Strategic Plan Report

Goals marked with a star ⭐ were identified as priorities by Council.

🟢 - Completed/On target
🟨 - Near target
🔺 - Did not meet target

Safety and Security

A Safe Community

To create, support, and advocate for a safe and inclusive community

Review and adjust services to respond to community needs

Outcome	KPI	2025 target	% of target achieved	2026 target
Services provided by the Fire Department align with community needs	Fire Service Review is implemented	Review presented to Council for consideration	🟢100	Implement Rapid Response Vehicle with 10 additional firefighters, add logistics officer, add Emergency Measures Organization coordinator, create a Standard Operating Procedure Committee
The Fire Department is aligned with industry standards	Fire Department is accredited by the Centre for Public Safety Excellence	Implement new software to collect critical data	🟢100	Analyze data
Services provided by By-Law are adjusted to better meet community needs	Community officers have more authority to enforce various regulations	Community officers transition to permanent City employees	🟢100	Appoint community officers as peace officers
Community Crime Reduction Plan completed	Community Crime Reduction Plan is approved by Council	Council Ad-hoc Committee established by Council	🟢100	Crime Reduction Plan presented to Council by March 31, 2026

Foster collaborative partnerships to enhance community safety programs

Outcome	KPI	2025 target	% of target achieved	2026 target
By-Law community safety programs are enhanced	Collaborative Partnership Plan implemented	Develop plan	🟨 85^a	Finalize Plan with established partnerships
Emergency response safety programs are enhanced	Mutual aid and Emergency Plan established within Southeast NB	Emergency Plan for Southeast NB adopted by 18 Councils	🟨 90^b	Emergency tabletop exercise with 18 communities

a) Collaborative partnership very well established with RCMP Crime Prevention Unit, YMCA Reconnect, Social Development, and Downtown Moncton Centre-ville Inc.

b) All but one of the 18 municipalities have adopted the emergency plan to date.

Invest in affordable housing options to meet community needs

Outcome	KPI	2025 target	% of target achieved	2026 target
Increased housing supply and housing choice for our vulnerable population	New affordable housing units available annually	25 units	🟢100^a	25 units

a) Permits were issued for more than 40 affordable housing units.

Deliver programs that support the construction of new affordable housing

Outcome	KPI	2025 target	% of target achieved	2026 target
Increased opportunity for housing supply within new and existing residential neighbourhoods	Percentage of all residential units constructed annually with two to four units	By-Law amendments presented to Council for consideration	🟢100^b	2%

b) By-law amendments were approved by Council in April 2025.

Advocate for additional funding from provincial and federal governments

Outcome	KPI	2025 target	% of target achieved	2026 target
Increased number of affordable housing units in the city	Advocacy is ongoing	Advocacy is ongoing	🟢100	Advocacy is ongoing

Leverage innovation in designing, upgrading, and maintaining public spaces

Outcome	KPI	2025 target	% of target achieved	2026 target
Crime Prevention Through Environmental Design (CPTED) principales are incorporated when upgrading or building public spaces	Incorporate principles from Crime Prevention Through Environmental Design (CPTED) when upgrading or building public spaces	City Hall upgrade	🔺30^a	City Hall upgrade Oak Lane Park upgrade

a) An RFP has been issued with work expected to begin in the spring of 2026 and completed by the end of the summer. The project was delayed because design work took longer than anticipated.

Support and work with partners to address and mitigate challenges due to mental health, addictions, and homelessness

Outcome	KPI	2025 target	% of target achieved	2026 target
Improved community well-being through a collaborative approach that reduces the negative impacts of mental health issues, addiction, and homelessness	Implement solutions to mitigate challenges faced due to mental health, addictions, and homelessness	Advocacy is ongoing	🟢100^b	Advocacy is ongoing

b) Public safety is the City's number one priority and both administration and Council took every opportunity to advocate to the Province of New Brunswick for positive change in the area of public safety including the establishment of a mental health court and wrap around services.

