TRANSCRIPT OF SPEECH

STRONGER THAN EVER - LET’S KEEP BUILDING!

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JANUARY 25, 2024

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Good evening. Bonsoir.

 

Merci de vous joindre à nous ce soir pour passer en revue, tous ensemble, l’état de notre province. 

 

I appreciate how much you care about New Brunswick, and the leadership you’re providing to build successful businesses and organizations. 

 

I also want to thank New Brunswickers everywhere and acknowledge that we find ourselves in challenging times.  

 

Nous traversons actuellement une période de croissance extraordinaire.

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And while it can be exciting to see so much development and interest in our province, it’s also been difficult managing that growth with the impact this is having on housing, health care and schools. 

 

We are investing more than ever but the reality is that our growth has come very quickly, and we are introducing major shifts that take time. 

 

Just a few years ago we were closing schools, and now we’re seeing soaring enrollments at 6,000 new students since 2019, and we expect 6,000 more over the next five years. 

 

We’ve got 14 new school projects underway and expect more, yet our skilled labour force is already stretched. 

 

I know you are seeing it in your organizations too, and that New Brunswickers everywhere are feeling the changes as more people discover all we have to offer. 

 

So tonight, I want to talk about how we are managing the growth and the broader economic pressures, which have been particularly hard this year with high inflation and many struggling to make ends meet. 

 

Plus particulièrement, j’insisterai sur quatre domaines essentiels qui, je le sais, préoccupent tout le monde.

 

First - the performance of our economy and our province’s overall competitiveness, including the energy sector which I believe can deliver significant growth. 

 

Second - affordability and helping New Brunswickers keep more of their hard-earned dollars. 

 

Third - the work we are doing to stabilize health care and build a better system. 

 

And fourth – our housing strategy, Housing for All, which requires skilled trades and industry partnerships.

 

Pour accomplir son travail, notre gouvernement compte sur une équipe dévouée et passionnée, désireuse d’adopter une nouvelle vision et de prendre les défis persistants à bras-le-corps.

 

So let me begin by thanking the Members of the Legislative Assembly. 

 

I also want to thank our Chief Operating Officer Cheryl Hansen and the civil service for their dedication. 

 

It’s not easy work, and we don’t always agree on complex issues, but we are absolutely united in our mission to deliver the best for New Brunswickers. 

 

I want to recognize my wife and most trusted advisor, Marcia, and my daughter, Rachel, who is also here with us tonight.

 

I don’t do this job alone.  We are a team, and I couldn’t do any of this without your support and the encouragement of our entire family. 

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Alors que nous nous penchons sur l’état du Nouveau-Brunswick, je suis fier du travail accompli par notre gouvernement pour assainir notre situation financière.

 

When we came to office in 2018, we went to work immediately to strengthen our financial picture, because that’s the foundation of everything we do and contrary to the philosophy of some, the budget will not balance itself. 

 

We started by tackling the debt that was handcuffing us for decades. 

 

It was growing faster than our economy, and for years it grew more out of control with costly election promises. 

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Our unemployment levels were some of the worst in the country, and our economy was being propped up by the public purse – your tax dollars.

 

[SLIDE – HEADLINES]

 

We were losing out on private investors and there was a sense of despair that was taking hold. 

 

With headlines like these, can you blame people for feeling a bit hopeless? 

 

Fast forward just a few years and the picture looks vastly different. 

 

[SLIDE – POSITIVE HEADLINES]

 

THIS is our pro-growth agenda in action.

We’ve cut $2 billion from our debt. 

 

That means we’re saving $75 million a year on interest payments or $275,000 a day! 

 

That’s taxpayer money no longer wasted that can now be directed to priorities for New Brunswickers. 

 

Et heureusement que nous nous sommes montrés aussi responsables, les coûts n’ont de fait cessé d’augmenter.

 

Our budget this year is $2.3 billion higher than when we put forth our first budget five years ago.

 

[SLIDE – BUDGET GROWTH]

 

Just look at this – since we’ve been in office, the expense budget is up 26 percent overall.

 

[SLIDE – BIG THREE BUDGETS]

 

The three biggest departments have all grown substantially, with health up 27 percent, education up 29 percent, and Social Development up 35 percent. 

