Issuu

City of Miramichi

Land Acknowledgement

The City of Miramichi is situated in Mi’kma’ki, the ancestral and unceded territory of the Mi’kmaq People. This territory is covered by the ‘Treaties of Peace and Friendship’ first signed with the British Crown in 1726. The treaties did not deal with surrender of lands and resources but in fact recognized an ongoing relationship between nations. We are all Treaty People.

Appreciation and Contributions

The City’s Economic Development and Tourism Strategy was developed with input and support from business and tourism leaders and organizations, economic development organizations and partners, Indigenous groups, and City Council and staff.

The City of Miramichi is grateful for the guidance and continued support in the development and implementation of the priorities defined in this strategy, which will positively contribute to the economic and tourism growth and development of the city.

Photo Source: Miramichi Economic Development and Tourism

Strategic Direction Overview

The Vision for the City of Miramichi What We Aspire to Be

The City of Miramichi will be a healthy, progressive, diverse and economically vibrant community that invests in its future in a financially sustainable and environmentally responsible manner.

Economic Purpose

What We Do

Facilitate economic and tourism development by creating the conditions for opportunity and growth, celebrating our past and shared future, while focusing on an inclusive and prosperous future for all.

Our Goals

What We Will Achieve

Enhance the Vibrancy of the Business Community

Facilitate Strategic Development and Business Investment

Build a Stronger Sense of Place

Enhance Destination Appeal and Overall Experience

Align Our Direction with the City’s Commitments

Our Commitments

Excellence: we strive to do the best for our city and community. Openness: we are open and transparent with our priorities and processes.

Accessible: we are welcoming and value diversity of ideas, opportunities, and people.

Responsive: we anticipate and respond to the needs of the community.

Innovative: we use leading practices and efficient delivery of service.

Summary of Recommended Strategic Actions

GOAL 1

Enhance the Vibrancy of the Business Community

Strategic Actions

1.1 Enhance the vibrancy of the business community and celebration of business, working with local business associations and the Greater Miramichi Service Commission.

1.2 Work with local business associations to identify business needs and supports from start-up, development, and growth to long-term viability.

1.3 Work with the City Council to ensure a reliable business-friendly environment that actively encourages and facilitates growth, development, and economic investment by implementing supportive zoning, bylaws and policies and that ensures streamlined, efficient and customer-focused development processes through the Greater Miramichi Service Commission.

GOAL 2

1.4 Accelerate land development with investments in road, water, and sewer infrastructure, including within sites for commercial and industrial development and expansion

1.5 Build on the existing relationship with the Miramichi Airport Commission to identify and pursue shared priorities that support economic development in the city.

Facilitate Strategic Development and Business Investment

Strategic Actions

2.2 Maintain and promote an inventory of available city-owned land and commercial and multiunit residential property to support business attraction

2.3 Work with the provincial government to encourage, promote, and support the development of local crown land and vacant government-owned buildings within the city boundaries.

2.4 Enhance and promote Miramichi’s competitive offerings to fuel economic growth and prosperity.

2.5

Identify and pursue targeted business investments that are suited to the city’s strengths and diversify the economic sectors, based on feasibility analysis and working with the provincial government, including in the areas of the value-added manufacturing sector and energy and data storage centres.

2.6 Provide support to accelerate the development of the service sector (food, retail, and innovative services) that enhances tourism and quality of life for residents.

2.7 Pursue opportunities for transportation infrastructure enhancements in rail, sea, air, and road that leverage government funds, support local businesses with their competitive advantage, and grow export potential.

GOAL 3

Build a Stronger Sense of Place

Strategic Actions

3.1 Continue to deliver and enhance supports and incentives to facilitate adequate housing supply, including affordable housing and workforce developments.

3.2 Respect and support the diversity of people and cultures in the city through event partnerships with local associations, groups, and First Nation communities.

3.3 Facilitate long-term sustainable investment in downtown revitalization efforts to support local businesses, attract businesses and people, and enhance the quality of life of residents and the visitor experience, including the continued implementation of the Downtown Master Plan.

3.4 Collaborate to enhance the City’s wayfinding using an economic development and tourism lens, including navigation and connectivity between the two districts and local businesses.

GOAL 4

3.5 Explore and develop value-added opportunities for the Arbec Wellness Centre that will optimize the existing investment and achieve greater potential for residents, visitors, and economic development, working with the City Council

3.6 Co-lead the Miramichi Active Transportation Plan, including trail, road, and walkway infrastructure that enhances safety, connectivity, and access within the city, as well as tourism product development

3.7 Support enhancements and improvements to the public transit system based on user needs to build strong, affordable, and sustainable connections within the city for residents, businesses, and visitors.

Enhance Destination Appeal and Overall Experience

Strategic Actions

4.1 Strengthen Miramichi as a destination for festivals and events, including position Miramichi as Canada’s Premier Striped Bass recreational fishing destination with the Miramichi Striper Cup™ as the anchor and support the sustainable growth of local festivals and events.

4.2 Develop a plan to strategically grow local, regional, and national sport tourism and events at the Arbec Wellness Centre and a dedicated lead within the City’s Economic Development and Tourism Department to focus on the development and growth of hosting sport tourism and events

4.3 Advance Miramichi as a year-round tourism destination through product development supports and incentives that focus on new visitation and addressing gaps in year-round tourism, while leveraging targeted provincial and federal funding

4.4 Collaborate to establish and support product development of a fall festival or event with the involvement of local businesses that benefits season extension. Facilitate tourism product development that encourages private sector investment.

4.5 Foster learning opportunities for local businesses, associations, and organizations through supporting participation in regional and national conferences and sharing Miramichi’s best practices with other jurisdictions.

4.6 Continue to build relationships with Natoaganeg First Nation, Metepenagiag Mi'kmaq Nation, and Esgenoôpetitj First Nation and support their Indigenous tourism products and cultural experiences.

4.7 Work with the RDMO to enhance the destination brand and the effectiveness of marketing the city’s assets and experiences.