Economy

A Thriving, Dynamic Community

To propel sustainable development and strategic investment

Leverage vacant and under-utilized lands/buildings to densify the downtown core

Outcome	KPI	2025 target	% of target achieved	2026 target
Increased density in the downtown	Increase in tax base within the downtown based on approved building permits	Actual amount $ ($200 million between 2025-2029)	🟢18^a	Actual amount $ ($200 million between 2025-2029)

a) There was a total of more than $36 million in downtown building permits in 2025, or 18 per cent of the five-year $200 million target.

Support industrial park development

Outcome	KPI	2025 target	% of target achieved	2026 target
Development of industrial parks meets current and future demand	Hectares of available serviced land	75 hectares	🟢100^b	75 hectares
Development of industrial parks supports Moncton's growth	Increase in tax base	$2.2 million (Land sales and incremental tax grant combined)	🟢100^c	$2.2 million (Land sales and incremental tax grant combined)

b) Total of 96.38 hectares in 2025

c) Tax base increased by $8.38 million in 2025

Leverage programs and incentives to attract and foster downtown business

Outcome	KPI	2025 target	% of target achieved	2026 target
Increase in downtown businesses	Continued investment through downtown grant programs	Two annually	🟢100^d	Two annually (pending policy approval by Council)

d) There was a total of four applications in 2025, one Financial Incentive Program Grant was approved and three Financial Incentive Program Grant applications were received.

Work with other levels of government and advocate for investment in public services

Outcome	KPI	2025 target	% of target achieved	2026 target
Public services required to support sustainable development and population growth in the city are identified and adequately funded by the responsible level of government	Number of successful lobbying efforts for investment in non-municipal public services by other levels of government	Advocacy is ongoing	🟢100^a	Advocacy is ongoing

a) Advocacy performed for provincial tax system reform, fiscal reform, affordable housing, mental health and addictions supports, micromobility legislation, short-term rentals, changes to the Police Act to empower community safety officers, infrastructure funding.

Help new residents integrate into the community

Outcome	KPI	2025 target	% of target achieved	2026 target
New residents are engaged in the community	Coordinate engagement opportunities	Two community events annually	🟢100^b	Two community events annually

b) Six community events were organized in 2025: Greater Moncton Job Fairs, Community Connections for International Students, and International Students Welcome Event.

Manage growth strategies to ensure more people can obtain housing

Outcome	KPI	2025 target	% of target achieved	2026 target
Growth is environmentally and financially sustainable	Urban Growth Strategy is implemented	900 new units	🟢151^c	900 new units

c) Permits were issued for 1,367 new units in 2025.

Continue to manage existing infrastructure

Outcome	KPI	2025 target	% of target achieved	2026 target
Infrastructure renewal investment meets levels of service	Infrastructure renewal budget targets are met	$15 million (streets)	🟢100^a	$16 million (streets)
Infrastructure renewal investment meets levels of service	Infrastructure renewal budget targets are met	$2 million (sidewalks)	🟢100^b	$2.1 million (sidewalks)

a) Funding for street renewal was approximately $16 million.

b) Funding for sidewalk renewal was approximately $2 million.

Continue to support and invest in smart growth opportunities and new assets

Outcome	KPI	2025 target	% of target achieved	2026 target
Emerging smart growth areas are available for development	Open up vacant land to allow development	Worthington Ave extension to Mountain Rd (65 acres)	🟢100	Humphrey's Brook collector roadway between Champlain School and Harrisville Boulevard (90 acres)

Environment

A Green Community

To protect and enhance the environment

Provide support to help Moncton residents make informed lifestyle decisions

Outcome	KPI	2025 target	% of target achieved	2026 target
Monctonians have information to make informed lifestyle decisions to reduce greenhouse gas emissions	Implement Community Energy and Emissions Plan (CEEP)	Develop new communication and outreach tool	🟢 100^a	Comprehensive update to EnviroMap website

a) Developed and unveiled Lift and Learn GHG weight kiosk that was displayed in the City Hall lobby and at the Moncton Public Library.

