Talent Is the Foundation of Economic Growth
For too long, economic uncertainty has become part of the business environment. Over the past several years, our members have navigated a pandemic, inflation, labour shortages, rising costs, supply chain disruptions, changing immigration policies, trade relationship disruption, and evolving consumer behaviour. Each challenge has demanded adaptation, resilience, and leadership, yet despite those pressures businesses have continued to invest, hire, innovate, and grow. That resilience deserves recognition, but it should not be mistaken for an unlimited capacity to absorb new costs and uncertainty without consequences. The latest developments in the Canada-U.S. trade relationship are another such disruptive force. The United States remains Canada’s largest trading partner, and many New Brunswick businesses are directly or indirectly connected to cross-border markets and supply chains. It is true that every new tariff introduces additional complexity, every shift in trade policy affects investment decisions, and worse, every period of prolonged uncertainty risks weakening business confidence. It is equally true that these challenges can provide opportunities with the right focus. Across Atlantic Canada, demographic challenges have been building for decades. We are experiencing the combined effects of an aging population, increasing competition for workers, changing workforce expectations, and growing demand for specialized skills. At the same time, emerging industries are transforming the economy at a pace few could have predicted even ten years ago. Whether we are discussing cybersecurity, artificial intelligence, health care, skilled trades, defence, research, advanced manufacturing, or the knowledge industry, every conversation ultimately returns to the same issue: people. Talent is not simply one factor contributing to economic growth. Talent is the foundation upon which economic growth depends. This is a point the Fredericton Chamber of Commerce has consistently advanced through our support for population growth strategies, immigration pathways, workforce development initiatives, educational partnerships, and efforts to strengthen Fredericton’s position within the knowledge economy. We have emphasized that population growth and economic growth are inseparable, and that our strategy must focus both on attracting newcomers and on retaining and developing the talent already here. That dual focus is increasingly urgent. We cannot build a sustainable workforce by relying exclusively on immigration, nor can we meet all of our future labour needs through the existing population. We need to better connect students with career opportunities, help people acquire the skills required by a changing economy, create welcoming communities in which newcomers from abroad and other parts of the country can build lasting lives, and ensure that young New Brunswickers can see a compelling future for themselves here. We understand the importance of investing in roads, energy systems, housing, broadband, and transportation because businesses cannot operate effectively without them. The same principle applies to talent, perhaps moreso. Employers cannot expand without the people needed to support that growth, entrepreneurs cannot scale their ideas without skilled teams, and communities cannot attract investment if companies are uncertain that the required workforce will be available. The unsuccessful trade negotiations last week underline why this work cannot wait. When the rules governing international commerce can change with little notice, our response cannot be to pause investment, lower our ambitions, or wait for the external environment to become more predictable. We must instead strengthen the parts of our economy over which we have greater influence, and there is no more consequential place to begin than with our people. As I’ve written many times in this space, we are living in an era of uncertainly and the response must be to keep calm and carry on. We are better off using this latest turn as a further catalyst to continue to focus on the hard work of getting our own economic house in order. That means supporting local, diversifying trade markets, bringing down interprovincial trade barriers, increasing productivity through innovation, development our own resources and developing skills for the current and future workplace. That is why the chambers of commerce in Fredericton, Greater Moncton and the Saint John Region are partnering with the Atlantic Chamber of Commerce, the Atlantic Economic Council, the University of New Brunswick and the New Brunswick Community College to convene the Talent for Growth Summit on September 25, 2026. The summit will bring together representatives from business, government, post-secondary education, industry, economic development, immigration and settlement organizations, chambers of commerce, community organizations, and the next generation of professionals to address New Brunswick’s talent and workforce challenges. This cannot be another conversation in which we describe challenges that employers already know too well and then return to our respective organizations without a path forward. The purpose of the summit is to bring the right people into the same room, share evidence and experience, develop stronger partnerships, inform workforce strategies and advance practical solutions for attracting, developing, and retaining the talent our province and region need to grow. No single organization can solve this challenge. Employers understand their workforce needs, but they cannot redesign education and training systems by themselves. Post-secondary institutions prepare people for successful careers, but they need sustained input from employers about emerging occupations and skills. Governments establish policies and fund programs, but the effectiveness of those decisions depends on the lived experience of communities, businesses, workers, students, and newcomers. Immigration and settlement organizations help people establish new lives here, but long-term retention requires housing, employment, health care, belonging, and meaningful community connections. Too often, these conversations occur separately. The Talent for Growth Summit is an opportunity to bring them together and to acknowledge that fragmentation is one of the barriers we must overcome. The Summit also provides an opportunity to think beyond immediate vacancies. Filling today’s open positions matters, but our responsibility is larger than matching people with jobs. We must anticipate how work is changing, identify the skills our economy will require in the years ahead, create clearer pathways from learning to employment, and help employers adapt to technological and demographic change. We must also ensure that small and medium-sized businesses, which form the backbone of our economy, can meaningfully participate in workforce development rather than being expected to navigate increasingly complex systems on their own. This is particularly important for Atlantic Canada because national policies do not always reflect regional realities. Our communities face different demographic conditions, labour-market pressures, and population patterns than larger metropolitan centres. Our advocacy for approaches tailored to Atlantic Canada is not a request for special treatment; it is a recognition that effective public policy must respond to the circumstances of the people and places it is meant to serve. If recent trade negotiations have reminded us of anything, it is that we cannot build our economic strategy around variables