 

Les dépenses de notre gouvernement affichent des niveaux record.

 

We are dealing with unprecedented growth in expenditures, especially capital costs. 

 

Construction costs for those new schools I mentioned have increased 64 percent since 2021. 

 

We don’t have a choice.

 

Nous n’avons pas le choix. 

 

We must move forward with these schools, but at the same time, we’re trying to keep taxes low and stay competitive as a province so we can attract new business. 

 

For anyone who thinks we are not spending money, I beg to differ.

 

I’m proud that we lowered taxes in every personal income tax bracket. 

 

We also cut provincial property tax rates, including residential rental housing as well as nursing homes and special care homes.

 

[SLIDE – MAKING IT EASIER TO BE IN BUSINESS]

 

We cut more than $100 million in regulatory burden for businesses. 

 

Last year alone, 90 percent of government contracts were awarded to New Brunswick suppliers. 

 

We also lowered WorkSafe premiums for the last five years, down 55 percent! 

 

Premiums had skyrocketed before we took office, making our businesses less competitive. 

 

We’re going to lower them again this year. 

 

Private investment is now $1 billion higher than public investment, and we’re attracting major firms with excellent salaries and career opportunities like Thales, Marshall and Walmart’s Atlantic distribution centre. 

 

Expansions are underway at the Port of Belledune’s Green Energy Hub and with DP World at the Port of Saint John. 

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Irving Oil’s Operation Ram was one of the largest private capital investments in Atlantic Canada, JD Irving invested record amounts in mill operations, and Cooke Aquaculture continues to strengthen its position as the largest privately held seafood company in the world. 

 

Job growth is hitting record highs. 

 

Exports have also hit records in recent years, supported by seafood and our farming sector that reaches over 71 countries!

 

Average hourly wages have risen 23.6 percent since 2020. 

 

Our population is booming and we are getting younger as a province – for the first time in about 50 years. 

 

And thanks to our increased investment in tourism, US vehicle entries are up 42 percent over last year, and overseas visitors were up 44 percent. 

 

Restaurant sales are at their highest ever, and CNN just named Saint John as a top destination for 2024 – the only Canadian place on their list! 

 

Le tourisme devient enfin le moteur économique qu’il aurait toujours dû être.

 

After hosting the World Juniors in Moncton and delivering $8 million in economic spinoff activity, we got the attention of the Super Bowl and that opened the door to the PGA Tour Americas which is coming to Mactaquac this summer as only one of two new spots they are adding to the tour – the other is Brazil. 

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And plans for our provincial museum in Saint John are well underway – you can expect an announcement on the latest development soon.

 

Our parks are back in full force and we’ve been proudly investing to make them more accessible and attractive.

 

[SLIDE – TOURISM]

 

Tonight, we’re inviting you all to explore our parks with a season pass you can pick up at our booth – so get out there, share your selfies, and Explore NB! 

 

You know, imitation is the best form of flattery, and now PEI even uses our logo – Explore PEI!

 

These are all tangible examples of the economic turnaround that has put New Brunswick back on the map. 

 

Un autre secteur où notre gouvernement croit que le Nouveau-Brunswick peut faire une impression est celui de l’énergie. 

 

It’s important at the outset that I clear up some recent headlines that were taken out of context. 

 

For the record, I believe our New Brunswick energy strategy is excellent. 

 

It’s ambitious, and it’s designed to position us to reduce our dependence on greenhouse gas emitting fuels while also creating significant economic development opportunities for our province.

 

La stratégie énergétique du gouvernement fédéral est celle qui m’inquiète, car à bien des égards, elle est ni pragmatique ni réaliste.

 

We’ve reduced more greenhouse gas emissions since 2005 than any other province, and our electricity supply is already up to 80 per cent clean. 

 

We know that over the next decade demand for energy will nearly double, and we’re ready with a 12-year roadmap to guide us as we continue to address climate change and work within the parameters of the federal government’s timelines.  

Our strategy: Powering our Economy and the World with Clean Energy – Our Path Forward to 2035, aims to further reduce greenhouse gas by as much as 43 per cent by 2035.

