Chamber News

We are entering the 2026–27 budget process at a moment when global uncertainty is not theoretical, it is operational. Businesses are managing tariff risk, supply chain disruption, and cost pressure in real time. In times like these, the temptation is to spend our energy interpreting the noise outside our borders. But the more durable response is to focus on what we can build, strengthen, and deliver at home.   The challenges we already know remain urgent: growth communities facing housing constraints, persistent barriers to health access, costs for businesses and individuals, a tight talent market where retention is as important as recruitment and a deficit that cannot be ignored. That is why the most important choice in the next New Brunswick budget is not only where we invest or what we cut, but how we deliver, through partnerships that create synergies, so one investment strengthens multiple outcomes.   The end of January in our provincial capital offered a series of events that reinforced this message and highlighted the urgency of moving from conversation to coordinated delivery: the 52nd Annual State of the Province featuring Premier Susan Holt’s second address and, the next morning, our breakfast and fireside chat with The Honourable Sean Fraser.    The State of the Province: Official Signals and What They Mean for Budget 2026–27  Premier Susan Holt arrived at the 2026 State of the Province address to place health care and a strong, resilient economy at the centre of government’s agenda. The Premier highlighted progress in access to care within five days, while acknowledging that attachment to primary care remains a major challenge. The government committed to its plan of adding more primary healthcare professionals and opening more collaborative care clinics. The Premier also emphasized the economic context heading into the budget, calling this a time of “difficult but necessary decisions” in a tariff environment, paired with a focus on strategic investments that support long-term success and leverage New Brunswick’s natural and human resources.    From a prebudget perspective, these official signals reinforce a core Chamber point: delivery discipline is now part of the policy conversation. The question is how to translate commitments into delivery, meaning more investment, more housing supply, more student-to-career conversion, faster adoption of innovation, and reduced friction for employers trying to grow.  A Morning of Clarity: What Minister Sean Fraser Told Fredericton, New Brunswick and Atlantic Canada  The morning after the State of the Province, the Fredericton Chamber hosted Minister Sean Fraser, Minister of Justice and Attorney General of Canada, and Minister responsible for the Atlantic Canada Opportunities Agency, for an in-person breakfast and fireside chat with business and community leaders.    The timing mattered. Coming directly on the heels of a provincial address focused on health care and the economy, the conversation with Minister Fraser widened the lens to the region, Atlantic Canada’s transformation, the conditions needed to sustain momentum, and what collaboration looks like when it becomes a competitive advantage.    Minister Fraser’s 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 Fredericton’s 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.  He emphasized that the real opportunity lies in accelerating the transition from research to market, helping ideas move faster into commercial products, exportable services, and scalable companies that create ripple effects across Atlantic Canada and the country.  The most direct takeaway for New Brunswick is that growth strategy cannot live in separate files. Innovation adoption, export capacity, supply chain resilience, and talent pipelines are not standalone priorities. they are interdependent systems. Minister Fraser’s conclusion was unambiguous: collaboration and harmonization are no longer optional.   Budget 2026–27: From “Difficult Decisions” to The Pathways to Collaboration  To exemplify collaboration, our 2026 prebudget submission organizes recommendations into practical, connected pathways, because building capacity in one area without addressing bottlenecks elsewhere will not deliver results.  Education is the foundation of labour supply, productivity, and long-term retention. The Chamber’s position is simple: 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. 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.  Another obvious pathway includes Health access, as it is not only a social priority, it is a competitiveness issue. When access is limited, absenteeism rises, recruitment becomes harder, and investment confidence erodes. Government has indicated collaborative care clinics are a core tool to improve attachment and access; the Chamber supports scaling that model with clear throughput measures and embedded training capacity.    A collaboration pathway in health looks like this: align education, licensing, clinic capacity, analytics, and workforce planning so that expanding clinics translates into measurable attachment and reduced pressure on hospitals.  This pathway must also confront a reality that is now statistically clear: healthcare demand is concentrated in growing population centres, while infrastructure and supports have not kept pace. Persistent gaps in primary care attachment, diagnostics, and community-based services are not evenly distributed across the province, they are most acute where population growth, workforce concentration, and economic activity are highest. Addressing these regional deficiencies requires intentional investment in the right tools, spaces, and supports, not just additional headcount.  Attraction and retention of healthcare professionals depend on more than compensation alone. Physicians, nurses, and allied professionals choose communities where modern clinical spaces, team-based models, diagnostic capacity, administrative support, and teaching opportunities are in place. Collaborative care clinics succeed when they are embedded in population centres with the infrastructure to absorb demand, support full scope practice, and reduce professional burnout, ensuring that new capacity translates into sustained access rather than temporary relief.  A truly collaborative health pathway therefore aligns regional population

