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Strategic Plan - District of Tobique Valley
Vision, Mission, Values, Strategic Pillars & Priorities
Vision :
- Nature's Haven where everyone thrives
Mission :
- To foster a strong connected community where we
collaborate to provide clear pathways for prosperity
while honouring our natural surroundings
Values :
Collaboration
Clarity
Integrity
Welcoming
Strategic Pillars :
1. Economic Development
2. Services
3. Tourism & Recreation
4. Community Engagement
STRATEGIC PILLARS & PRIORITIES
1.Economic Development
1.1 Support existing business growth and expansion
1.2 Attract new businesses to support local industries
1.3 Infrastructure
1.4 Housing
2.Community Services
2.1 Health
2.2 Safety
2.3 Strategic cohorts, including:
- Youth;
- Young families;
- Seniors.
2.4 Organizational efficiency
3.Tourism & Recreation
3.1 The River and the forest (nature)
3.2 Community Spaces
3.3 Raise Awareness
4.Community Engagement
4.1 Communication
4.2 Collaboration
4.3 Youth Retention
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Operational Plan - District of Tobique Valley
PILLAR 1: ECONOMIC DEVELOPMENT
Priority 1.1: Support existing business growth and expansion
Concrete Actions:
- To determine the steps needed to be executed to create a new Chamber of Commerce
- To determine the governance and operational structures of this new Chamber of
Commerce and establish a solid liaison between the new Chamber and the District
First quarter of 2026
- To create a local business database 2025 currently ongoing
- To create a Survey to be sent to all businesses in our region to assess Labour Force needs
and all other challenges First quarter of 2026
- Organize quarterly networking events for local entrepreneurs
- Develop mentorship program pairing established and emerging business owners
- Establish a local business advisory service with monthly one-on-one meetings
- Create a small business loan guarantee fund
- Financial incentives:
- Create tax incentive programs for business expansion
- Facilitate access to government grants and funding programs
- Facilitate and-or establish fast-track permitting for business expansions
- Develop targeted marketing materials highlighting community advantages to appeal to
potential future workers
Priority 1.2: Attract new businesses to support local industries
Concrete Actions:
1.2.1 Business Attraction Strategy
- Create an investor-ready site inventory with pre-serviced lots First quarter 2026
- Participate in annual commercial trade shows in partnership with GNB and the RSC,
especially those focused on forestry, agriculture, and eco-tourism sectors 2026
- Create sector-specific incentive packages - for forestry, agriculture and eco-tourism
sectors in particular 2026
- Develop supply chain partnerships between local businesses
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Priority 1.3: Infrastructure
Concrete Actions:
1.3.1 Transportation and Utilities Infrastructure
- Improve our of local road network, in alignment with the Canada Community Building
Fund and the Provincial-Municipal Highway Partnership Program
- Upgrade water and sewer systems in strategic areas to support growth
Canada Community Building Fund
- 2026: Hillcrest Street and Aberdeen Street Paved
- 2027: Goodfellow Crescent and Roulston from 32 Roulston to 60 Roulston
- 2028: Centennial Street and Sunset Street
Provincial - Municipal Highway Partnership Program
- 2027: Tobique Street (Rte 390) - First residence to Ward 2 southern limits
1.3.2 Digital Infrastructure Enhancement
- Lobby the proper entities in order to see how broadband coverage can be enhanced to
100% of our district 2027
- Establish public Wi-Fi in key locations 2025
Priority 1.4: Housing
Concrete Actions:
1.4.1 Housing Development Incentives
- Offer municipal tax incentives for new residential construction, such as looking at
opportunities to provide serviced lots at affordable prices to stimulate : 2026
- residential construction activity of affordable single-detached dwellings;
- Multi-unit dwellings at affordable rent, with a particular focus on Seniors
- Present to Council a proposal to offset some of the municipal costs of owning a home in
order to assist first-time homebuyers 2026
- Establish guidelines for construction activity that respect natural environment 2027
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PILLAR 2: COMMUNITY SERVICES
Priority 2.1: Health
Concrete Actions:
2.1.1 Primary Healthcare Access
- Support the leadership of the Tobique Valley Community Health Centre and its vision to
enhance primary healthcare access, including (as examples, but not limited to):
- Financial incentives to help the Centre recruit nurse practitioners and/or family
physicians to serve the community 2025
- The creation of an incentive package to assist the Centre in its recruitment
strategies 2025
- Continue the ongoing discussion with the regional health authorities related to the
enhancement of primary healthcare access 2026
- Support the establishment of mental health support programs 2026
- Support their community health education initiatives 2026
2.1.2 Community Health and Wellness
- Enhance community fitness center 2025
- Ensure appropriate emergency medical response capabilities 2027
Priority 2.2: Safety
Concrete Actions:
2.2.1 Public Safety Enhancement
- Continue the ongoing conversation with the RCMP authorities to ensure appropriate
police patrol presence 2025 ongoing
- Lobby for the reenactment of the educational program in our school system by the RCMP
2027
- That proper emergency measures be in place for the District to protect our priceless