GOAL 5

Align Our Direction with the City’s Commitments

Strategic Actions

5.1 Foster a high-performing, inclusive culture by aligning staffing and skills capacity that enables the City’s Department to strive for excellence in advancing economic development and tourism priorities.

5.2 Share research, guidance, and recommendations related to economic development and tourism growth with the Council to help inform decisions based on opportunities for the city

5.3 Continue to enhance strategic communications and engagement with business, community and tourism leaders and organizations, First Nations, and provincial and federal governments.

5.4 Support the long-term viability and sustainability of city assets and infrastructure by actively participating in internal planning and development, including the City’s Asset Management Plan, and apply a lens that contributes to economic development and tourism.

5.5 Ensure effective and strategic representation of the City through the Department on relevant committees, boards, and initiatives that are within and external to the municipality.

A City of Continued Growth Opportunity

The City of Miramichi Council and staff are excited about the opportunity ahead for economic development and tourism growth. This excitement stems from the ability to build on the momentum of the last five years and leverage the city’s natural strengths. To achieve this, there is a need to define the role of the City in terms of economic development and tourism, as well as the priority focus to guide the next five years. This 2026-2031 Economic Development and Tourism Strategy – Building on Our Natural Strengths – provides a path forward for the City Council and staff and will benefit the city, region, and all the many interest holders.

Building Momentum

The City of Miramichi is committed to nurturing growth and opportunity in the community. In recent years, the city has been a catalyst for positive transformation and has built a solid foundation for the potential of the next five years, including:

• Steady population growth from international immigration, interprovincial migration, and resident retention.

• Residential and commercial development, boosting the local construction sector, and providing more housing options.

• Nearing completion of the Arbec Wellness Centre (multiplex) after a decade of planning.

• Revitalization and growth of festivals and creation of City-led or supported signature events.

• Beautification efforts and recreational improvements to public parks, waterfronts, and trails.

• Established local public transit service that continues to expand routes and capacity.

• Strengthened relationships and collaboration with Indigenous communities.

Strengths of the City of Miramichi

This strategy builds on the strengths identified during the community engagement process by business and tourism leaders and organizations, economic development organizations and partners, Indigenous groups, and City Council and staff.

Economic Strengths

There are many benefits to living, working, and investing in the city of Miramichi, most notably:

• Strategic and central location – access to larger markets and hubs for business logistics.

• Community diversity – unique cultures, heritage, traditions, and stories reflected in the city.

• Quality of life factors – essential services, safety, affordability, and outdoor recreation.

• Industrial infrastructure – serviced and maintained industrial parks, an airport with a 10,000-foot runway, and buildings for lease and land for development.

• Supportive local government – committed to innovation and improvements that benefit the city.

Key Sectors Built on Strengths

As a rural city, there are unique opportunities for Miramichi to pursue target sectors that align with the people, land, and resources of the community. Rural communities across Canada make up approximately 30 percent of the country’s gross domestic product (GDP), with forestry, agriculture, fisheries, energy resource extraction, and electricity production being key contributors.1

The City has identified the following focus sectors that build on local and regional strengths:

• Commercial and industrial – manufacturing, agriculture, natural resources (forestry, fishing, hunting), food processing, cannabis operations, and transportation and warehousing.

• Retail and services – administration, business, health, education, and food.

• Tourism – event tourism, nature-based experiences, and outdoor recreation.

• Construction – commercial, industrial, and residential development.

“The city has a great deal of potential, well situated within the region, beautiful natural landscapes, culturally diverse and plenty of stories to share far and wide.”

-Business and Tourism Survey Respondent

“Miramichi’s people are one of its greatest strengths. The community is kind, loyal, and genuinely supportive of local business success.”

-Business and Tourism Survey Respondent

1 Innovation, Science and Economic Development Canada. Rural Opportunity, National Prosperity - An Economic Development Strategy for Rural Canada.2024.

2026-2031 City of Miramichi

Tourism Strengths

The natural beauty, recreational activities, and vibrant festivals and events are primary drivers of tourism activity for the city and the region, as well as valuable contributors to local quality of life. Tourism assets and strengths within the city are as follows:

• The Miramichi Striper Cup™ is Canada’s premier striped bass fishing tournament. For over ten years, this event has consistently attracted thousands of people to the city annually, making it a valuable tourism asset and economic contributor.

• River-based activities, including river boating and recreational kayaking, canoeing, and paddle boating.

• Recognized and emerging festivals and events – including the Miramichi Striper Cup, New Maritime Music Festival, Irish Festival, Fiesta Extravaganza and Folksong Festival – that celebrate heritage, drive visitation, and enhance quality of life.

• A variety of trails that celebrate the landscape, natural assets, and the history of the area along the river and in wooded areas, providing year-round outdoor recreation activities, including walking, hiking, road biking, mountain biking, bird watching, and snowshoeing.

• Rich heritage and storytelling about Mi’kmaq peoples, Acadian, Irish and Scottish settlements, logging history and local folklore shared and celebrated through festivals and events, as well as attractions including Middle Island Historic Site, French Fort Cove Park, and Boishébert and Beaubears Island Shipbuilding National Historic Sites Interpretive Centre.

• Neighbouring First Nations communities – Natoaganeg (Eel Ground), Metepenagiag (Redbank), and Esgenoôopetitj (Burnt Church) – welcoming visitors to experience traditional powwows and other cultural activities along with their genuine hospitality.

• Vibrant activity at Ritchie Wharf Park, including boardwalk, entertainment, restaurants, and boat charters.

• Connectedness of trails to local attractions and to the Sentier NB Trail network.

• Local tourism accommodations, food service (pubs, bistros, franchises, family restaurants, food trucks, and fast food), breweries, and recreational and cultural activities (golf, speedway, indoor adventure park, zipline, drag way park, museums, and historic sites).