Invest in active transportation strategies

Outcome	KPI	2025 target	% of target achieved	2026 target
The active transportation network is improved so that it is safer and more convenient for residents to walk, bike, and roll for their daily activities instead of using a car.	Implement Active Transportation Plan	Install physically-separated bikeway: St George Boulevard (Sixth Street to Milner Road) McLaughlin Drive (Edmond Avenue to Xavier Avenue) Build multi-use path: Mapleton Road under the Trans-Canada overpasses	🔺 65^b	Install physically-separated bikeway: McLaughlin Drive (Edmond Avenue to Xavier Avenue) Leopold F. Belliveau Drive (section in front of École l'Odyssée) St. George Boulevard multi-use path from Fairview Drive to Sixth Street/Wellington Avenue Gordon Street unidirectional bikeway from Vaughan Harvey Boulevard to Cameron Street and adding active transportation crossing on north side of Gordon Street at Vaughan Harvey Boulevard Elmwood Drive multi-use path from Lewisville Road to Donald Avenue Improve existing bike lanes with scheduled resurfacing projects (widening and adding buffers where possible) Pave sections of our multi-use trails to improve year-round accessibility
Residents have access to multi-use trails intended for people walking, cycling, and rolling	Implement Recreation Master Plan Phase II	Complete Panacadie Trail: Ownership of former Sunny Brae Rink transferred to City Trail design work completed	🔺 0^c	On hold
Public transit accommodates growth in ridership	Public Transit Growth Strategy implemented	Presented to Council for consideration	🟨90^d	Continue schedule review and service optimization, enhanced tri-community coordination, minor service adjustments to Route #66 Caledonia

Outcome

KPI

2025 target

% of target achieved

2026 target

The active transportation network is improved so that it is safer and more convenient for residents to walk, bike, and roll for their daily activities instead of using a car.

Implement Active Transportation Plan

Install physically-separated bikeway:

St George Boulevard (Sixth Street to Milner Road)
McLaughlin Drive (Edmond Avenue to Xavier Avenue)

Build multi-use path:

Mapleton Road under the Trans-Canada overpasses

🔺 65^b

Install physically-separated bikeway:

McLaughlin Drive (Edmond Avenue to Xavier Avenue)
Leopold F. Belliveau Drive (section in front of École l'Odyssée)
St. George Boulevard multi-use path from Fairview Drive to Sixth Street/Wellington Avenue
Gordon Street unidirectional bikeway from Vaughan Harvey Boulevard to Cameron Street and adding active transportation crossing on north side of Gordon Street at Vaughan Harvey Boulevard
Elmwood Drive multi-use path from Lewisville Road to Donald Avenue
Improve existing bike lanes with scheduled resurfacing projects (widening and adding buffers where possible)
Pave sections of our multi-use trails to improve year-round accessibility

Residents have access to multi-use trails intended for people walking, cycling, and rolling

Implement Recreation Master Plan Phase II

Complete Panacadie Trail:

Ownership of former Sunny Brae Rink transferred to City
Trail design work completed

🔺 0^c

On hold

Public transit accommodates growth in ridership

Public Transit Growth Strategy implemented

Presented to Council for consideration

🟨90^d

Continue schedule review and service optimization, enhanced tri-community coordination, minor service adjustments to Route #66 Caledonia

b) The intersection at St. George and Sixth was returned to its original configuration (two through lanes and a left turn lane) so the bike lane was terminated at Fairview Drive. St. George Boulevard from Fairview Drive to Milner Avenue was physically separated with vertical delineators.

McLaughlin Drive was not physically separated with delineators in 2025 due to the microsurfacing warranty work being completed in August, thus not allowing enough time for installation before removal in October/November.

The Mapleton Road multi-use paths under the Trans-Canada Highway overpass were completed as part of the New Brunswick Department of Transportation and Infrastructure project.

Visually-separated bike lanes were improved during the resurfacing of Hildegard Drive.

c) Panacadie Trail development has been moved to 2027 subject to ongoing discussions with land owners.

d) The Transit Growth Strategy was presented to Council in January 2026.