AI for All: From National Strategy to Regional Opportunity
Canada’s National Artificial Intelligence Strategy, AI for All, arrives at a pivotal moment for New Brunswick and Atlantic Canada and it amplifies the case that the Fredericton Chamber of Commerce has been making: AI’s true value lies in its broad application across regions, industries, and business sizes. For Atlantic Canada, where productivity challenges, demographic pressures, and geographic distance have long shaped economic outcomes, AI for All represents not just a technology agenda, but a regional economic opportunity. We explored the opportunity locally and in depth at our joint conference with the University of New Brunswick last September, Shaping the Debate: the Knowledge Industry Shift. That conversation articulated economic development around a vision rooted in learning, research, and human capability – not scale alone. This framing is particularly relevant for New Brunswick and Atlantic Canada, where post‑secondary institutions play a central role in regional life and where collaboration between academia, business, and government is often closer and more agile than in larger jurisdictions. The conference emphasized that in an AI‑enabled economy, competitive advantage increasingly comes from how quickly people and organizations learn, how effectively knowledge is shared, and how well technology is aligned with human judgment and values. These insights align directly with AI for All’s emphasis on AI literacy, workforce readiness, and responsible adoption. When viewed together, the national strategy and the Knowledge Industry Shift point toward a clear conclusion: artificial intelligence, applied thoughtfully and responsibly, can help New Brunswick and Atlantic Canada do more with what we already have, people, expertise, relationships, and community‑based businesses. AI for All is notable not simply for its ambition, but for its recognition that AI adoption will not happen evenly or automatically. The strategy explicitly acknowledges that small and medium‑sized enterprises, rural regions, and traditional industries face barriers to adoption, even as they stand to benefit significantly from productivity‑enhancing tools. This acknowledgement is critical for Atlantic Canada, where SMEs form the backbone of the economy. Across New Brunswick and the region, businesses operate in sectors such as construction, retail, tourism, agriculture, fisheries, manufacturing, professional services, and the non‑profit sector. Importantly, these tools are not about reducing headcount. They are about helping employees spend less time on repetitive administrative work and more time on the activities that require human judgment, creativity, relationship-building, and problem-solving. Many of these firms are not seeking cutting‑edge AI research or complex technological transformation. Instead, they are looking for practical solutions that help manage rising costs, respond to labour shortages, improve customer service, and make better decisions with limited time and staff. Further, productivity has long been a structural challenge for New Brunswick and Atlantic Canada. Smaller markets, dispersed populations, aging demographics, and workforce constraints mean that growth often depends on working smarter rather than simply working more. In this context, AI represents a practical tool to help businesses increase output and quality without proportionally increasing labour or overhead. Across sectors, AI is already demonstrating value in automating routine administrative tasks, improving scheduling and forecasting, enhancing inventory management, and supporting data‑informed decision‑making. For many Atlantic Canadian businesses, these applications are less about transformation and more about relieving pressure on owners and employees who are stretched thin. One of the most important messages for New Brunswick and Atlantic Canada is that AI is not confined to the technology sector. While the region, and Fredericton in particular, has a growing tech ecosystem, the greatest economic impact will come from adoption across traditional and foundational industries. Construction and trades businesses can use AI for project planning, cost estimation, and risk management. Agriculture and fisheries can apply AI to improve yield forecasting, sustainability monitoring, and logistics. Tourism and hospitality businesses can better anticipate demand, manage staffing, and personalize visitor experiences. Professional services can streamline workflows while maintaining human oversight and trust. Community organizations and non‑profits can stretch limited resources and improve impact measurement. A recurring theme in both AI for All and the Knowledge Industry Shift is confidence. Many businesses are not resistant to AI, they are uncertain. Concerns around cost, data privacy, ethics, workforce impact, and reputational risk are especially acute for small and community‑based businesses. New Brunswick and Atlantic Canada are well positioned to address these concerns through community‑based approaches to AI adoption. Local training programs, peer‑to‑peer learning, and partnerships with post‑secondary institutions can help businesses build confidence incrementally. Responsible experimentation, supported by clear guardrails and shared best practices, is more likely to succeed than rapid or top‑down transformation. The Fredericton Chamber of Commerce’s involvement in the Knowledge Industry Shift highlights the evolving role of chambers in an AI‑enabled economy. Beyond advocacy, chambers increasingly serve as translators, helping businesses understand emerging technologies and policy frameworks in practical, accessible terms. At a regional level, chambers are promoting AI literacy, sharing real‑world examples of productivity gains, encouraging ethical and responsible use, connecting businesses with researchers and solution providers, and advocate for programs that reflect regional realities. This convening role is essential if AI adoption is to support shared prosperity rather than deepen economic divides. Seen through this lens, AI for All invites New Brunswick and Atlantic Canada to translate national ambition into regional action, leveraging collaboration, education, and trust as competitive strengths. The groundwork laid suggests the region is already moving in this direction, but what remains most important is to turn insight into action. Call to Action: What New Brunswick and Atlantic Canada Businesses Can Do Now Treat AI as a productivity tool, not a technology project. Focus on everyday operational challenges where AI can deliver immediate, practical value – particularly in process improvement. Build AI literacy before scaling AI use. Confidence among owners, managers, and employees is essential to responsible adoption. Start small and experiment responsibly. Pilot projects reduce risk, build trust, and support learning. Keep people at the centre of AI adoption. AI should augment human work, not replace it. Leverage regional collaboration. Partnerships across business, education, and government accelerate learning and reduce duplication. Make AI part of the mainstream business conversation. Every business should be asking where AI could help improve productivity and resilience.