About the City of Miramichi234

The city has seen accelerated housing development activity, largely with higher-density housing.2

19,700

3.8% of the population are immigrants, coming from countries such as:4

• Philippines

• United Kingdom

Nigeria Immigration

• United States of America

• India

• Netherlands

• South Africa

Syria

China

Vietnam

Germany

2 CMHC Starts and Completions Survey.

3 Statistics Canada. 2022. Focus on Geography Series. 2021 Census.

4 Statistics Canada. 2022. Focus on Geography Series. 2021 Census.

Considerations for the Future Direction

As the City of Miramichi seeks to build on the momentum to date, several opportunities ahead focus on the city’s existing strengths and consider relevant and sustainable trends. Key examples include population growth and diversification, regional and national growth in festivals, events and sport tourism, and the growing demand for year-round recreational experiences and outdoor adventures that build on the natural strengths of Miramichi Opportunities are discussed in more detail in this section and captured as strategic actions within this strategy.

Economic Development

As the municipal government, the City helps to create the conditions that foster and enable economic development and growth. Key areas of focus are as follows:

• The city has experienced significant growth in residential development to better meet housing demand over the last few years. This growth was especially prominent in 2024. The City’s role has been to provide a supportive environment by offering housing and land incentives that encourage development. In 2025, two new provincial public housing developments were constructed, creating 22 new affordable housing units – the first time in 30 years that public housing units were built in the city. The establishment of a land inventory and land purchasing policy will continue to support informed decision-making related to future developments. Increasing housing supply, including affordable housing options, continues to be a priority. As such, the City of Miramichi has embarked on the development of a comprehensive City Growth Plan to guide residential, employment, and infrastructure growth over a 25-year period. An essential priority for continuing to build the housing supply is that development processes and approvals be clear, simple, timely, and supportive of a growing city.

• The Arbec Wellness Centre is planned to be completed in the fall of 2026. This multiplex sport and recreation facility provides the city with a central hub for physical activity, social interaction, and economic development that will be enjoyed by residents and visitors. With approximately 70 acres of site development area, this facility will be a catalyst for incremental economic and residential development in surrounding areas and presents an opportunity to grow sport tourism and events.

• The city has the foundational infrastructure necessary for becoming an economic hub – including industrial parks, transportation networks, and utilities – and will receive approximately $6.7 million through the 2024-2028 Canada Community-Building Fund to invest in local infrastructure. This fund allows local communities to make strategic and relevant investments in essential infrastructure across 19 eligible project categories, including transportation networks, drinking water and wastewater systems, community energy systems, and recreational assets. Ongoing enhancements to critical infrastructure will allow the city to support existing businesses, attract new investment opportunities, and enhance economic activity.

• New Brunswick Community College (NBCC) serves as an important economic driver and workforce development contributor for the city The Miramichi campus is home to over 500 students with programs offered in the areas of arts, community services, business, healthcare, software development, and trades. Students supply local businesses with a parttime and seasonal worker pool, filling critical labour force gaps, and build vibrancy within the community. NBCC is adaptable and can align program offerings to meet workforce demands in industries requiring skilled workers. By creating an environment where students have the option to work in their field of study, the city will have higher student retention success, provided housing availability, recreational options, and other amenities continue to grow.

• Trail development in the city is undergoing significant expansion as part of a strategic, multiyear plan to improve active transportation, enhance waterfront access, and connect the city’s north and south sides. These investments are important to enhance the attractiveness of the city as a place to live, support tourism development and visitation growth, and connect the city’s two downtowns. Key initiatives include constructing paved multi-use trails, enhancing existing recreational areas, and integrating ATV accessibility. These investments, funded by federal and local sources, will support new opportunities and business investments.

• The growing population and increasing visitation will increase demand for local services and, in turn, enhance the sustainability of local businesses. A strong business community is important for supporting population growth and tourism visitation, and for encouraging more business investment and succession. The City’s role is to foster a supportive environment for businesses and investments and work with the Historic Chatham and Downtown Newcastle Business Improvement Areas and the Greater Miramichi Chamber of Commerce to boost commerce, tourism, and infrastructure in the city.

• It is important that the city of Miramichi is seen as a preferred location for business attraction and growth to be able to continue to grow and sustain economic development. There is a need for diverse business investment across the service industry, with a focus on manufacturing and other industries, to support the economy and economic growth

Key Economic Sectors

The municipality is committed to a strategy of economic growth and diversification of its traditional natural resource-based industries (agriculture, forestry, and fishing). There are opportunities to build on the city’s natural strengths and continue diversifying into areas of growth.

These areas are aligned with the priority sectors defined within New Brunswick’s business attraction strategy, led by Opportunities New Brunswick (ONB). The strategy focuses on fostering a competitive, innovation-driven economy to attract investment and talent.

The province’s direction emphasizes a “New Brunswick First” procurement approach and targets key sectors to support long-term growth, including:

• Sustaining and growing New Brunswick’s dynamic advanced manufacturing sector with expertise in aerospace and defence, consumer products, food and beverage, mining, oil and gas, and other industries.

• Agritech, with the application of technology to farming and food production, designed to improve efficiency, productivity, and sustainability.

• Cybersecurity that leverages NB’s national leadership, including a growing tech cluster in Fredericton.

• Digital health with the growing expertise in data analysis, software engineering, and design.

• Energy innovation that leverages the province’s highly diversified energy portfolio

• ICT building on strengths in cybersecurity, digital transformation, digital media, robotic process automation, geomatics, ocean tech, digital health, telecommunications, and more.

• Tourism, which is a vital economic driver and growing export service that powers local communities and drives development in the shoulder season, attracts regional, national, and international visitors.

Potential for Economic Growth by Building on Miramichi’s Strengths and Investments

The city includes important services and amenities for residents and visitors. In addition, there are businesses that support economic growth and development that could directly support further business attraction. An overview of sectors that may present future growth for the city is below.

Strengthen Tourism and Related Services

• Existing strengths in tourism, including festivals and events, and further investment in sport tourism and outdoor recreation potential.

• Relies on strong retail and food service industries and innovative offerings, requiring the sustainability and succession of existing businesses as well as entrepreneurial investments

• Opportunities for growth and development with the investment and leadership from the municipality, government, business, and not-for-profit organizations.