 

[SLIDE – CLEAN ENERGY]

 

It includes leveraging our nuclear capability and doubling our baseload nuclear generation through SMRs; increasing wind and solar capacity by almost five times; adding new energy sources like hydrogen and biofuels; and phasing out coal by 2030. 

 

The Neweg Energy Project announced last week for wind is already a strong sign of progress. 

 

The partnership between NB Power, Natural Forces and eight Mi’qmaq communities highlights the important role and opportunity for First Nations in energy development in our province. 

 

Soon we will release our Hydrogen Roadmap, outlining how we will grow and incubate this new energy source, including supporting the creation of hydrogen hubs in Belledune and Saint John for both export and domestic use. 

 

Port of Belledune is now negotiating a lease agreement with Cross River and NextEra for a multi-billion hydrogen facility to begin production in 2028.  

 

We expect to see a comprehensive plan submitted for environmental approval and their project office is expected to open its doors this spring.

 

Momentum is building.

 

In fact, MacLean’s magazine just profiled Belledune in their top 10 science and technology developments to watch in 2024. 

 

We have so many advantages with our direct access to the US and international markets, along with our rich natural resources including wind, minerals, water, forests and natural gas. 

 

That’s where I believe we have tremendous opportunity to punch above our weight and really impact global emissions.

 

[SLIDE – NET ZERO]

 

Just consider this: the federal plan will see almost $45 billion invested, yet it’s impact on global emissions is negligible. 

 

By comparison, our local liquefied natural gas could be a critical transition fuel, particularly in Europe where they’re operating 250 coal plants, producing 730 million tonnes of CO2 annually.

 

[SLIDE – EUROPE]

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If we shipped 600 million cubic feet per day, we could displace 5.5 per cent of the coal generation in Europe, or shut down the equivalent of 14 coal plants and reduce greenhouse gas emissions by 20 million tonnes annually, which is 1.7 times the entire GHGs produced in our province! 

 

I firmly believe we have an opportunity to support global decarbonization, by building a path forward to responsibly develop this resource. 

 

The impact would be transformational for our province, First Nations, our residents and the world. 

 

Les répercussions seraient transformationnelles pour notre province, les Premières Nations, nos résidents et le monde entier.

 

It could easily be the solution to our current affordability woes, with royalties that benefit every New Brunswicker.

 

We have a generational opportunity to power our economy and the world with clean energy and our government intends to make it happen! 

 

This is the power of New Brunswick.

 

A core principle of our energy strategy is affordability.  

 

Un principe fondamental de notre stratégie énergétique est l’abordabilité.

 

We’ve been very clear that the negative energy policies of the Trudeau government are driving up the cost of everything right across the supply chain – from unrealistic costs for our farmers to the price of food on the shelf. 

 

I am very pleased that we’ve seen some movement on those policies recently for rural New Brunswickers who were being unfairly penalized with the carbon tax. 

Notre gouvernement est résolument déterminé à aider les gens à faire face à la hausse des coûts.

 

In the last two years we’ve allocated $100 million to help more New Brunswickers install heat pumps and better control their energy consumption. 

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NB Power has been forced to address rate levels and reduce operating costs, but there are much larger structural issues beyond salaries and overhead that we cannot ignore. 

 

Point Lepreau continues to struggle and we need consistent high levels of performance from the station. 

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We are exploring partnership opportunities to achieve this.

 

Nous explorons les possibilités de partenariats pour y arriver.

 

Affordability extends far beyond energy. 

 

It’s been a focus for our government since we took office. 

 

In fact, every single year we have expanded supports for New Brunswickers and our most vulnerable.

 

[SLIDE – AFFORDABILITY]

 

We have: 

 

• Increased minimum wage 

• Increased social assistance rates 

• Reduced personal income tax and property tax rates 

• Lifted the interest on provincial student loans

• Cut child-care fees in half 

• Invested in two rounds of Emergency Food and Fuel Benefits

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✓ Helped social assistance clients keep more money while transitioning to work.

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• Reduced harmful clawbacks. A single parent can now share housing costs, transportation and even take a night shift knowing that someone is at home looking after the kids – all without losing their benefits.

• And we just announced an increase to the Low Income Seniors Benefit by 50 per cent, tied to the cost of living in future years. 

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✓ We’re reducing the burden on seniors who fund residential care for their partner to leave more income with the individual living at home. 