Advocate for provincial regulations aimed at reducing carbon emissions

Outcome	KPI	2025 target	% of target achieved	2026 target
Carbon emission regulations are identified and implemented	Number of regulations amended or implemented	Advocacy is ongoing	🔺 0^e	Advocacy is ongoing

e) Monitoring of existing regulations was performed but no new advocacy was performed as public safety and housing were the priority for 2025

Mitigate other forms of pollution (e.g. noise, odour, dust)

Outcome	KPI	2025 target	% of target achieved	2026 target
Conflict between residential and industrial zones is reduced as it relates to noise, odour, dust, etc.	Businesses that produce other forms of pollution (e.g. noise, odour, and dust) besides greenhouse gases are regulated or not permitted within a specific distance from residential zones	Include in Municipal Plan Review Advocate for Provincial legislations to be amended	🟢100^f	Include in Municipal Plan Review Identify City by-laws to be amended Advocate for Provincial legislations to be amended

Outcome

KPI

2025 target

% of target achieved

2026 target

Conflict between residential and industrial zones is reduced as it relates to noise, odour, dust, etc.

Businesses that produce other forms of pollution (e.g. noise, odour, and dust) besides greenhouse gases are regulated or not permitted within a specific distance from residential zones

Include in Municipal Plan Review

Advocate for Provincial legislations to be amended

🟢100^f

Include in Municipal Plan Review

Identify City by-laws to be amended

Advocate for Provincial legislations to be amended

f) The Municipal Plan Review has included the outcome. Ongoing advocacy continues related to odour pollution and these efforts have been successful as GNB’s 2025 “Updating the Clean Air Act” engagement specifically identifies introducing odour-based objectives for some substances with strong smells.

Support residents with the knowledge and tools to protect themselves from threats posed by climate change

Outcome	KPI	2025 target	% of target achieved	2026 target
Residents have access to information and tools to protect themselves from the threats posed by climate change	Climate Change Adaptation Plan implemented	Expand and update Plan	🟢100^a	Complete Downtown Flood Mitigation Feasibility Study including public engagement

a) Expanded and updated Climate Change Adaptation Plan adopted by Council Oct. 6, 2025.

Minimize the vulnerability of Moncton's infrastructure against flooding through proactive planning

Outcome	KPI	2025 target	% of target achieved	2026 target
Risk of flooding is reduced	Develop dynamic sewer model for entire City	Complete flow monitoring exercise to populate the sewer model	🟢100	Finalize city-wide dynamic sewer model
Risk of flooding is reduced	Sewer Separation Review & Master Plan (SSRMP) recommendations implemented	East Main storm sewer relief system (St. George Street reconstruction project) Fergus Street Stafford Street Spurr Street Steadman Street (Mountain Road to dead end)	🟢100	Robinson Street reconstruction (Record Street to Main Street)

Protect and enhance our surface water resources

Outcome	KPI	2025 target	% of target achieved	2026 target
The quality of our natural waterways is improved	Sewer Separation Review and Master Plan (SSRMP) recommendations implemented (sewer and storm sewer basins separation)	East Main storm sewer relief system (St. George Street reconstruction project) Fergus Street Stafford Street Spurr Street Steadman Street (Mountain Road to dead end)	🟢100	Robinson Street reconstruction (Record Street to Main Street)
Potable water supply is safe to consume	Compliant with the Guidelines for Canadian Drinking Water Quality for health-related parameters	Compliant	🟢100	Compliant

Continue to increase Moncton's net tree canopy

Outcome	KPI	2025 target	% of target achieved	2026 target
Number of trees being removed on private vacant lands is reduced	Tree Protection Strategy is implemented	Background research / best practices reviewed	🔴50^a	Integrate Tree Protection Strategy into: Municipal Plan City by-laws
Increased net tree canopy on City owned lands within municipal boundary	Establish a way to measure and track actual tree canopy coverage	Define methodology and request required budget	🟢100^b	Acquire funding and develop RFP for consultant to initiate the canopy measurement and prepare the outline of the policy development framework

Outcome

KPI

2025 target

% of target achieved

2026 target

Number of trees being removed on private vacant lands is reduced

Tree Protection Strategy is implemented

Background research / best practices reviewed

🔴50^a

Integrate Tree Protection Strategy into:

Municipal Plan
City by-laws

Increased net tree canopy on City owned lands within municipal boundary

Establish a way to measure and track actual tree canopy coverage

Define methodology and request required budget

🟢100^b

Acquire funding and develop RFP for consultant to initiate the canopy measurement and prepare the outline of the policy development framework

a) Collected research materials from other municipalities. Unforeseen disruptions to Municipal Plan process delayed coordinated review. Instead, pivoted to drafting consultation materials for use in upcoming Municipal Plan engagement process and applying for grant funding for urban forestry planning.

b) Methodology was identified and Parks applied for funding under the Growing Canada's Community Canopies program in November 2025. If approved, the City could receive up to $175,000 in funding of the estimated total project cost of $218,750. The project would identify and quantify our urban canopy quantity and coverage, and establish policy objectives.