• Importance of additional investment to grow local use and visitation.

• Retail, food distribution, wholesale, and equipment.

Expand Value-Added Manufacturing

• Food processing, including dairy processing, animal feed, and specialized food

• Wood product processing, building materials, and construction components.

2026-2031 City of Miramichi

• Cannabis growers and processors.

• Diversity, including modular fabrication, automation and control systems, panel and control system integration, and specialized industrial technology solutions equipment and products.

• Potential to explore opportunities in defence.

Market the Potential for an Energy and Data Centre

• Energy storage, such as battery energy storage system (BESS), the fastest growing energy storage technology in Canada 5

• Data centres for cloud services, data storage, and future technological advancements.

• Connectivity to the NB Power grid and lower cost and availability of land.

Expand on Strengths in Technology

• IT and software solutions and services

• Diversified expertise in cybersecurity, AI-enabled strategies, and financial services solutions.

• Seek to complement provincial strengths in Information and Communications Technology (ICT), including Fredericton as a strong ICT hub.

Continue Growing the Construction and Service Sector

• Contractors, including general construction, excavation, and concrete.

• Architectural, electrical, and waste management services

• Contractor provider of cutting-edge electrical, solar, and EV charging solutions.

• Inclusive of equipment and supplies.

Maintain Agriculture Solutions and Services

• Agriculture solutions in feed, agronomics, and organic waste recycling

• Agriculture supplies, equipment, and machinery.

• Local farms (including visitor experiences).

Transportation and Warehousing

• Industrial services contracting and distribution

• Trucking specializing in forestry products.

Public administration continues to be an important employer and contributor to the local economy.

5 Canada Energy Regulator. Market Snapshot: Energy storage in Canada may multiply by 2030. July 2025.

Land Development

Economic Development is a key priority for the City of Miramichi. To advance development and create additional economic opportunities, the City needs to expand its infrastructure. The city’s industrial land assets are an important and valuable tool for attracting investment. The space in the two industrial parks is in high demand, so its upkeep and expansion must remain a priority for the Council. Additionally, new commercial land will become available for development upon completion of the new Arbec Wellness Centre, requiring a long-term strategic approach to capitalize on relevant opportunities.

Chatham Industrial Park

The Chatham Industrial Park has ample land for development and future expansion. Some land within the park remains restricted for development because of the proximity to protected wellfield areas; strategic development planning is required to ensure land use is optimized. Investments in critical infrastructure are essential for continued development in this area.

Newcastle Industrial Park

The Newcastle Industrial Park is near its current capacity with only one vacant lot available for sale as of March 2026, demonstrating the demand for industrial space in the Newcastle area. There is additional land within the industrial park that would provide further development opportunities; however, there is currently no roadway connecting the land to the existing developments, making it in accessible and unattractive to potential investors

Arbec Wellness Centre Commercial Site

The Arbec Wellness Centre site offers an opportunity to strategically plan for the development of this land, including commercial and tourism potential, with the establishment of services and amenities (e.g., hotel, food establishment, retail) adjacent to the Wellness Centre. The site has an approximate total of 70 acres of land, including 10 acres for immediate private commercial development, and 40 acres for potential residential and/or recreational development in the longterm.

Current: cannabis processing, agricultural products manufacturing, drilling equipment manufacturing, and specialized services.

Focus: strategic expansion and sell the remaining available lots.

Occupancy:

• manufacturing and industrial sector focused

• 7 lots available, ranging from 0.5 hectares to 8.77 hectares

• 69 hectares of undeveloped land

Current: automotive services, contractor and construction services, metal fabrication, and home improvement retail. Focus: extend roadway and infrastructure to connect undeveloped land to the existing park.

Occupancy:

• construction sector focused

• one lot available, 0.6 hectares

• 4 hectares of undeveloped land

Current: wellness centre under construction and will feature an aquatic centre, ice surface, gymnasium, and other wellness areas. Construction due to be completed in fall 2026.

Focus: strategic site development |and event attraction to the facility.

Occupancy:

• 70 acres of land total

• 10 acres ready for commercial development

• potential residential development

Chatham Industrial Park

Newcastle Industrial Park

Arbec Wellness Centre Commercial Site

Tourism Development and Growth

The province of New Brunswick recognizes the importance of tourism and its potential for greater economic prosperity. The Fresh Perspective: New Brunswick’s Tourism Strategy 2026-2031 identifies that tourism contributed $2.5 billion to the economy in 2024 and tens of thousands of annual jobs. Tourism contributes to strengthening communities, including driving exports, fueling small businesses, and building pride of place.

The provincial strategy identifies that New Brunswick “has everything it takes to be a destination of choice: dramatic coastlines, vibrant cultures, welcoming communities, and authentic experiences.” It was identified that growth will come from focusing on the province’s strongest advantages: outdoor adventure activities (snowmobiling, hunting, fishing, mountain biking), wellness, and cultural experiences, including Indigenous tourism and Acadian products. Among these priorities is strengthening the fall, winter, and spring seasons to extend benefits year-round.

The provincial strategy also identifies that the assets within the province are not fully realized or acknowledged. As such, efforts will encourage “promising and emerging areas to diversify, scale up, or build the foundations needed to grow regional tourism offerings.” In addition, festivals, cultural gatherings, and sporting events have been identified as a catalyst for visitation in all seasons that will bring benefits and inspire pride of place.

The provincial tourism priorities align very closely with the natural strengths and investments in Miramichi The City of Miramichi’s role is to continue making strategic investments and enhancements to essential infrastructure, festivals and events, and to create the conditions for further product development by businesses, entrepreneurs, and non-profit organizations. To support this growth, there needs to be strong leadership from tourism and business operators and organizations. As the provincial strategy identifies, all parties have a role to play, and progress depends on working together to put these priorities into place.

The City of Miramichi as a Catalyst for Economic and Tourism Growth

The City makes important investments in infrastructure, festivals and events, and tourism product development. These investments are strategic drivers that facilitate growth in visitation, private sector investments, and quality not-for-profit activities.