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• And given the rising costs of food, and high poverty rates in some areas of the province, we know some kids are coming to school hungry. That’s why under our government, every school now has a food program.

 

Il s’agit d’avancées majeures.

 

To further help with making ends meet, I’m pleased to announce a new affordability measure targeting low-income working New Brunswickers. 

 

This is a one-time payment of $300 for families with a net income of $70,000 or less, and could benefit around 250,000 families at an anticipated cost approximately $75 million.

 

More details will be coming in the near future, but I am pleased to be able to provide additional support during these challenging times.

 

As you can tell, lowering taxes has been a priority for us.

 

Our government believes you should keep more of your hard-earned money. 

Property tax assessments recently went out, and we know that many who will be paying more as a result were upset.

 

And I know it's not necessarily about the assessment, it's about the added tax people will be paying. 

 

In case I haven't been clear enough, tax and spend is not my way. 

 

I believe in lowering taxes when we can. 

 

Although Service New Brunswick issues the assessment, the province actually doesn’t get any of that residential, owner-occupied property tax money. 

 

The full amount goes to municipalities, and it is used to cover the cost of the services they provide.

 

Like the provincial government, local governments have incurred rising costs as well, but I want to take a moment to sincerely thank those who looked at the costs they are incurring, measured it against the extra money, and were still able to lower property tax rates. 

 

Our people are struggling right now, and each level of government can play a role in making life more affordable. 

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Let’s turn now to one of the toughest challenges we are managing – health care. 

We understand you are frustrated – whether you’re trying to access care or if you’re working in the sector every day.

 

The problem we are facing is that our healthcare system is not a system at all. 

 

It is a patchwork of services offered by different organizations and providers, often with mandates that are unclear to New Brunswickers.

 

Two years ago, we released our health-care action plan. 

 

It called for a complete mindset shift to put the patient first. 

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Pendant trop longtemps, d’autres intérêts sont passés avant ceux des patients et leurs besoins, et il faut changer la donne. 

 

As I showed you earlier, we have allocated historic levels of funding of nearly $3.9 billion.

 

That’s up 27 percent since we took office – more than $800 million per year.

 

It accounts for 32 percent of our total budget. 

 

L’argent ne suffira pas à régler les problèmes de notre système.

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To put the patient first, we are going to need higher levels of collaboration and innovative approaches. 

 

To fully harness all of the opportunities, we’ll need even stronger management of the system as a whole.

 

A good example is the work we have been doing on collaborative care clinics. 

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We have the highest percentage of siloed physicians in the country and we have been shifting to a model where they can practice alongside other professionals and – as a team – offer better access and services.

 

[SLIDE – COLLABORATIVE HEALTH CARE]

 

Today, we have 64 collaborative care clinics in the province. 

 

At the same time:

 

[SLIDE – HEALTH CARE]

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We’ve hired 40 percent more nurse practitioners to improve the system, and they have among the highest scope of practice in the country.

 

We launched NB Health Link to connect over 52,000 patients to a primary care provider. 

 

That’s down from a high of 74,000 patients on the waitlist, or 70 percent! 

 

We introduced another option for care through eVisit NB and have funded almost 345,000 online visits so far. 

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We also increased the role of paramedics, allowing them to assess a situation on site because conditions like blood sugar levels or sprained ankles, don’t require transportation to the hospital. 

 

This change has avoided up to 1,000 unnecessary transports per month!

 

[SLIDE – PHARMACISTS]

 

Similarly, we worked with pharmacists to increase their scope and they can now assess and treat up to 12 different conditions, like eczema and pink eye.

 

[SLIDE – PHARMACIST VISITS.

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So far, we’ve funded more than 355,000 patient services! 

 

Those are New Brunswickers who would have waited much longer to get care under our old model. 

 

To improve access to surgeries we moved cataract procedures out of hospitals with a new pilot program in Bathurst. 

 

Three thousand surgeries have been completed and no one there is waiting longer than the national benchmark.

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 Ajoutons que nous avons depuis ouvert des cliniques de ce type à Miramichi et à Fredericton. 

 

Cette initiative permet non seulement à la population de profiter de la vie après avoir retrouvé une meilleure vision, mais aussi de réduire les risques de chutes et de blessures des personnes âgées. 

