PrairiesCan’s 2023–24 Departmental results report
On this page
Read a summary of the Departmental results report Print this page
Copyright information
© His Majesty the King in Right of Canada,
represented by the Minister of Northern Affairs, 2024
Catalogue No. Iu92-1/10E-PDF
ISSN 2561-0996
This document is available on the Prairies Economic Development Canada website at www.prairiescan.gc.ca.
This document is available in alternative formats upon request.
From the Minister
As Minister responsible for Prairies Economic Development Canada (PrairiesCan), I am pleased to present the Departmental Results Report for the 2023–24 fiscal year.
This was a year where the growth of Prairie businesses continued to fuel Canada’s economy. PrairiesCan supported this success story by helping businesses to innovate, scale-up and pursue long-term progress for the benefit of people and communities across the Prairies.
In 2023-24 PrairiesCan greatly surpassed its goals of numbers of jobs created, value of exports, revenue growth rate of firms supported by PrairiesCan programs, and number of PrairiesCan-assisted entities that are majority-led by underrepresented groups. By helping small- and medium-sized enterprises with tools to commercialize and adopt new technologies, 131 technologies were brought to market and $148.5 million in export value was achieved – a subset of $667.8 million in export growth from the region through PrairiesCan supported entities. PrairiesCan’s investments resulted in over 35,000 SMEs assisted.
Indigenous economic reconciliation is a continued priority. Last year PrairiesCan made significant investments to support Indigenous tourism projects, increased mineral development opportunities for Indigenous businesses, and stronger partnerships to ensure rail connectivity for people, places and commodities in northern Manitoba.
I am also pleased with the progress PrairiesCan has made to take action on the Framework to Build a Green Prairie Economy by collaborating and coordinating with Prairie partners on investments that move their priorities forward to seize new opportunities in the net-zero economy.
By supporting Prairie businesses, bringing key economic players together, advocating for Prairie interests in the development of federal programs and policies that meet regional needs, and through helping people navigate federal economic programs and services, PrairiesCan is living up to its commitment to diversify and grow the economy across Alberta, Saskatchewan and Manitoba.
I invite you to learn more by reading the report.
From the President
It is a pleasure to present the 2023–24 Departmental Results Report for Prairies Economic Development Canada (PrairiesCan).
At PrairiesCan, we are continuously improving how we work to diversify and strengthen the Prairie economy while efficiently attaining results. In the last year we launched a record six evaluation-related studies to ensure that PrairiesCan’s programs continue to bring value to businesses, communities and sectors of the economy across our region.
PrairiesCan staff are increasingly representative of the communities they serve. They bring expertise and an entrepreneurial, can-do spirit to collaborating with clients and partners to develop an inclusive, diversified economy that benefits the people who live and work on the Prairies.
I am proud of how PrairiesCan is helping to achieve long-term economic growth in the region and encourage you to learn more in this report.
Results – what we achieved
Core responsibilities and internal services
Core responsibility 1: Economic Development in the Prairies
Description
Prairies Economic Development Canada (PrairiesCan) promotes growth and diversification in the economy of the Prairies (Manitoba, Saskatchewan, and Alberta) by enhancing innovation, improving business competitiveness, promoting the adoption of clean technologies, and inclusive growth.
The department’s core responsibility is complemented by three departmental results:
- Businesses are growing in the Prairies;
- Communities are developing economically in the Prairies; and
- Businesses are commercializing technology and adopting it in the Prairies.
Progress on results
This section presents details on how the Department performed to achieve results and meet targets for “Economic Development in the Prairies”. Details are presented by departmental result.
It is important to note that 2023–24 was the first year for PrairiesCan’s new Departmental Results Framework (DRF) and related performance indicators. PrairiesCan’s new DRF includes indicators which are directly attributable to the department’s investments and better reflect the department’s increased focus on achieving outcomes such as job creation, exports, revenues, and economic growth for inclusive groups. This new DRF will ultimately allow PrairiesCan to tell a more impactful and transparent performance story to the public – one that is tailored to how the department impacts the Prairie economy. With this in mind, actual results from 2021-22 and 2022-23 for many indicators in the following series of tables are “not available” because the indicator is new to PrairiesCan’s DRF.