In turn, this generates positive impacts, contributing to economic growth and spin-offs within the city and the region, benefiting residents, businesses, and the non-profit community.

POSITIVE IMPACTS

The City’s Investment in Strategic Drivers

• Festivals and events

• Arbec Wellness Centre

• Outdoor infrastructure

• Trails, waterfront, parks, and beautification

• Tourism product development support

2026-2031 City of Miramichi

Facilitating Growth and Further Investment

Visitor attraction and overnight stays

Events and sport tourism

Business/entrepreneurial investments

Tourism offerings

Contributing to Economic Development and Spin-offs

Visitation and overnight stays

Demand for local business

(accommodations, restaurants, tourism offerings, shops, etc.)

Regional tourism visitation

Year-round tourism

Potential Opportunities for Tourism Growth and Development

The City of Miramichi’s role is to act as a catalyst in the following areas:

• Enhance visitor appeal by supporting entrepreneurs with tourism product development and experiences that leverage the natural assets and beauty in the city, including the Miramichi River for outdoor experiences and adventure.

• Enhance offering year-round tourism as visitors seek outdoor adventure and recreation experiences. The Fresh Perspective: New Brunswick’s Tourism Strategy 2026-2031 emphasizes the importance of growing year-round tourism with products and experiences to remain competitive. The city currently supports year-round outdoor tourism with its renowned fishing, summer boat tours, and winter activities.

• Expand festival and event development during the winter season, addressing an existing gap/opportunity. Festivals and events support visitor attraction, including pre- and postactivity and lead to increased local spend on accommodations, food, and other businesses.

• Continue to offer and promote The Miramichi Striper Cup™ as the premier striped bass fishing event in Canada. The tournament contributes to environmental sustainability in Miramichi by helping to maintain a healthy population of striped bass A research team is on site during the tournament to collect fish health data and ensure proper handling. This event also serves as a valuable tourism attraction, attracting over 2,000 participants each year.

• Become a hub for sport events with the opening of the Arbec Wellness Centre (multiplex), anticipated for fall 2026. There is greater potential for sport and event tourism with the opening of the Arbec Wellness Centre To become a hub for sport events, the city must have the infrastructure, entertainment options, and capacity in place to host. Accommodations, food services, and other amenities in close proximity are essential to fuel demand by sports teams, families, and spectators as sport tourism and events grow with the addition of the new Arbec Wellness Centre. New Brunswick’s tourism strategy highlights sport and event tourism as a priority to extend stays and strengthen shoulder seasons.

• Continue supporting and building relationships with First Nations and Indigenous communities, including with their Indigenous tourism offerings

• Support the development of authentic cultural experiences, events, and activities, showcasing the cultural diversity in and around the city.

• Develop and sustain quality public spaces to enhance the visitor’s experience and bring potential for outdoor recreation. Industry trends show that travellers seek adventure and outdoor recreation experiences, with a specific interest in parks, trails, and natural spaces.6 These assets help to shape a destination’s appeal and attract visitors. Municipal investment in trail systems, public parks, and other outdoor infrastructure can result in tourism growth.7 The city has 9 trails and 11 parks, offering unique nature and recreational experiences.

• Focus on product development and supporting other experiences, and ensure alignment of regional marketing with the assets and strengths of the city, which will also benefit the region.

6 Innovation, Science and Economic Development Canada. Canada 365: Welcoming the World. Every Day The Federal Tourism Growth Strategy

7 Glover, T. & Costas-Bradstreet. Rapid Review for the National Framework for Recreation in Canada. 2025

2026-2031 City of Miramichi

The City as an Essential Contributor to the Ecosystem

The Miramichi Ecosystem

The City of Miramichi plays an important role in economic and tourism development and growth locally, regionally and provincially as the fifth-largest city in New Brunswick. The City works with many other organizations and partners to drive economic growth and tourism within the city.

Greater Miramichi Chamber of Commerce

Historic Chatham Business District Business Improvement Area (BIA)

TRAINING AND EMPLOYMENT

ECONOMIC AND BUSINESS DEVELOPMENT Association

Newcastle Business District Business Improvement Area (BIA)

Community Business Development Corporation

Working NB Opportunities NB

CITY OF MIRAMICHI

Atlantic Canada Opportunities Agency

Greater Miramichi Service Commission

Tourism Industry Association of New Brunswick

Discover Miramichi Regional Destination Marketing Organization

Indigenous Tourism Association of NB

Miramichi River Tourism Association

Tourism NB

TOURISM AND DESTINATION

2026-2031

The City’s Role in Economic Development and Tourism

The City’s role is to facilitate economic development and tourism opportunities that support business growth, attract investment, create employment, and foster a sense of pride in the city. With the establishment of the Greater Miramichi Service Commission, the City of Miramichi’s roles have adjusted slightly. The following section outlines the Department’s economic development and tourism role on behalf of the City of Miramichi.

Economic Development

Support for Existing Businesses

» Act as the first point of contact for business expansion.

Accelerate and Support Business Attraction

» Act as the first point of contact for business attraction through the website and promotions.

» Work with economic development and tourism partners and governments to advance business expansion and attraction priorities.

» Promote and facilitate access to commercial and industrial space and improve land readiness for development, including industrial parks, decommissioned mills, Arbec Wellness Centre (multiplex) site, and other City-owned land.

» Proactively promote business investment in the city in partnership with the provincial government

Housing Supply Development

» Provide incentives to support housing priorities, including increasing the housing supply, affordability, and workforce housing.

Tourism Development

Product Development and Partnerships

» Provide new product development support to businesses, entrepreneurs, and non-profit organizations.

» Support the enhancement of the sense of place, including beautification and infrastructure development (e.g., sidewalks, lighting, trails).

Festivals, Events, and Sport Tourism

» Develop, enhance, and deliver Striper Cup, Haunted Happenings, and other special events

» Provide incentives and supports to facilitate the growth and impact of local festivals, events, and sport tourism.

» Showcase the Miramichi culture through events and activities.