 

We needed a new solution to cope with the rising mental health crisis and we’re delivering on that too. 

 

Our one-at-a-time therapy has slashed wait times by 60 per cent. 

 

The new help line we introduced for people struggling with substance abuse, gambling or mental health concerns is seeing strong uptake with 2,000 calls in December, up from 400 when we launched it in April.

 

And we put 51 new full-time resources in emergency departments to help the teams with individuals who need specialized care during times of trauma or crisis. 

 

Our action plan also focused on more nurses and doctors. 

 

Notre plan d’action visait par ailleurs à accroître le nombre d’infirmières et de médecins. 

 

We guaranteed a job for every nurse entering their first year of post-secondary education. 

 

We set up a new three-year nursing program at UNBSJ that shaves a year off training time. 

 

We dedicated 100 new nursing seats at Beal University in Maine. 

 

And last year we introduced a new pathway to nursing that supports personal support workers and licensed practical nurses who are interested in upgrading to advance their nursing careers.

 

[SLIDE – NURSING OPPORTUNITIES]

 

In total, our government is on track to double opportunities to train as a nurse! 

 

We repatriated 10 medical seats from Memorial University and added four more seats in Moncton. 

 

We have hit an all-time high of 74 provincially-funded medical school seats. 

 

And overall, we’ve seen a net increase of 125 doctors since we took office.

 

On the human resources front, we also tackled governance.

 

Du côté des ressources humaines, nous nous sommes attelés à la question de la gouvernance. 

 

While elected governing boards have been well-intentioned groups, there were countless stories of their frustrations with not being able to drive improvements. 

 

Instead, we recruited board members based on competency and experience in the fields of health care and business. 

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In addition, we have created the collaboration board with equal membership from Vitalité and Horizon to coordinate health decisions in the best interests of all New Brunswickers.

 

Ultimately, what we’re trying to do is strengthen governance and coordination on a multi-billion-dollar business with lives at stake. 

 

New Brunswickers will never have access to the health care they deserve as long as our two health authorities, Vitalité and Horizon, compete against each other. 

 

Working together, we can have the best health-care system in Canada. 

 

I can’t stress this enough.

 

Je ne le dirai jamais assez. 

 

Health care in New Brunswick should be just that – patient-centered care in all of New Brunswick, making the best use of our collective resources. 

 

When we collaborate and work together, we deliver excellence. 

We all have heard incredible stories of our cardiac, stroke, and trauma programs. 

 

Those are great examples where the system works as one for the benefit of the patient. 

 

When it matters most, we come together. 

 

We need that kind of collaboration every day for other services New Brunswickers depend upon.

 

For example – labs. 

 

We’re struggling with recruitment of lab technologists. 

 

We have duplication of some high-capacity equipment. 

 

What we don’t have is agreement on how to optimize our system.  

 

But what if we worked together to ensure that emergency tests could be done in every lab, but less urgent or complex tests were centralized and coordinated? 

 

This has been attempted many times, but it’s failed because of lack of cooperation. 

 

We are determined to change this because our professionals deserve a system they can rely on, and New Brunswickers deserve results in a secure and timely manner.

 

Here’s another one - MRI access.

 

[SLIDE – MRI ACCESS]

 

Look at the differences in the wait times on this chart. 

 

You’re pretty fortunate if you live in the Miramichi, but what if you live in Fredericton or Edmundston? 

 

Today, physicians don’t have access to wait times so they can’t routinely give patients options if they’re willing to travel. 

 

We need a coordinated system that is transparent for patients and physicians. 

 

And we need to hit those national benchmarks! 

 

The same logic would apply to surgeries. 

We are certainly making progress in hip and knee surgeries, but we need a fully coordinated system that gives patients options for timely care.

 

We’re serious about getting this right. 

 

So serious, that we are looking at a guarantee for specific procedures which will mean a patient is guaranteed to get a procedure within an established benchmark. 

 

They may have to travel, but we’ll make sure the service is available.  

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We fully intend to keep building on this progress, and that includes giving health-care professionals the tools they need to be efficient and make better decisions. 

 

Right now, we’re working on a new clinical management system. 