Fredericton’s New City Council Takes Shape: A Critical Moment for Growth, Civil Discourse, and Economic Direction
Earlier this month, communities across New Brunswick elected leaders that will shape if and how their municipalities will growth for the next four years. Now, as new councils prepare for their swearing-in ceremonies, we are entering a critical transition in leadership, in expectations, and in the collective responsibility we carry forward. The moment represents both opportunity and challenge. Fresh mandates, renewed energy, and a chance to align on the pressing issues that define our economic and community well-being are intertwined with ensuring businesses are able to operate with conditions that are conducive to sustainability and growth. That, of course, does not only rest with municipalities, but rather all levels of government, business, community groups, institutions and citizens as well as how they interact. This last point is no small matter. How we engage with one another going forward will determine whether we meet this moment with progress or lose ground to division. Across Canada and beyond, we have seen a shift in how we talk to one another in public life. The tone has too often become more polarized, more personal, and less productive. This is particularly true in the online environment, but not exclusively. Municipal politics has not been immune to this trend and yet, municipal governance may be where civil discourse matters the most. Decisions are immediate and the impacts are visible. Relationships are closer and collaboration is essential. Civil discourse does not mean the absence of disagreement. In fact, it depends on the presence of diverse perspectives. What it demands is respect, a willingness to listen, and a commitment to engage constructively. We know that when that environment exists, better decisions follow. The Fredericton Chamber of Commerce prides itself on providing spaces where we can have those big conversations in a constructive and respectful manner. We saw that most recently at our Mayoral Candidate Forum leading up to the election and the ability to engage in civil discourse will be absolutely critical as we decide on how to act on both the opportunities and challenges that lie ahead. In Fredericton, 8 of 12 councillors have been elected for the first time. We are excited to work with them and their fresh ideas to continue to build our community. Now that the dust has settled, we are looking for our new council to set a positive tone and bring forward their priorities while remaining focused on the issues that matter. As the new council takes shape, we encourage a clear focus on several priority areas that will define both our economic trajectory and quality of life: Continue to ardently pursue the implementation of the 47 recommendations of the Community Safety Task Force. Many of those recommendations are not easy and require collaboration between levels of government and the business community. But they do have substance and will make a meaningful difference to our community as a whole and the people that are struggling right now. As a member of that task force, I can confirm that the right people and organizations were represented, we heard from knowledgeable experts when that expertise wasn’t sitting at the table and the recommendations we went forward with are intentional and solid. The Province’s first tranche of property tax reforms will give municipalities powers to increase property tax on commercial properties – moving the upper end of the rate multiplier from 1.7 to 2.0. We strongly encourage Fredericton council to not consider more aggressively taxing business. Instead, focusing on the competitiveness of our business community is the most sustainable and strategic way to ensure that the tax base can generate the revenue needed to provide the services required over the long term. Businesses are being hit with costs from all directions at the moment and we are looking to our municipality to alleviate that burden, not exacerbate it. Make meaningful progress on long standing projects with the NBEX grounds and the Centennial Building. The stated purpose for the existing joint plan for the NBEX property is to ‘reimagine the exhibition grounds into a redevelopment that is future-focused, attainable, and respectful of the site’s almost 150-year agricultural legacy and location on Wolastoqiyik traditional territory.’ As stated specifically in the development plan, a new school [George Street Middle School replacement] built on this site would be a dynamic component in creating ‘a complete and walkable community’ which allows for ‘synergies with surrounding open spaces, potential recreation facilities, and Fredericton Exhibition Limited’s unique agricultural, recreational and community programming’ as well as a potential fieldhouse that would benefit both students and the community. This project has exciting potential and we look forward to the leadership of the City and NBEX bringing it to fruition. Development of the Centennial Building is becoming increasing critical by the day as the new justice building and performing arts centre get closer to completion while that property deteriorates. That property can continue the transformation on the east end of downtown with the right plan. Be clear that growth is good – population growth and economic growth that will provide the revenue for the infrastructure and services to support. This includes welcoming those new to our community. Part of the slide in civil discourse has been a rise in negativity towards immigration and newcomers. The old narrative that immigrants are here to take jobs and resources like housing and healthcare has gained some traction over the past couple of years and that must be reversed immediately. With federal reductions in immigration, our provincial population has again become stagnant and aging. Newcomers are already key contributors to many sectors including construction and healthcare and will become even more critical as time passes with a domestic birthrate that is well below natural growth levels. Embrace the ongoing work of existing municipal entities. Ignite’s Vision 2030 economic development strategy builds upon the achievements of Vision 2020, which cemented Fredericton’s reputation as Atlantic Canada’s Knowledge Capital, Vision 2030 advances this legacy by recognizing education and knowledge as a vital social and economic resource that will fuel the other three
Request for Proposals (RFP) – Brand Modernization & Visual Identity Development
The Fredericton Chamber of Commerce is pleased to invite qualified member businesses and creative professionals to submit proposals for our upcoming Brand Modernization Project. As we continue evolving to meet the needs of Fredericton’s growing and changing business community, we are embarking on an exciting initiative to refresh and strengthen the Chamber’s brand. Established in 1874, the Fredericton Chamber of Commerce has spent more than 150 years serving as a trusted voice for business and a connector between business, government, and academia. As New Brunswick’s largest chamber of commerce, representing more than 1,100 member businesses, our brand must continue to reflect both our legacy and our future. This project will support the development of a modernized brand platform that aligns with the Chamber’s strategic direction while preserving the credibility, professionalism, and trust that have defined our organization for generations. The selected proponent will work with the Chamber to refine our brand foundation and develop a cohesive visual identity system that reflects who we are today — and where we are headed. Project Scope Includes: Strategic brand refinement Visual identity development Logo suite creation Colour palette and typography system Supporting visual language Comprehensive brand guidelines This opportunity is open to Fredericton Chamber members in good standing, including agencies, studios, freelancers, and creative professionals with demonstrated experience in brand strategy and identity development. Submission Deadline Wednesday, June 17, 2026 at 4:00 PM Access the Full RFP Download the Brand Modernization RFP PDF Questions and proposal submissions can be directed to: Ashley DearingMarketing & Communications Managermarketing@frederictonchamber.ca We look forward to seeing creative, thoughtful proposals that will help shape the next chapter of the Fredericton Chamber of Commerce.