In the last few months many have asked how busy the Chamber has been this year. The truth? We’ve all felt the pace, because 2025 was relentless. I always follow with the fact that everyone was feeling especially busy this fall and I truly believe it is the direct result of the eventful (sometimes chaotic) year it’s been. My year end commentary helps me structure an often chaotic year into points of action and accomplishment, and once again we find ourselves with the holidays upon us and a chance to reflect, 2025 tested our collective resilience like few years in memory – global trade disruptions, housing challenges, and rapid transformation defined the landscape. Yet, through it all, one word stood out: collaboration. As I reflect on a year of transformation, advocacy, and collaboration, I am struck by the fact that together we’ve faced uncertainty, embraced innovation, and delivered results as a community. Here’s a look back at the milestones that shaped 2025 from the perspective of the Fredericton Chamber of Commerce and a glimpse of what’s ahead. A Year That Began with Uncertainty The early months of 2025 were marked by unprecedented global challenges. Trade disruptions and U.S. tariffs on Canadian goods threatened supply chains and competitiveness, creating an era of uncertainty for businesses and non-profits across New Brunswick. Our response was swift and strategic. We convened roundtables with government and industry leaders, advocated for national alignment, and reinforced the need for resilience through our previously identified issues such as housing, healthcare, and education. These priorities became the foundation for our advocacy throughout the year. “Remain calm and carry on” became a mantra as much as a line, as the potential to fall susceptible to daily distractions and worry became the norm so early in 2025.  NB Budget: A Period of Transformation The provincial budget set the tone for the year, a period of transformation. We emphasized that a budget is more than numbers; it’s a roadmap for addressing healthcare access, education quality, and housing affordability. Our advocacy ensured these priorities remained front and center, reinforcing the link between social infrastructure and economic growth. A strong economy depends on strong communities, and this principle shaped our engagement with policymakers throughout the year. Advancing Trade and Mobility Interprovincial trade and harmonization was a major focus in 2025. In April, we co-hosted the Atlantic Capital Cities Chambers Roundtable with Halifax, Charlottetown, and St. John’s, tackling regulatory barriers and sharing best practices. In June, we joined the Greater Moncton and Saint John Region Chambers for the Urban Chambers of NB Roundtable, recommending a government alignment and digital compliance systems to streamline trade, review regulation efficiency, and boost labour mobility. These steps are essential for creating a more competitive and integrated Atlantic economy, as a key part of a national economy.  We also pushed for modernized transportation policy, advocating for a province-wide ridesharing framework to reduce red tape, expand services, and ensure consistent safety standards. These efforts reflect our commitment to removing barriers and enabling growth. Beyond Borders: Advocacy in Action  Our efforts extended beyond provincial and national borders. In April, we co-hosted a virtual town hall with Bangor, Greater Moncton, and the Saint John Region Chambers, drawing over 300 participants to discuss tariffs, infrastructure, and shared economic values. In June, we welcomed Maine Governor Janet Mills for a fireside chat at Knowledge Park, strengthening cross-border partnerships in trade, tourism, and climate collaboration. Federally, we hosted an election forum and engaged directly with leaders, including Minister of Industry Mélanie Joly, to discuss Canada’s industrial vision and innovation-driven growth. These conversations ensure Fredericton’s voice is heard at every level of decision-making. Elevating Fredericton’s Knowledge Industry One of our core goals for 2025 was to elevate Fredericton’s contribution as a national leader in the Knowledge Industry. We advanced this vision through a series of key initiatives that showcased Fredericton’s leadership in the knowledge sectors. In March, we partnered with JEDI to host the Indigenous Business Forum, creating space to explore opportunities and build sustainable partnerships within the Knowledge Industry. In September, we co-hosted Shaping the Debate with the University of New Brunswick, a forward-looking discussion on how innovation can transform the future of work and learning. Then in November, Fredericton’s Health Care Summit demonstrated how knowledge can accelerate health system reform and improve access and outcomes for communities across the province. Education remained a priority. We advocated for strong K-12 systems, infrastructure upgrades, and integrated career pathways. We also launched Career Connects with UNBSU, connecting students to local employers, and announced a new partnership with UNB REDS to invest in future leaders. Our vision is clear: highlight Fredericton as a national leader through our strong foundation in the Knowledge Industry, and drive global competitiveness through education, entrepreneurship, and research partnerships. Developing Foundations for Growth  Housing affordability, community safety and community development saw several steps forward in 2025. On March 6, the provincial portion of HST was removed for new purpose-built rental housing construction, a direct result of persistent advocacy fostering competitive development for growth.  We also worked with the City’s Community Safety Task Force, advancing 47 recommendations to improve safety and livability for businesses and residents. And we continued to champion the Fredericton International Airport (YFC) as a vital connector for trade, talent, and tourism, essential for our region’s economic future. The recent launch of new Air Canada flights at YFC is emblematic of our region’s growth and connectivity. It underscores the importance of infrastructure in attracting talent, supporting trade, and enhancing tourism, key pillars of our economic strategy. To end this year with a clear signal of confidence in Fredericton’s future, a recognition of the demand that exists here, and a commitment to continually improving our connection to the nation and beyond, is a great step into 2026.  Growing Together: A Regional Vision  This December, we introduced our Dual Focus Population Growth Strategy, designed to retain and engage our domestic population while attracting newcomers from across Canada and around the world. This approach was presented as shared principles adopted by chambers across Atlantic