 

À l’heure actuelle, nous travaillons sur un nouveau système de gestion clinique. 

 

And tonight, I am very pleased to announce that we are launching a new app – one that will give patients more information than ever before. 

MyHealthNB will let you see test results and vaccination records. 

 

Soon we’ll add dashboards for ER wait times as well as diagnostic imaging. 

 

Here’s a preview.

 

[SHOW VIDEO]

 

That’s what we mean by putting the patient first! 

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Housing is another area that needs massive transformation.

 

Le logement est un autre domaine qui nécessite une profonde transformation.

 

Record population growth after years of decline…shifting housing preferences…rapidly rising property values… and labour shortages that limit our ability to respond quickly to market needs.

 

Our government is looking at the entire spectrum of housing, which is why we re-established the New Brunswick Housing Corporation. 

As of November, 5,500 housing units are under construction, which is the highest level on record dating back to 1990. 

 

In June we released our Housing Strategy, committing $500 million over three years. 

 

Our goals are clear:

 

• 6,000 new housing starts per year. 

• Cut the waiting list for subsidized housing from over 10,000 to 7,500 by 2026.

• Reduce the number of New Brunswickers who spend over 30 per cent of their income on housing. 

 

• Create the market conditions to hold annual rent increases at an average of 2.5 per cent, and the annual percentage change in average home prices to 4.8 per cent.

 

Notre plan est exhaustif, et en voici les faits saillants.

 

[SLIDE – HOUSING]

 

The plan is comprehensive – here are the highlights.

 

We must fix what we have.

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We’ll spend $105 million over the next three years to complete major repairs to housing stock, be it provincially owned, non-profit, or to help New Brunswickers make repairs to their own homes. 

 

En parallèle, nous collaborons avec les Premières Nations pour conclure des ententes de développement qui aideront les communautés à atteindre leurs objectifs.

 

Jusqu’à présent, ces ententes comportent des volets relatifs au logement.

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We already have a partnership with Negotkuk (Tobique) First Nation, Elsipogtog, Welamukotuk (Oromocto) First Nation and L'nui Menkiuk (Indian Island) First Nation. 

 

We will build new.

 

We are the first New Brunswick government to build new public housing in 38 years! 

 

We’ll spend $100 million over the next three years to build 380 new public housing units: 120 in our three major cities, 80 in the north, and 180 more in other areas of greatest need. 

 

Les travaux de construction ont déjà débuté à Bathurst et à Fredericton.

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For rural communities, we will launch a Rapid Rural Workforce Housing Pilot with $10 million to develop 220 units to support workforce needs. 

 

Already, we partnered with Habitat for Humanity for up to 10 new homes per year, Rising Tides for 162 units, and Kaleidoscope Impact for 39 new affordable homes. 

 

We’ll incentivize development.

 

We are creating a Housing Working Capital Fund for municipalities and non-profits to provide $2.5 million in working capital per year.

 

We have increased funding for developers to build affordable units in mixed-income buildings, and we will increase the funding for subsidized housing to encourage 130 new units each year around the province.  

 

We are helping the most vulnerable. 

 

Our new Rent Bank invests $3 million over the next two years to reduce the risk of eviction due to overdue payments of utility bills. 

 

We will also help thousands more people keep their homes by investing $22 million annually in a direct-to-tenant rental benefit. 

 

These are game changers, but there’s another key part of the spectrum that I know you all see every day, and that’s homelessness. 

 

We must address homelessness.

 

No one has ever said, “When I grow up, I want to be homeless.”

 

For a variety of reasons, too many in today’s society have found themselves in this very unfortunate situation.

 

It’s tied to the rising levels of mental health and addiction. 

 

It’s destroying families. 

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It’s hurting businesses. 

 

And it’s driving up crime. 

 

We are taking several steps right now to deal with the crisis near term:

 

• Investing $16 million to better support permanent and emergency shelters and provincial outreach teams.

• Working with our three major cities to establish 24/7 hubs.

• Housing chronically homeless New Brunswickers, building on the 333 individuals we already helped in 2023. 

• Investing in supportive housing options, like the 12 Neighbours Community.

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Nous devons également trouver des solutions plus stratégiques à long terme en matière de services de soutien et de rétablissement, et cela commence dès maintenant.