It is acknowledged that these activities will enhance the quality of life factors that contribute to population growth, business development, and attraction.

Internal Leadership, Planning, and Development

» Provide professional advice to Council on economic development and tourism priorities (including research)

2026-2031

» Represent the City on relevant provincial, regional, and local boards, committees, initiatives, and events that advance shared economic development priorities

» Create long-term plans for city development to take advantage of future economic and tourism opportunities and engage with the community to support ongoing initiatives.

» Share marketing priorities and content (including product and experience details) with the Regional Destination Marketing Organization (RDMO), and meet regularly to discuss and measure progress, and receive reporting.

» Support internal planning and development of City priorities, assets, and infrastructures that align with economic development and tourism priorities (e.g., Municipal Growth Plan, Transit).

Mutually Beneficial Partnerships

Several organizations have a role in contributing to economic development and tourism within the Miramichi region. It is important that the City’s focus is on areas that will have the greatest impact and that it works with other organizations that share the City’s priorities.

In addition to the City’s strategy, there are several other economic development and tourismrelated strategies, plans, and priorities that impact the city, led by other organizations. It is important that the City’s Economic Development and Tourism Department is involved in these initiatives, providing the necessary guidance and support, to ensure alignment of priorities, actions, and overall direction

To achieve this, there is a need to ensure effective mechanisms are in place to enable agreement of priorities, effective communication, strong engagement, and a high level of accountability.

Purpose of the Economic Development and Tourism Strategy

In 2025, the City of Miramichi Council endorsed strategic priorities intended to assist the Council and staff in enabling the city to become more vibrant, innovative, and sustainable. As part of these priorities, the Council identified the need for a new economic development and tourism strategy to define clear priorities. The intent of the strategy is to:

• Define the roles and responsibilities of the City of Miramichi in the areas of economic development and tourism.

• Acknowledge and build on the strengths, successes, and the momentum that has been achieved.

• Identify potential opportunities for fostering economic and tourism growth.

• Establish clear priorities and tangible actions that positively impact the city’s economy and tourism environment

• Support Council decision-making and service delivery through the creation of an implementation plan that details actions, timelines, responsibilities, and resource needs.

The Strategy will:

» Align municipal decisions.

» Provide direction for the Department workplan and budget.

» Monitor progress towards desired outcomes.

It is important that the role and the priorities of the City of Miramichi align with the roles, responsibilities, priorities, and strategies of the various organizations and key collaborators. At the same time, it is critical that the City of Miramichi define and pursue strategies that will optimize the City’s impact and opportunities

Community Engagement – A Community-Based Vision

Engaging business and tourism leaders and organizations, economic development organizations and partners, Indigenous groups, and City Council and staff was essential to ensure the development of a relevant and meaningful strategy. The objective of the engagement process was to explore the different perspectives and uncover potential shared priorities and the role of the City in supporting economic development and tourism growth. Discussions included strengths to build on, opportunities to pursue, and challenges to address

The feedback was consistent across all discussions, interviews, and surveys, with all engagement participants noting the city’s potential and the desire to see the community thrive. The need for strong community buy-in and connectivity, including with the two downtowns, was identified.

and April 2026

Commitment to the Strategy and Economic Development Priorities

Successful implementation of this strategy requires the involvement of multiple key players:

City Mayor and Council: provide guidance and approval of the strategy; ensure appropriate resources are allocated to carry out the agreed-upon priorities; ensure oversight of the successful implementation of the City’s priorities; and provide oversight and transparency of performance and compliance with service contracts.

City Staff Leadership: support the allocation of appropriate resources to the Department to carry out priorities; provide leadership and support to the Department to carry out priorities; ensure the Department has strong clarity of priorities and direction; and assist the Department in the management of external service provider contracts, including contract performance

Responsible City Department Staff: be empowered to carry out the priorities identified in the strategy and allocate resources to these priorities; implement priorities which have been approved by the Mayor and Council; and measure and report on progress (process and impact outcomes).

Other City Departments: work with the Economic Development and Tourism Department staff to apply an economic development and tourism lens on infrastructure, programming, and development initiatives carried out by the City

External Service Providers: deliver a service based on a contract with the City that includes a detailed description of services, performance standards, each party’s responsibilities, communications, reporting, and compliance.

Critical Partners: include the Chamber of Commerce, Business Improvement Areas, other nonprofit organizations, and government, which contribute to the vision and priorities for economic development and tourism growth in the city; and implement complementary programming and initiatives that are inclusive and meet community needs.

What Was Most Important to Guide the Strategy Development

The development of this strategy was guided by several important principles shared during discussions with business and community leaders, organizations, and the City Council and staff. These principles will also guide the successful implementation of this strategy.

» Alignment of priorities with collaborators locally, regionally, and provincially.

» Meaningful partnerships and effective collaborative mechanisms

» A forward-looking focus on action and results.

» Delivering impactful, long-term sustainable value for the city.

» Developing and learning from leading practices in the city and other jurisdictions.

» Appropriate resourcing and focused commitment to agreed-upon priorities.

Alignment of priorities includes the City’s economic development and tourism priorities, as well as complementary local, regional, and provincial strategies in related areas, including workforce development, talent attraction, and immigration.

2026-2031

What We Are Committed to Working Towards

Economic Purpose – What We Do

Our Commitments:

» Excellence: we strive to do the best for our city and community.

» Openness: we are open and transparent with our priorities and processes.

» Accessible: we are welcoming and value diversity of ideas, opportunities, and people

» Responsive: we anticipate and respond to the needs of the community.

» Innovative: we use leading practices and efficient delivery of service. These commitments align with the City’s values identified within the 2026 Council Priorities.

What We Are Trying to Achieve as a City

The 2026 Council Priorities identified a vision for the future.

The Vision for the City of Miramichi – What We Aspire to Be

The City of Miramichi will be a healthy, progressive, diverse and economically vibrant community that invests in its future in a financially sustainable and environmentally responsible manner.