natural resources as well as our citizens in case of natural disasters 2026 ongoing
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Priority 2.3: Strategic cohorts (Youth, Young families, Seniors)
Concrete Actions:
2.3.1 Youth Support
- Establish after-school and summer programs 2026 ongoing
- Develop youth leadership and employment programs
- To establish a Community of the Whole Junior Council to learn from and to assist
municipal council Last quarter 2026
2.3.2 Young Family Support
- Support the existing day care facilities' initiatives 2025 ongoing
- Develop affordable family-focused recreation programs
- Enhance the existing welcome package for new residents 2026
2.3.3 Seniors Support
- Support the Regional Service Commission in all their initiatives to expand regional
transportation services 2026 ongoing
- Develop senior social and recreational activities 2026 ongoing
- Support and promote all volunteer engagement opportunities geared towards seniors
2026 ongoing
- Create a database of citizens willing to volunteer at events or activities happening in the
community 2026 partner with Seniors without walls
Priority 2.4: Organizational efficiency
Concrete Actions:
2.4.1 Organizational structure
- Review the organizational structure and its alignment with the pillars and priorities of the
new Strategic Plan
2.4.2 Roles and responsibilities
- Review the roles and responsibilities of the management team to align with the pillars
and priorities of the new Strategic Plan
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PILLAR 3: TOURISM & RECREATION
Priority 3.1: The River and the forest (nature)
Concrete Actions:
3.1.1 Natural Asset Development
- Create a new Tourism Strategy (Feasibility Study - ongoing initiative) and execute its
recommendations/key initiatives 2026 ongoing
- Support initiatives related to the rejuvenation of provincial trail networks (Western New
Brunswick Trail strategy initiative) 2027
- Collaborate with all stakeholders to enhance and/or develop efficient trail networks for
different purposes (including potential wildlife viewing areas and interpretation centers)
2028
- Collaborate with all stakeholders to enhance access to the river (ie. facilities and
launching points for boat/canoe/kayak in key locations along the river) 2027
- Support the assessment of potential needs and opportunities to develop new camping
and glamping sites 2027
3.1.2 Environmental Conservation and Education
- Assess the potential opportunities to establish partnerships with conservation
organizations
Priority 3.2: Community Spaces
Concrete Actions:
3.2.1 Feasibility Study to maximize the current park area and the lake (2027)
- Prepare an RFP to hire a consultant to assess the needs, costs, etc.
3.2.2 Cultural and Event Spaces
- Establish farmers market pavilion 2026
- Develop festival and event hosting capabilities 2026 ongoing
- Create public art installations throughout district 2028
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Priority 3.3: Raise Awareness
Concrete Actions:
3.3.1 Tourism Marketing and Promotion
- Finalize the job description with clear roles and responsibilities and fill the new
Community Development & Tourism Coordinator position with clear roles and
responsibilities
- Execute roles and responsibilities of the new position, such as, but not limited to: 2026
ongoing
- Enhance the tourism section of our website
- Develop a mobile application
- Develop a social media marketing strategy
- Participate in regional tourism trade shows
- Establish partnerships with tourism operators
- Assess the opportunities to potential development of new signature event(s) and
festival(s)
- Enhance the visibility of our Tourism Information Centre, etc.
3.3.2 Brand Development and Recognition
- Leverage the ongoing Tourism Strategy / feasibility study to create a distinctive "Nature's
Haven" branding, building on the current / new logo and vision statement of our new
Strategic Plan 2026 ongoing
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PILLAR 4: COMMUNITY ENGAGEMENT
Priority 4.1: Communication
Concrete Actions:
4.1.1 Community Communication Systems
- Promote the actual electronic information tool currently in place to inform citizens of key
information about their District, such as (but not limited to) events, activities, alerts, etc.
2026 ongoing
- Continue our quarterly community newsletter in digital and print versions
- Enhance our website content as well as social media information/content 2026
Priority 4.2: Collaboration
Concrete Actions:
4.2.1 Community Partnership Development
- Establish partnerships with neighboring municipalities 2026
- Develop volunteer coordination and recognition programs 2026
- Foster relationships with First Nations communities 2027
4.2.2 Stakeholder Engagement Initiatives
- Continue the proactive activities of our Committees: Christmas Planning, Economic
Development, EMO, Tourism and Recreation & Leisure Services 2026 ongoing
- Host an annual Town Hall meeting to update citizens on the progress of the Strategic Plan
3rd Quarter of 2026
Priority 4.3: Youth Retention
Concrete Actions:
4.3.1 Youth Opportunity Creation
- Establish youth entrepreneurship program and micro-grants (Ch. of Commerce, 2027-28)
- Create co-op and internship programs with local businesses (Ch. of Commerce, 2027-28)
- Create young professional networking groups (Ch. of Commerce, 2027-28)
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4.3.2 Youth Engagement and Leadership
- Establish Youth Council (of the Committee of the Whole) 2026
- Develop mentorship programs connecting youth with community leaders
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