2026 Fredericton City Council Candidate Responses
Municipal Elections in New Brunswick are scheduled for 11 May 2026. In advance of this important date, the Fredericton Chamber of Commerce, Downtown Fredericton Inc., and Business Fredericton North asked all candidates for council positions the following question: What specific actions will you prioritize as a city councillor to better support local businesses and strengthen the overall business environment in our community? The responses received are below (unedited). Additionally, on 28 April 2026, the chamber hosted a Mayoral Forum with candidates Jenica Atwin, John Reid and Steve Hicks at St. Thomas University. A recording of that event can be found here. For further information on the candidates, including contact information, websites and social media accounts, consult the Elections NB website here. Information on when and where to vote can be found here. Ward 1 – Heather O’Connell There are a few things that immediately come to mind when I think about supporting businesses in our city. Commercial property tax – I would look at ways to lower commercial tax in the city, especially when business is adversely affected by other factors, such as: Construction – we need better planning in regards to shutting down street access and having alternate routes to access businesses during construction season. Safety – People don’t want to go downtown, and now uptown, because they don’t feel safe. This needs to be addressed in order for businesses to thrive. Parking – It is dwindling. We need to have parking in our city. The reality is that our transit is not ideal and most people need parking. Ward 2 – Karen Matchett I will work with Public Safety to enhance and continue the work being done to curb the ongoing struggle that our businesses have in managing the current situation on homelessness, vandalism, shoplifting and general disregard for the property of others. Our businesses need support and solutions, that said we need to have a working relationship that respects the challenges on all sides of this issue. Ward 3 – Kevin Brewer One of the challenges that I keep hearing is the more frequent use of on-line shopping which we all know has crippled some of our smaller (and larger) businesses. I would support an awareness campaign that aggressively promoted “Shop Local”, perhaps even rewarding shoppers for repeat business in someway, (BFN dollars?) and making a big deal (because it is a big deal) out of supporting our own. I hear about declining foot traffic for businesses downtown caused in part because of a feeling, either real or perceived, of lack of safety caused by rising homelessness, crime, and disturbances. As a councillor I would advocate for an increased police presence, primarily foot patrol, of our downtown and trail systems with a plan in place for removal of the offender(s) and banning them from future visits to the area. In reality, this issue requires partnering with all levels of government, other social welfare partners, and possibly a change of enforcement laws to provide immediate care for those suffering with drug and mental health issues including some type of transitional housing but until that happens we must not let those few detract from or deter others from visiting our downtown and businesses. I believe that Chief Forward understands the situation and frustrations of all of those affected and we must support him in finding ways to successfully address the situation. Inevitably we hear of business disruptions caused by infrastructure projects and roadwork – all necessary to keep our city running but disruptive never the less. Admittedly, I do not have an understanding of construction scheduling, the why and where and timing of these events, and the consequences of weather and other unexpected delays cause to these plans. But, I would be interested in knowing if other methods have been explored such as working at a project 24/7 using night shifts, floodlights, and any means possible to hurry a project along instead of dragging it out over several weeks (or months), often times leaving it seemingly half finished for long periods at a time. Other cities do it – start a project and work tireless at it until it’s finished before moving on. I’m sure it has something to do with cost. I would be interested in exploring any options available however that might alleviate business owners concerns about construction or shut downs in their area. Ward 3 – Colin Ebbett Action items: Mixed-use development: • We need to keep prioritizing projects with commercial at street level and residential above. That’s what drives consistent foot traffic and supports local businesses. Public safety and Cleanliness • Everyone deserves access to support, and residents deserve to feel safe in their community. We need to review our by-laws and enforcement to ensure we’re addressing open drug use, improving cleanliness, and creating shared accountability in our main businesses areas. The “missing middle” of businesses: • There’s a noticeable gap between newer businesses (under 5 years) and long-established ones (25+ years), with fewer in that 10–15 year range. Supporting businesses as they grow and stabilize should be a focus. Succession planning: • More needs to be done to help long-standing businesses transition ownership so they can continue contributing to the city. Building permits and timelines • Long and unpredictable permit cycles slow things down. Investment follows speed and certainty and if we want to stay competitive, we need a more efficient and predictable approvals process. Ward 4 – Jocelyn Pike One of the first things to look at is Safety and Security – we need to ensure that the area’s are clean, maintained ( continue facade grants ) work with the PD on increasing foot patrols to enhance the perception and feeling of safety. Keep working to immediately remove any and all graffiti and quick repairs on any broken windows etc. – in short make the downtown areas clean and inviting. I would like to see increased attention to planning so vacant buildings, for example, should not be sitting empty in the heart of our downtown area. If necessary, work with planning officials to get mixed use approved –
One Size Does Not Fit All: Why Atlantic Canada Needs Immigration Policies Built for Reality