Through this vision, there is a desire to achieve the following impact:

Economically Vibrant: Diverse industry, business, and services to support stability, growth, and a prosperous future, with an economic development lens used to guide growth.

Healthy: A community that is safe for its citizens with facilities, programs, and opportunities to enhance the well-being of our citizens. We will strive for accessibility in everything we do.

Progressive: Proactive, forward-thinking, and entrepreneurial approaches to planning, investments, actions, and pursuit of opportunity to best meet the needs of our community.

Diverse: Embracing the multi-cultural makeup of our community and celebrating and fostering opportunities to experience our heritage and cultural diversity.

Investing in the Future: Infrastructure and public space investments that are planned and developed to meet our current needs and provide future growth.

verse: Embracing the multi-cultural make up of our community and celebrating and fostering of opportunities to experience our heritage and cultural diversity.

Financially Sustainable: Infrastructure, facilities, programs, and services that are financially responsible, beneficial, and sustainable over the long-term, considering all related costs.

verse: Embracing the multi-cultural make up of our community and celebrating and fostering of opportunities to experience our heritage and cultural diversity. Environmentally Responsible: Demonstrated stewards of our environment to ensure that our city will be an attractive and healthy place to live, work, visit, and invest in.

2026-2031

The Path Forward

This Economic Development and Tourism Strategy identifies five goals for the path forward:

Enhance the Vibrancy of the Business Community

• Enhance vibrancy and celebrate businesses

• Identify business needs and supports at all stages

• Ensure a reliable business-friendly environment

• Invest in road, water, and sewer infrastructure

• Identify shared priorities with Miramichi Airport Commission

Facilitate Strategic Development and Business Investment

• Facilitate strategic commercial development

• Maintain land and property inventory

• Promote investment in provincially owned land and buildings within city

• Enhance and promote Miramichi’s competitive offerings

• Pursue targeted business investments

• Support accelerated development in the service sector, including tourism

• Pursue transportation infrastructure enhancements (rail, sea, air, and road)

Enhance Destination Appeal and Overall Experience

• Strengthen Miramichi as a destination for festivals and events

• Strategically grow local, regional, and national sport tourism and events

• Advance year-round tourism through product development supports and incentives

• Collaborate on fall festival or event

• Foster learning of best practices

• Support Indigenous tourism

• Enhance destination brand and effectiveness of marketing through a formalized agreement with RDMO

5

Build a Stronger Sense of Place

• Facilitate adequate housing

• Respect and support the diversity of people and cultures in the city

• Facilitate sustainable downtown revitalization

• Enhance the City’s wayfinding

• Explore value-added Arbec Wellness Centre opportunities

• Co-lead the Miramichi Active Transportation Plan

• Support enhancements and improvements to public transit system based on user needs

Align Our Direction with the City’s Commitments

• Align staffing and skills capacity with City commitments to excellence

• Share research, guidance, and recommendations with Council

• Enhance strategic communications and engagement

• Support sustainability of city assets and infrastructure with an economic and tourism lens

• Strategically represent the City on committees, boards, and initiatives

Goal 1: Enhance the Vibrancy of the Business Community

A strong, healthy business community is essential for ensuring the City of Miramichi is a great place for residents and visitors. Business retention and expansion are important as businesses are the backbone of the local economy, creating jobs, and driving economic growth. The City has a role to play in setting the conditions for this to occur. Business growth and viability start with a supportive environment, providing efficient processes, and adopting a customer-oriented approach.

Local business associations, including Business Improvement Areas, Chamber of Commerce, and tourism associations, also have an important role in supporting businesses and in fostering a viable, sustainable, and supportive business environment. The City’s role is to encourage these activities by facilitating and supporting opportunities that contribute to this vibrancy.

Anticipated Outcomes

• Business vibrancy

• Business-friendly environment

• New developments

Strategic Actions – Plans and Approaches to Reach the Goal

1.1 Enhance the vibrancy of the business community and celebration of business, working with local business associations and the Greater Miramichi Service Commission

1.2 Work with local business associations to identify business needs and supports from startup, development, and growth to long-term viability.

1.4 Accelerate land development with investments in road, water, and sewer infrastructure, including within sites for commercial and industrial development and expansion.

1.5 Build on the existing relationship with the Miramichi Airport Commission to identify and pursue shared priorities that support economic development in the city

Goal 2: Facilitate Strategic Development and Business Investment

To grow the city, it is important to encourage and support investment in the service sector and in strategic growth sectors that can diversify and facilitate economic development. These efforts include identified provincial strategic sectors that align with Miramichi’s strengths and assets

Anticipated Outcomes

• Optimized development surrounding the Arbec Wellness Centre (multiplex)

• Inventory of readily available city land and commercial property to enable business attraction

• Service sector growth and sustainability

• Targeted business investment

Strategic Actions – Plans and Approaches to Reach the Goal

2.1 Facilitate the strategic commercial development within the ten acres of property surrounding the Arbec Wellness Centre (multiplex) to optimize the potential and impact on the city and surrounding areas, including assessing and pursuing opportunities for accommodations, food services, and other amenities.

2.2 Maintain and promote an inventory of available City-owned land and commercial and multi-unit residential property to support business attraction, including in the Newcastle Industrial Park, Chatham Industrial Park, and Arbec Wellness Centre (multiplex) site.

2.3 Work with the provincial government to encourage, promote, and support the development of local crown land and vacant government-owned buildings within the city boundaries.

2.4 Enhance and promote Miramichi’s competitive offerings to fuel economic growth and prosperity.

• Evaluate the competitiveness of Miramichi business attraction based on incentives, supports, and infrastructure.

• Enhance marketing that showcases the city’s offerings (e.g., space, infrastructure, NBCC training).

2.5 Identify and pursue targeted business investments that are suited to the city’s strengths and diversify the economic sectors, based on feasibility analysis and working with the provincial government, including in the areas of the value-added manufacturing sector and energy and data storage centres

• Develop a feasibility analysis to support the planning and marketing for expanding the value-added manufacturing sector, including food processing and wood processing, that leverages local natural strengths in agriculture and forestry.

