recommendations are designed to help government “make dollars stick”: invest where systems produce measurable capacity (people, clinics, housing supply, innovation adoption) and modernize how services are delivered (standardized processes, digital workflows, clear decision rights, and transparent measurement).

Across this submission, the pathway is consistent: strengthen talent supply, increase infrastructure supports, and convert learning and innovation into local jobs and productivity. 

In Education, we recommend a one-pathway approach from K–12 to PSE to work-integrated learning and employment—backed by a standing K–12 Emergency Task Team, sustained school capital, and student-to-career retention tools (including an Atlantic Graduate Retention Tax Credit, an Atlantic carve-out for student-to-work immigration pathways, scaled student-to-career pilots, and making experiential learning the default on-ramp). 

In Health, we recommend scaling collaborative care clinic hubs with embedded teaching capacity and analytics, sequencing major infrastructure (including DECRH) with community/ambulatory upgrades, and using public dashboards to measure attachment and throughput. 

In Population Growth, we reinforce the dual-focus approach—retain domestic students and residents while welcoming newcomers with predictable, employer-serving pathways—so the province stabilizes the workforce pipeline and ends “brain waste” through faster credential recognition and service standards. 

In the Knowledge Industry, we propose a collaboration operating model that joins Post Secondary Education institutions, RPC, and industry around research-to-market outcomes, supported by pilot procurement discipline and shared metrics that reward adoption and exports. 

In Housing, we emphasize the supply-side constraints that directly affect recruitment and retention, calling for tax and policy alignment across governments, construction labour pathways, and repurposing underused assets. 

Finally, in Costs & Regulatory Competitiveness, we recommend a practical execution agenda: a single front door for permits and licences, legislated service standards with quarterly dashboards, digitized and standardized permitting province-wide, and targeted harmonization across Atlantic partners.

The Fredericton Chamber stands ready to support government in moving from consultation to execution by convening employers, institutions, and community partners; by scaling models that work (Career Connects, WIL, applied commercialization through PSEs and RPC); and by helping design practical dashboards and service standards that build trust through transparency. 

If 2025 was stabilization, 2026 must be delivery. With a shared implementation table, a small set of visible metrics, and an unwavering focus on harmonization, New Brunswick can convert today’s uncertainty into predictable growth—higher productivity, stronger retention, improved access to care, faster housing supply, and a more competitive environment for investment and jobs.