If immigration policy is meant to support Canada’s economic future, then Atlantic Canada’s experience should concern everyone. In a region where businesses struggle to find workers, communities work to sustain public services, and population growth is essential to long-term viability, immigration is not optional, it is foundational. Yet federal immigration policy continues to be designed around national averages—leaving regions like Atlantic Canada exposed to unintended consequences when one-size-fits-all decisions collide with very different demographic realities. Nowhere has this been clearer than in the recent reforms to the International Student Program, providing the most visible example of what happens when policy is applied uniformly without regard for regional context. Last month’s Auditor General of Canada’s 2026 report makes clear that what was framed nationally as a modest adjustment translated locally into a sharp and destabilizing contraction and underscored the need for thoughtful application of policy for Atlantic Canada’s unique circumstances and needs. The Auditor General’s report confirmed what Atlantic institutions, provinces, and employers had already experienced on the ground. While the federal government anticipated a reduction of roughly 10 percent or less in study permit approvals, Atlantic Canada saw declines of more than 59 percent in 2024. In New Brunswick, the drop was approximately 64 percent, with impacts extending into 2025. These are not abstract figures. They represent fewer students supporting local economies, fewer graduates transitioning into hard‑to‑fill jobs, and fewer newcomers laying long‑term roots in a region that depends on population growth to remain competitive. When immigration pathways contract abruptly and disproportionately, the economic shock is felt faster and deeper in Atlantic Canada than in regions with younger populations and faster natural growth. As a joint letter from New Brunswick’s urban chambers of commerce sent to federal immigration Minister Diab earlier this month outlined, allocation models based primarily on population size fail to reflect regional realities. Smaller provinces experience more acute labour shortages, higher median age, and slower natural growth. Applying identical distribution formulas across unequal regions does not produce equal results. The problem was compounded by standardized approval‑rate assumptions that did not align with Atlantic Canada’s historical experience. Atlantic provinces received fewer allocation spaces and faced lower approval outcomes, creating a built‑in disadvantage. The result was a system that unintentionally—but predictably—worked against the regions most reliant on immigration. This goes beyond international students. It reveals a broader flaw in how immigration policy is designed and adjusted. When assumptions are national and impacts are regional, accountability becomes blurred. That challenge was reinforced by the lack of timely course correction as approval rates declined sharply between 2023 and 2025. While integrity measures are of course important, they cannot come at the expense of regional viability—especially when oversight gaps remain unresolved. We are currently poised to see this pattern repeated with the same predictable results when it comes to proposed federal cuts to settlement and retention services. In interviews this week, New Brunswick Multicultural Council Executive Director Ben McNamara warned that these cuts would disproportionately affect newcomers in this province. The reductions would limit core supports such as language training, employment assistance, and community integration programming—services that are essential to helping newcomers settle and stay. He emphasized that New Brunswick already faces lower retention rates than other parts of the country, and that cutting these services risks undermining years of progress by making it harder for newcomers to build stable lives, connect with employers, and put down roots. In short, at a time when we are facing a far lower number of immigrants in our region, it will now be harder to retain them. For Atlantic Canada, immigration must be viewed as a long‑term economic strategy, not a series of disconnected programs. Employers across sectors—from healthcare and education to hospitality, food service, technology, and skilled trades—depend on immigration to meet workforce needs. Communities depend on population growth to sustain services and infrastructure. Educational institutions serve as critical gateways for talent attraction and retention. International students demonstrate how interconnected this system is. They contribute immediately to local economies and represent a proven pathway to long‑term settlement when policies support retention. When those pathways become unreliable, the consequences ripple outward—from campuses to employers to entire communities. This is why Atlantic Canada has consistently advocated for immigration programs designed with regional realities in mind. The Atlantic Immigration Program and the Provincial Nominee Program are evidence that tailored solutions can succeed. When policy aligns with local needs, employers are supported, newcomers integrate successfully, and communities grow stronger. Ottawa must take action to course correct – and quickly. First, acknowledge that equal treatment does not guarantee equitable outcomes. Immigration allocation and forecasting models must account for demographic need, labour‑market pressures, and historical program performance—not population alone. Second, establish an Atlantic‑focused mechanism—such as an immigration carve‑out or equivalent flexibility—that reflects the region’s unique reliance on immigration for economic sustainability. Programs designed for large, fast‑growing jurisdictions cannot simply be scaled down and expected to work. Third, make retention a core policy objective. Immigration success should be measured not only by arrivals, but by long‑term integration into the workforce and community. That means aligning immigration pathways with settlement supports, employer capacity, and realistic routes to permanence. Finally, improve transparency and responsiveness. When outcomes diverge sharply from intent, regions deserve clear analysis and timely adjustment—not delay or ambiguity. Canada’s strength lies in the success of all its regions. It should not take an Auditor General report for the government to identify a known problem and course correct. Atlantic Canada is ready to grow, welcome newcomers, and contribute to national prosperity. But we cannot do so with policies that ignore our realities. When policy fits reality, immigration works — for our region and for the country as a whole. We need federal policy that unlocks the immense potential of our region to be an economic contributor, but that cannot happen without first recognizing that Canada is a big country with regions that need different solutions to both maximize regional strengths and address regional needs. The lesson is not that Atlantic Canada