Support proper waste separation and disposal

Outcome	KPI	2025 target	% of target achieved	2026 target
Increased number of residents (apartments and condos) participating in waste separation	Support the Province of New Brunswick with implementation of Circular Material (recyclables) program	Investigate multi-family dwelling participation in the program	🟢100^c	By-law amendments presented to Council for consideration

c) Multi-family dwellings and school expansion: Phase 1 has been completed, and service delivery began May 1, 2025. Phase 2 registration deadline has closed with service delivery starting Nov. 1, 2025. RSC- 7 multi-family participation: 473 registered as of May 31, 2025. City by-law under review to implement mandatory registration.

Culture and Recreation

A Vibrant and Inclusive Community

Enrich the lives of residents and visitors

Advocate and support heritage preservation

Outcome	KPI	2025 target	% of target achieved	2026 target
City-owned heritage buildings are examples of excellent preservation and stewardship	Renovate and restore the exterior envelope of heritage buildings to ensure their long-term preservation, as required	Thomas Williams House renovation	🟨 85^a	Complete Thomas Williams House renovation
Heritage properties are protected where applicable	Heritage Conservation Board's Strategic Plan is implemented	Complete heritage inventory: Sunny Brae area Downtown area Churches Other areas of the city	🔺0^b	Complete heritage inventory: Sunny Brae area Downtown area Churches Other areas of the city

Outcome

KPI

2025 target

% of target achieved

2026 target

City-owned heritage buildings are examples of excellent preservation and stewardship

Renovate and restore the exterior envelope of heritage buildings to ensure their long-term preservation, as required

Thomas Williams House renovation

🟨 85^a

Complete Thomas Williams House renovation

Heritage properties are protected where applicable

Heritage Conservation Board's Strategic Plan is implemented

Complete heritage inventory:

Sunny Brae area
Downtown area
Churches
Other areas of the city

🔺0^b

Complete heritage inventory:

Sunny Brae area
Downtown area
Churches
Other areas of the city

a) Work to be completed in June 2026.

b) No funding was approved in 2025. Moved to 2026 target.

Diversify our cultural initiatives

Outcome	KPI	2025 target	% of target achieved	2026 target
Inclusive and diverse cultural initiatives are provided within the City of Moncton	Implement Cultural Plan	Evaluate outcomes from the current Cultural Plan	🟢100	Cultural Plan (2027-2037) presented to Council for consideration

Actively promote Moncton as an officially bilingual city

Outcome	KPI	2025 target	% of target achieved	2026 target
Visitors and newcomers are aware that the City is officially bilingual	Develop coordinated approach to actively promote Moncton as officially bilingual city	Approach presented to Leadership Team for consideration	🔺0^c	Develop Plan to actively promote Moncton as officially bilingual city

c) Realized we needed more input and pivoted to create the Ad Hoc Official Languages Advisory Committee, which is tasked with providing recommendations. The recommendations will lead the development of this plan in 2026.

Develop programming that is responsive to community needs

Outcome	KPI	2025 target	% of target achieved	2026 target
Programming responds to community needs	Implement Recreation Master Plan Phase II	Design and build disc golf course	🔺50^a	Design and build disc golf course

a) Draft design layout received. Construction Fall 2026.