• Conduct a feasibility study to explore and pursue opportunities in energy and data storage centres that leverage and promote Miramichi’s competitive advantages, including low cost of water and convenient access to the NB Power grid.

2.6 Provide support to accelerate the development of the service sector, including food, retail, and innovative services, that enhances tourism and quality of life for residents, recognizing the importance of the sector to the city’s growth and economic prosperity. Including host a mission to build connections between franchises and opportunities in the city.

2026-2031 City of Miramichi

Goal 3: Build a Stronger Sense of Place

Having a strong sense of place enhances the quality of life for residents, helps attract businesses and talent, increases visitation and visitor length of stay, and builds strong community buy-in through engagement. Creating a sense of place requires an emphasis on culture, people, aesthetics, signage, wayfinding, and essential infrastructure that addresses housing needs, transportation, and connectivity.

Anticipated Outcomes

• Housing development

• Cultural diversity celebrations

• Downtown revitalization

• Essential infrastructure development

Strategic Actions – Plans and Approaches to Reach the Goal

3.1 Continue to deliver and enhance supports and incentives to facilitate adequate housing supply, including affordable housing and workforce developments.

3.2 Respect and support diversity of people and cultures in the city through event partnerships with local associations, groups, and First Nation communities

3.3 Facilitate long-term sustainable investment in downtown revitalization efforts to support local businesses, attract businesses and people, and enhance the quality of life of residents and visitor experience, including the continued implementation of the Downtown Master Plan.

3.4 Collaborate to enhance the City’s wayfinding using an economic development and tourism lens, including navigation and connectivity between the two districts and local businesses

Goal 4: Enhance Destination Appeal and Overall Experience

The City of Miramichi is rich in culture and nature, as highlighted by outdoor recreation opportunities, festivals and events, and historic sites. There are additional actions for the City to take to become a strong tourism destination that builds on its natural strengths. Key to this is turning nature and infrastructure into more outdoor experiences, fostering more year-round tourism, encouraging and inspiring greater innovation and investment by the private sector, working more with First Nations communities and supporting not-for-profit organizations with tourism products and experiences that can contribute to the destination appeal.

Anticipated Outcomes

• Festivals and events growth

• Sport tourism and events growth

• Tourism product development, including seasonal extension and private investment

• Support for Mi’kmaq tourism and cultural experiences

Strategic Actions – Plans and Approaches to Reach the Goal

4.1 Strengthen Miramichi as a destination for festivals and events through clustering of activities, signature events, and engagement of local operators and organizations.

• Position Miramichi as Canada’s Premier Striped Bass recreational fishing destination with the Miramichi Striper Cup™ as the anchor.

• Support the sustainable growth of local festivals and events that embrace the city’s culture and have longer-term viability, including through financial support and training.

• Create a vision and plan for tourism development focused on outdoor recreation that will revitalize the former UPM-Kymmene groundwood mill site acquired by the City in 2024.

• Develop itineraries for the city that include various outdoor recreation and naturebased experiences for all seasons, incorporating a tourism lens to the city’s trail map.

• Facilitate opportunities for private sector investment through the leasing of public space, including Ritchie Wharf Park and Waterford Green Park.

4.6 Continue to build relationships with Natoaganeg First Nation, Metepenagiag Mi'kmaq Nation, and Esgenoôpetitj First Nation and support their Indigenous tourism products and cultural experiences

4.7 Work with the Regional Destination Marketing Organization (RDMO) to enhance the destination brand and the effectiveness of marketing the city’s assets and experiences, including through a strengthened agreement and regular meetings that facilitate the sharing of information and data, confirmation of shared priorities, and review of marketing assets.

“There is also an opportunity to showcase our businesses and local talent, highlighting the many opportunities available in the city.”

-Business and Tourism Survey Respondent

Goal 5: Align Our Direction with the City’s Commitments

To align the overall strategy and direction with the City’s commitment to excellence, openness, accessible, responsive and innovative, there is a need to focus on the organizational capacity and regular communication.

Anticipated Outcomes

• Organizational capacity aligned with identified priorities

• Strategic communications and engagement

• Cross-department collaboration and internal planning

• Strategic representation on relevant committees, boards, and initiatives

Strategic Actions – Plans and Approaches to Reach the Goal

Our Commitments:

» Excellence: we strive to do the best for our city and community.

» Openness: we are open and transparent with our priorities and processes.

» Accessible: we are welcoming and value diversity of ideas, opportunities, and people.

» Responsive: we anticipate and respond to the needs of the community.

» Innovative: we use leading practices and efficient delivery of service.

5.2 Share research, guidance, and recommendations related to economic development and tourism growth with the Council to help inform decisions based on opportunities for the city

5.3 Continue to enhance strategic communications and engagement with business, community and tourism leaders and organizations, First Nations, and provincial and federal governments.

5.5 Ensure effective and strategic representation of the City through the Department on relevant committees, boards, and initiatives that are within and external to the municipality.

Implementation for the Road Ahead

The 2026-2031 Building on Our Natural Strengths Economic Development and Tourism Strategy provides a path forward for the next five years to support the continued growth and development of the City of Miramichi. The most immediate priority actions to support balanced, moderate growth – a priority of the City – are as follows:

• Appropriately resource the Department to carry out the priorities defined by the City and approved by Council, including a Product Development/Communication office and a Sport Tourism and Events office.

• Establish a solid plan with dedicated resources to optimize the potential use of the Arbec Wellness Centre, including growth in sport tourism and events.

• Actively pursue strategic development opportunities for the commercial sites at the Arbec Wellness Centre.

• Make strategic investments in road, water, and sewer infrastructure for commercial and industrial development.

• Commission a detailed feasibility analysis of strategic sector development in value-added manufacturing and exploration of energy and data storage centres.

• Establish a mechanism for accountability to ensure a strong business-friendly environment through the Greater Miramichi Service Commission.

• Establish a memorandum of understanding that includes the sharing of priorities, reporting and accountability to advance the City’s marketing priorities, working with the Regional Destination Marketing Organization.