Re: Urgent Need to Address Disproportionate Impacts of International Student Program Reforms on Atlantic Canada
Version française ci-dessous. The Honourable Lena Metlege Diab, P.C., M.P. Minister of Immigration, Refugees and Citizenship House of Commons Ottawa, Ontario, Canada K1A 0A6 Dear Minister Diab, Re: Urgent Need to Address Disproportionate Impacts of International Student Program Reforms on Atlantic Canada We are writing to express serious concern regarding the findings of the Auditor General’s 2026 report on reforms to the International Student Program (ISP), and to urge immediate federal action to address the disproportionate and unintended impacts on Atlantic Canada. The Auditor General’s report confirms what institutions, provinces, and stakeholders across our region have been raising for over a year: while the federal government intended to modestly reduce international student volumes, the actual outcomes have been severe, unanticipated, and regionally inequitable. In Atlantic Canada, study permit approvals declined by more than 59% in 2024—far exceeding the federal government’s anticipated reduction of 10% or less. In New Brunswick alone, approvals dropped by approximately 64%, with 2025 figures continuing to fall well below forecast. These declines are not only dramatic—they are structurally rooted in a flawed allocation model. The report identifies two key issues. First, allocations based primarily on population fail to reflect regional realities, including acute demographic challenges and labour shortages in smaller provinces. Second, the use of a standardized 60% approval rate assumption—despite significantly lower historical approval rates in Atlantic Canada—resulted in a compounding disadvantage. Provinces received fewer allocation spaces and were less able to convert those allocations into actual students. Equally concerning is the lack of federal oversight and responsiveness. Approval rates declined sharply from 58% in 2023 to 38% in 2025, yet the department did not adequately analyze or understand the causes of this drop. At the same time, integrity measures—while partially implemented—remain incomplete, with significant gaps in compliance monitoring and enforcement. The consequences for Atlantic Canada are profound. International students are critical to our region’s population growth, workforce development, and economic sustainability. The sharp and unplanned reduction in student approvals is already contributing to labour shortages in key sectors, financial strain on post-secondary institutions, and a weakening of community vitality. It also risks long-term reputational damage to Canada as a reliable and welcoming destination for international learners. The Immigration and Refugee Protection Act clearly states that immigration benefits must be shared across all regions of Canada. The Auditor General has found that this obligation was not met. In light of these findings, we respectfully call on the federal government to: Revise the allocation model to reflect regional economic needs, labour market demands, and demographic realities—not population alone; Adjust approval rate assumptions to reflect actual regional performance and ensure allocations translate into real outcomes; Implement robust monitoring and transparency mechanisms to track approval rates and policy impacts in real time; Fully resource and operationalize integrity and compliance systems to ensure program credibility without undermining access. Atlantic Canada’s economic future depends on a fair and functional international student system. The Auditor General’s report provides clear evidence that corrective action is both necessary and urgent. Sincerely, Morgan Peters, CEO, Fredericton Chamber of Commerce Kim Wilson, CEO, The Chamber of Commerce for Greater Moncton Shannon Merrifield, CEO, Saint John Region Chamber of Commerce L’honorable Lena Metlege Diab, C.P., députée Ministre de l’Immigration, des Réfugiés et de la Citoyenneté Chambre des communes Ottawa (Ontario), Canada K1A 0A6 Madame la Ministre Diab, Objet: Nécessité urgente de remédier aux répercussions disproportionnées des réformes du Programme des étudiants étrangers sur le Canada atlantique. Nous vous écrivons pour vous faire part de nos vives préoccupations concernant les conclusions du rapport 2026 de la vérificatrice générale sur les réformes du Programme des étudiants étrangers (PEE) et pour demander instamment au gouvernement fédéral de prendre des mesures immédiates afin de remédier aux répercussions disproportionnées et imprévues sur le Canada atlantique. Le rapport de la vérificatrice générale confirme ce que les établissements, les provinces et les parties prenantes de notre région soulignent depuis plus d’un an: alors que le gouvernement fédéral avait l’intention de réduire modestement le nombre d’étudiants étrangers, les résultats réels ont été graves, imprévus et inéquitables sur le plan régional. Dans le Canada atlantique, les autorisations de permis d’études ont diminué de plus de 59 % en 2024, dépassant de loin la réduction prévue par le gouvernement fédéral, qui était de 10 % ou moins. Rien qu’au Nouveau-Brunswick, les autorisations ont chuté d’environ 64 %, les chiffres de 2025 continuant de se situer bien en deçà des prévisions. Ces baisses ne sont pas seulement spectaculaires: elles trouvent leur origine structurelle dans un modèle d’allocation défaillant. Le rapport met en évidence deux problèmes majeurs. Premièrement, les allocations fondées principalement sur la population ne reflètent pas les réalités régionales, notamment les défis démographiques aigus et les pénuries de main-d’œuvre dans les petites provinces. Deuxièmement, le recours à une hypothèse standardisée de taux d’approbation de 60 % — alors que les taux d’approbation historiques sont nettement inférieurs dans le Canada atlantique — a entraîné un désavantage cumulatif. Les provinces ont reçu moins de places allouées et ont eu plus de mal à convertir ces allocations en effectifs réels. Tout aussi préoccupant est le manque de surveillance et de réactivité de la part du gouvernement fédéral. Les taux d’approbation ont chuté de 58 % en 2023 à 38 % en 2025, mais le ministère n’a pas suffisamment analysé ni compris les causes de cette baisse. Parallèlement, les mesures d’intégrité, bien que partiellement mises en œuvre, restent incomplètes, avec des lacunes importantes en matière de contrôle de la conformité et d’application de la réglementation. Les conséquences pour le Canada atlantique sont profondes. Les étudiants étrangers sont essentiels à la croissance démographique, au développement de la main-d’œuvre et à la viabilité économique de notre région. La réduction brutale et imprévue du nombre d’approbations d’étudiants contribue déjà à des pénuries de main-d’œuvre dans des secteurs clés, à des difficultés financières pour les établissements d’enseignement supérieur et à un affaiblissement de la vitalité des communautés. Elle risque également de nuire à long terme à la réputation du Canada en tant que destination fiable