Work to expand event delivery and participation beyond peak tourism season

Outcome	KPI	2025 target	% of target achieved	2026 target
Residents and visitors have additional options to participate in events between October and April	Implement Event Attraction Strategy	Conduct regional scan to determine programming gaps between October and April	🟢100	Implement new or expanded programming opportunities between October and April based on the findings of the gap analysis

Invest in public spaces that foster a sense of community connection and belonging

Outcome	KPI	2025 target	% of target achieved	2026 target
Residents and visitors have access to inspiring public spaces	Implement Riverfront Master Plan	Riverfront Master Plan and vision will be adopted by Council	🔺60^a	Target will be determined based on the plan
Residents have access to local parks to enjoy	Implement Recreation Master Plan Phase I	Savannah Heights Park upgrade	🟢100	Camelot Park upgrade
The community is provided with various artistic experiences	Implement Public Art Master Plan (2019-2029)	First major Indigenous public art piece created at new Codiac RCMP Facility	🟨 95^b	Encourage and support informal and temporary art projects
Residents can enjoy safe and welcoming public spaces within the downtown	Implement Downtown Core Community Improvement Plan	Oak Lane Park - design work	🔺0^c	Oak Lane Park - design work

a) Plan is still in the planning phase and has not yet been adopted by Council.

b) Sculpture fabrication complete. Installation on hold pending site readiness. (Note: Sculpture was installed in February 2026.)

c) Design work moved to 2026.

Encourage and facilitate community gatherings

Outcome	KPI	2025 target	% of target achieved	2026 target
Residents have access to a variety of City-produced and/or supported programming	Provide free programming in public spaces	Conduct regional scan to identify annual programming gaps and build on existing initiatives (e.g., expanding Mobile Fun into off-season months)	🟨 85	Implement new or expanded programming opportunities based on the findings of the gap analysis

City Hall with Moncton Place sign summer

Governance

An Engaged and Democratic Community

To lead by encouraging innovation, participation, transparency, and accountability in our decision-making

Establish and aligned multi-year strategic planning, budgeting, and reporting process

Outcome	KPI	2025 target	% of target achieved	2026 target
Coordinated approach to planning and budgeting	Multi-year strategic planning, budgeting, and reporting processes are updated	Update 25-year Municipal Plan (Plan is updated every 10 years)	🟢30^a	Update 25-year Municipal Plan (Plan is updated every 10 years)
Coordinated approach to planning and budgeting	Multi-year strategic planning, budgeting, and reporting processes are updated	Finalize Strategic Plan with outcomes, key performance indicators, and targets	🟨 95	Update Strategic Plan with new Council (Election May 2026)
Strategic Plan (financial and resources) is aligned with the budgets	Implementation of the Strategic Plan is costed and identified in budgets	Will be costed once approved by Council	🔺0	Will be costed once approved by Council

a) This is a multi-year initiative. Approximately 30 per cent of the work has been completed, and it is on track to meet the target.

Make fiscally responsible decisions to ensure long-term sustainability (values-driven and data-informed)

Outcome	KPI	2025 target	% of target achieved	2026 target
Financial resources are stable and sustainable	Debt ratio	<12%	🟢100^b	<10%
Financial resources are stable and sustainable	Five-yearGross Capital Budget must spend 75% on renewal of existing assets	75%	🟢100	75%

b) The debt ratio was 9.58% for 2025 with a target of 10% for 2026.

Implement innovative and effective public engagement strategies and tools to engage more residents

Outcome	KPI	2025 target	% of target achieved	2026 target
Residents have greater opportunities for engagement	Minimum of one internally-led public engagement annually	Senior programming review	🟢100	Garden Hill Park

Make decisions that reflect the diversity of the community

Outcome	KPI	2025 target	% of target achieved	2026 target
Our decisions reflect the various communities we serve	NB Commissioner on Systemic Racism Report recommendations, within our authority, are implemented	Develop Anti-Racism Policy for City facilities	🟨 85^a	Policy presented to Council for consideration

a) The policy has been developed and is undergoing a final review by the Legal Department before being presented to senior leadership.

Improve how the City communicates with residents

Outcome	KPI	2025 target	% of target achieved	2026 target
Communication methods are diversified to reach a larger audience	Pilot new communication method annually	1	🟢100^b	1

b) Implemented two new communication methods: (1) Added a printed news insert in water bills and (2) redeveloped and re-launched the seniors newsletter.