 

I’m pleased to announce tonight that we will be doubling capacity in the province for adult addiction rehabilitation. 

 

We have been working on a new program that will offer four-to-six months of rehabilitation programming. 

 

It will start with 50 new beds, and over the long-term, it will treat 100-140 individuals each year depending upon the length of stay. 

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Our goal is to help individuals re-establish ties with their families and provide social integration, skills and tools to help them cope with everyday life. 

 

We are currently finalizing details around the implementation and will have more to announce this spring. 

 

Still on the topic of housing, given the latest news from the federal government about international students, we’ll need to continue to work together to make sure New Brunswick isn’t swept up in national policies that aren’t right for us. 

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Just like the carbon tax, we are now seeing solutions applied everywhere that are really targeting issues in large urban centres, and it doesn’t make sense.  

 

Our institutions have been responsible with their intake levels and we are working closely together to meet the recent challenges. 

 

The fact remains that our labour market needs workers. 

 

Our post-secondary enrollment still has room to grow, birth rates are low and we need newcomers to replace our aging population. 

 

If this policy goes forward, we will pay the price for problems that exist in other parts of the country, and set our province back on enrollment growth, capable new talent, while shrinking the labour market. 

 

So I urge you to take a close look at the impact of this on your organizations both short and long-term.

 

Le secteur de l’éducation doit continuer à évoluer, et ne doit pas régresser.

 

Education must continue to evolve, not shrink.

 

And that’s especially true for K-12. 

 

Over the last two years, we’ve added over three hundred million to education and early childhood, and expect the budget to continue to grow. 

 

While much of the money is supporting enrollment growth for new teachers, bus drivers and support staff, we are making strategic investments to achieve better outcomes. 

 

Safety is another issue that has worsened. 

 

Both students and teachers deserve a school that is free from violence. 

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That’s why we’ve increased behavioral mentors by 25 per cent, added 100 new academic support teachers, and have 15 more schools rolling out the Positive Behavior Intervention Supports program.

 

We must create an atmosphere free of continual disruption for both our students and our teachers.

 

We’re also very focused on class composition and basic skills like literacy. 

 

We want our children reading at grade level by the end of grade 2.

 

Nous ne pouvons pas tolérer des résultats inférieurs à la moyenne nationale.

 

We are determined to close that gap through targeted interventions, just like we did on the economy. 

 

We’ve taken many steps to reshape the services New Brunswickers depend on every day. 

 

When you look at our financial picture and our economic performance, there is no question we are stronger than ever.  

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En tant que gouvernement, nous savons comment utiliser l’argent des contribuables de façon responsable et comment nous assurer une position concurrentielle durable. 

 

We’re also prepared to tackle the tough issues – like revoking AIM’s license, the pension bill, and defending parent’s rights. 

 

We have a firm grip on the tough issues, and we’re not shying away. Our vision is clear:  

 

[SLIDE – OUR FOCUS]

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1. 1. NB Power – we are addressing Point Lepreau through strategic alliances to ensure it delivers reliable non-emitting energy as part of our provincial fleet.

 

In addition, we will continue to pursue the development of small nuclear reactors technology to solidify our position as a national leader and our ability to meet future energy demands at home and abroad.

 

1. 2. Education – we will close the gap on basic reading and math scores. 

 

We will fix classroom composition and create a learning environment that is safe and welcoming for students and teachers. 

 

1. 3. Economic Opportunity – we will create opportunity to offset coal generation that helps New Brunswickers participate in the revenue sharing from our natural resources, while making a major impact on global emissions. 

 

1. 4. Mental Health -   we will create new programs to effectively address addiction and homelessness because living in isolation and desperation on the streets should not be a way of life for anyone in New Brunswick.

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1. 5. Patient First - we will continue to stabilize healthcare and create an entire network that utilizes all of our resources, not a patchwork by community.

 

This includes giving New Brunswickers a guarantee for critical care within established benchmarks, and giving physicians the modern tools and systems, they need to do their jobs. 

 

New Brunswickers can be confident that we will continue to confront areas of weakness, listen to people and develop clear plans, and take action.  

 

There’s a lot more to do - let’s keep building a stronger New Brunswick together! 

 

Thank you. Merci.