March 2026 Commentary | Fredericton Chamber Provincial Budget Response
Finance Minister Rene Legacy delivered New Brunswick’s 2026–27 budget last week and the headline number of a projected $1.39 billion deficit arrives at a pivotal moment. After several years defined by disruption and adaptation, the province now faces a more fundamental challenge: turning spending into action and action into growth. While we may not be able to cut our way to prosperity, we can’t deficit our way there either – growth is the only path forward, and that means embracing economic development as a public good, increasing productivity and focusing on creating conditions for the private sector to lead the way. 2026 must be the year of delivery, but the private sector can’t deliver without a provincial growth agenda and clearly articulated plan from the government. The budget does align with many of the priorities the chamber put forward that are pre-requisites for growth: access to health care, education and workforce development, and addressing housing shortages. But alignment is not the same as execution. And if there is one risk that runs through this budget, it is that New Brunswick may continue to spend broadly without delivering deeply – and if we can’t do better than the projected 1% GDP growth – it will not be possible to execute or recover from the projected new net debt. The Chamber’s submission was not a traditional wish list. Instead, it challenged government to rethink how systems work together—to treat health care, education, housing, and economic development as interconnected parts of a single growth engine. The goal was not just to spend, but to build capacity. Not just to announce, but to deliver measurable results. That distinction matters. Take health care. The budget’s focus on improving access to primary care and continuing to implement a proper electronic patient record system are both necessary and overdue. Expanding collaborative, team-based care models is the right direction, and it reflects a growing consensus about how to fix a system under strain, but the real question is scale. Will these models be implemented as isolated successes, or as part of a coordinated, province-wide system with clear targets and accountability? The Chamber’s vision was explicit: large, integrated clinics, embedded with teaching capacity, measured by attachment rates and wait times. Without that level of coordination and measurement, progress risks being uneven—and insufficient. The same tension appears in education and workforce development. The budget continues to invest in K–12 infrastructure and acknowledges the pressures created by enrolment growth and teacher shortages. These are important steps. Yet the province’s real challenge is not just educating talent—it is keeping it. New Brunswick has long struggled with retention. Too many graduates leave. Too many newcomers fail to find pathways that match their skills. The Chamber’s proposal for a connected talent system—from classroom to career—speaks directly to this issue. Work-integrated learning, stronger employer partnerships, and targeted retention incentives are not add-ons; they are essential tools for turning education into economic growth. If the budget stops at investment without fully committing to these pathways, it risks reinforcing a familiar pattern: training talent for other jurisdictions to benefit from. The Chamber’s submission called for a coordinated, system-level response—aligning tax policy, workforce development, and regulatory frameworks to accelerate supply. That level of integration is difficult, but it is necessary. Incremental measures may ease pressure, but they will not close the gap between demand and supply. And then there is the issue that receives far less attention than it deserves: regulatory competitiveness. For businesses, the challenge is often not a lack of opportunity, but the friction involved in acting on it. Permits take too long. Processes are inconsistent. Requirements overlap. These are not headline issues, but they are daily realities that shape investment decisions. The Chamber’s recommendations in this area are practical and achievable: a single-entry point for permits and licenses, clear service standards, digitized processes, and better coordination across jurisdictions. These are not expensive reforms, but they are high-impact ones.If the budget does not meaningfully advance this agenda, it will have missed one of the most effective levers available to improve productivity and competitiveness. What ties all of this together is a simple idea: how government delivers matters as much as what it delivers. New Brunswick does not lack good ideas. It does not lack dedicated public servants or engaged stakeholders. What it has struggled with, at times, is execution—turning strategy into sustained, measurable outcomes. Our call to “make dollars stick” captures this challenge well. In an environment of fiscal pressure and global uncertainty, every dollar must count. That means defining success clearly, measuring it consistently, and adjusting course when needed. It also means breaking down silos. Health care outcomes are tied to workforce availability. Workforce availability is tied to housing. Housing is tied to regulatory processes. Treating these as separate issues leads to fragmented solutions. Treating them as a system opens the door to real progress. The next step is the hardest one: ensuring that those investments translate into results that people and businesses can see and feel. If 2025 was about stabilizing in the face of uncertainty, then 2026 must be about proving that New Brunswick can deliver. That will require discipline. It will require coordination. And it will require a willingness to focus not just on what is being funded, but on how it is being done. If the Province is going to commit to this level of spending, then it had better create the opportunity for growth. Major projects must get off the ground; talent must be recruited and retained; measurable improvements in health and education outcomes must be quickly evident; and it all must be fueled by our world-class Knowledge Industry. The question now is whether the province can and will seize it.