Create a work environment that encourages innovation and excellence

Outcome	KPI	2025 target	% of target achieved	2026 target
Employees contribute to innovation through the implementation of the Digital Strategy	Five work streams (Experiences, Services, Technology, Data, and People) are actively progressing	Building phase	🟢100	Building phase Exploring phase

Provide employees with professional development and growth opportunities

Outcome	KPI	2025 target	% of target achieved	2026 target
An environment that is supportive of employee growth	Learning and Development Directive approved by Leadership Team	Leadership Team approves directive	🟨 95^a	Target will be determined based on the plan
An environment that is supportive of employee growth	Increase training budget to 1.5% of total payroll by 2026, (Baseline 2025: 1.25% ($750,000)	1.25% ($750,000) of total payroll spent on training (based on current year)	🟨 98^b	1.5% ($940,000) of total payroll spent on training (based on 2025 budget)

a) Will be presented in first quarter of 2026.

b) Total spend: $732,672

Invest in tools that support employees in working more effectively and delivering improved services

Outcome	KPI	2025 target	% of target achieved	2026 target
Increased availability and deployment of appropriate tools and technology to improve employees' effectiveness in service delivery	Increase Information Systems Steering Committee budget by 10% annually to invest in innovation	$125,000 (Baseline)	🟢100	$137,500

Strategic Plan Report

Safety and Security

Economy

Environment

Culture and Recreation

Governance

Safety and Security

A Safe Community

⭐ Deliver effective protective services

Review and adjust services to respond to community needs

Foster collaborative partnerships to enhance community safety programs

Support and advocate for affordable housing

Invest in affordable housing options to meet community needs

Deliver programs that support the construction of new affordable housing

Advocate for additional funding from provincial and federal governments

⭐ Create a safe environment

Leverage innovation in designing, upgrading, and maintaining public spaces

Support and work with partners to address and mitigate challenges due to mental health, addictions, and homelessness

Economy

A Thriving, Dynamic Community

⭐ Attract and retain business and investment

Leverage vacant and under-utilized lands/buildings to densify the downtown core

Support industrial park development

Leverage programs and incentives to attract and foster downtown business

Support sustainable development and population growth

Work with other levels of government and advocate for investment in public services

Help new residents integrate into the community

Manage growth strategies to ensure more people can obtain housing

Make strategic investments in infrastructure

Continue to manage existing infrastructure

Continue to support and invest in smart growth opportunities and new assets

Environment

A Green Community

⭐ Reduce net greenhouse gas emissions and other forms of air pollution

Provide support to help Moncton residents make informed lifestyle decisions

Invest in active transportation strategies

Advocate for provincial regulations aimed at reducing carbon emissions

Mitigate other forms of pollution (e.g. noise, odour, dust)

Adapt to climate change

Support residents with the knowledge and tools to protect themselves from threats posed by climate change

Minimize the vulnerability of Moncton's infrastructure against flooding through proactive planning

Manage and enhance natural assets

Protect and enhance our surface water resources

Continue to increase Moncton's net tree canopy

Support proper waste separation and disposal

Culture and Recreation

A Vibrant and Inclusive Community

⭐ Support and embrace culture, heritage, and bilingualism

Advocate and support heritage preservation

Diversify our cultural initiatives

Actively promote Moncton as an officially bilingual city

Deliver exciting and engaging programs and events

Develop programming that is responsive to community needs

Work to expand event delivery and participation beyond peak tourism season

Enhance and invest in our public spaces

Invest in public spaces that foster a sense of community connection and belonging

Encourage and facilitate community gatherings

Governance

An Engaged and Democratic Community

Be a well-managed and responsible organization

Establish and aligned multi-year strategic planning, budgeting, and reporting process

Make fiscally responsible decisions to ensure long-term sustainability (values-driven and data-informed)

Increase and diversify stakeholder collaboration and resident engagement

Implement innovative and effective public engagement strategies and tools to engage more residents

Make decisions that reflect the diversity of the community

Improve how the City communicates with residents

⭐ Invest in employees and innovation

Create a work environment that encourages innovation and excellence

Provide employees with professional development and growth opportunities

Invest in tools that support employees in working more effectively and delivering improved services