Re: Proposed Budgetary Post-Secondary Education Reductions
25 February 2026 Honourable Jean-Claude D’AmoursMinister of Post-Secondary Education, Training and LabourP.O. Box 6000Fredericton, NB E3B 5H1 Re: Proposed Budgetary Post-Secondary Education Reductions Dear Minister D’Amours, I am writing today to express serious concerns regarding reports that the Government of New Brunswick is considering significant reductions to post-secondary education funding in the upcoming 2026-27 provincial budget. As outlined in our pre-budget submission, the Fredericton Chamber of Commerce fully appreciates and supports the need to find balance in the province’s fiscal plan, including reducing the deficit. However, in our opinion, this strategy would trade minimal short-term gain for significant long-term pain. We see education as the key to future prosperity, including economic development strategies, leveraging federal funding opportunities, population growth, productivity gains, and improving social outcomes. One education system, one pathway Education is the foundation of labour supply, productivity, and long-term retention and education investments deliver the best return when designed as one talent pathway – from K–12 capacity and teacher supply, to postsecondary learning, to work integrated learning and first jobs, to long-term careers in New Brunswick. Education is crucial for addressing one of the province’s key challenges to growth: developing 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. A “one system” approach means postsecondary institutions and employers are embedded at every step, co-designing skills, scaling work integrated learning, and converting credentials into first jobs and long-term careers in New Brunswick. This also requires recognizing postsecondary education as an integral part of the education journey, where institutions have both the responsibility and the leverage to elevate the entire system by aligning learning, credentials, and applied experience with New Brunswick’s future needs. Minister Legacy has expressed the government’s intention to continue to invest in “education” – we agree and encourage the government to take the view that “education” is this continium pathway, not exclusively the K-12 system. Economic Development New Brunswick has the opportunity to define its place in a rapidly evolving global economy – one increasingly powered by ideas, innovation, technology and intellectual capital. Others are already seeking to position themselves in this manner – from Ontario’s recent announcement of a 30% increase in post-secondary funding to Europe’s commitment of $500M euros to attract global talent in 2025. We hosted ACOA Minister Sean Fraser for an event last month and his opening remarks framed Atlantic Canada as being in a critical window for action. He acknowledged the region has made real progress, but emphasized that sustaining it will require bold thinking, improved productivity, and deeper collaboration across provinces, sectors, and levels of government. In a constrained fiscal environment, his message was to prioritize the investments that produce long-term impact, including improving productivity through innovation and technology adoption. A central theme of the conversation was the Knowledge Industry and its growing role beyond the local economy. Minister Fraser framed Fredericton (and New Brunswick’s) knowledge resources as more than a regional success story, positioning its concentration of universities, colleges, research and training institutions, cybersecurity expertise, engineering services, and advanced professional services as a national contributor to innovation, economic security, and competitiveness. Population Growth Last fall, we worked collaboratively with the Atlantic Chamber of Commerce to produce a regional population growth strategy with the post-secondary sector positioned as an anchor. The strategy proposes potential pilot programs recognizing Atlantic Canada as an education destination, a policy concept that positions education as a driver of population growth by enhancing pathways to permanent residency for international students and strengthening retention of domestic graduates. This strategy reflects a dual focus: retaining and engaging our domestic population while attracting and supporting newcomers from across Canada and around the world. These priorities align closely with New Brunswick’s economic and workforce goals and offer practical solutions to address challenges such as out-migration and labour shortages. Key recommendations include: Conclusion I appreciate your attention to this matter and hope your government can find other ways to reduce costs in the upcoming budget. Post-secondary institutions are some of our greatest assets and are still dealing with the arbitrary reductions in international student allocations based primarily on the actions of institutions outside of the province – an internal blow as being proposed now will, of course, further exacerbate this situation. When we co-hosted Shaping the Debate: The Knowledge Industry Shift with the University of New Brunswick last fall, one of the key themes explored was how we can prepare minds for a machine-shaped world – a variety of educational options are required to facilitate these outcomes. The discussion centered on the human advantage, the skills that differentiate us from machines. So-called “soft skills”, once considered secondary, are now recognized as core skills. Critical thinking, creativity, adaptability, empathy, and communication are the competencies that will define our workforce and society in the AI era. The panel emphasized the enduring importance of the humanities and liberal arts in developing critical thinking, communication, analytical thinking and literacy. As you were recently quoted in the Telegraph Journal (24 February 2026) after the excellent announcement to provide funding support to the Research and Productivity Council: “It’s not a secret the province is facing a deficit, and government is weighing its options to address it… but even as we make tough decisions today, we can’t take our eyes off tomorrow. Research is a key part of the plan for the future” – I agree and would add this research is enabled by a robust, lifelong education system. Sincerely,Morgan Peters, Chief Executive Officer, Fredericton Chamber of Commerce cc: Hon. Susan Holt, Premier, Province of New Brunswick cc: Hon. René Legacy, Minister, Finance and Treasury Board cc: Hon. Luke Randall, Minister, Opportunities NB cc: Daniel Mills, Deputy Minister, Department of Post-Secondary Education, Training and Labour
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: Supporting Evidence — Budget 2025 (Canadian Federal Budget): What NB Can Leverage Now Response to “Difficult Decisions”: What to Invest In; Where to Reduce; How to Deliver A) Areas worthy of more investment B) Areas to reduce or reallocate (while protecting outcomes) C) Implementation guardrails 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: 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: Health Care—Actions & Recommendations 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. 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