Tables 1.1 – 1.3: Targets and results for Economic Development in the Prairies
Overall, PrairiesCan’s actual results exceeded their target for ten out of its twelve performance indicators in 2023-24.
Tables 1.1 – 1.3 provide a summary of the target and actual results for each indicator associated with the results under Economic Development in the Prairies.
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Number of jobs created |
3,824 |
March 31, 2024 |
|
Value of exports |
$298.2M |
March 31, 2024 |
|
Number of PrairiesCan-assisted entities that are majority-led by underrepresented groups* |
50 |
March 31, 2024 |
|
Revenue growth rate of firms supported by PrairiesCan programs |
10.0% |
March 31, 2024 |
|
| *Underrepresented groups include: 2SLGBTQQIA+, members of the Black community, women, Indigenous peoples, newcomers to Canada and immigrants, members of an Official Languages Minority Community, persons with disabilities, members of a racialized community, and youth. | |||
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Number of jobs created |
1,370 |
March 31, 2024 |
|
Number of contributing partners engaged in advancing community-based projects (i.e. providing financial or in-kind support) |
86 |
March 31, 2024 |
|
Value of PrairiesCan community economic development investments |
$10.0M |
March 31, 2024 |
|
Amount leveraged per dollar invested by PrairiesCan in community projects |
1.1 |
March 31, 2024 |
|
| *This result fell short of the target, likely due to community organizations having less ability to share costs following the impacts of the COVID-19 pandemic. | |||
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Number of jobs |
934 |
March 31, 2024 |
|
Value of exports |
$50.3M |
March 31, 2024 |
|
Number of technologies to market |
106 |
March 31, 2024 |
|
Value of business sales growth resulting from technology commercialization or adoption |
$17.9M |
March 31, 2024 |
|
| *This result fell short of the target, likely due additional time required to commercialize products or services. Some results previously expected during 2023-24 are now expected to be realized in future years. | |||
PrairiesCan’s new DRF includes mostly “project level” indicators, where PrairiesCan aggregates the results of its projects to determine a departmental total. This approach can be more attributable to PrairiesCan’s investments, on one hand, but on the other, can lead to increased volatility in year over year performance. This makes using historical data of limited help in target setting. The reason for this volatility is that projects report results of multi-year projects, and performance can be dependent on departmental priorities, funding received following the target setting exercise, or some projects delivering stronger than expected results. The approach also can emphasize individual projects that may contribute a significant proportion of the total departmental result.
Additional information on the detailed results and performance information for PrairiesCan’s program inventory is available on GC InfoBase.
Details on results
The following section describes the results for Economic Development in the Prairies in 2023–24 compared with the planned results set out in PrairiesCan’s departmental plan for the year.
In 2023-24, PrairiesCan continued to deliver on its mandate of growing and diversifying the Prairie economy. More concretely, PrairiesCan played four important roles to the service of businesses and communities in the Prairies. These four roles are:
- Investor: driving economic growth and creating jobs through strategic investments and targeted initiatives
- Convenor: connecting key players in the economy to support collaboration and growth
- Advisor: informing the government of Canada economic decision-making and advocate for Prairie interests
- Pathfinder: helping clients navigate federal economic programs and services
Through these roles, PrairiesCan is supporting a healthy and resilient economy.
A significant achievement related to our convenor, advisor, and pathfinding roles was the tabling and public launch of the Framework to Build a Green Prairie Economy in December 2023. Coordinated by PrairiesCan, the Framework is a commitment to stronger coordination between federal departments on investments for the Prairies and closer collaboration with regional partners to seize new opportunities to build a more sustainable and inclusive economy. PrairiesCan is working with nine other Federal partners to implement the Framework and advance priorities identified by Prairie stakeholders.
In 2023-24, PrairiesCan continued its support of Northern Manitoba communities. The department collaborated with the Province of Manitoba to continue essential repairs and maintenance on the Hudson Bay Railway, which serves as a critical transportation link for northern Manitoba communities. Funding for the railway and the Port of Churchill are helping to unlock new economic opportunities for Manitoba, boosting exports, creating jobs and reinforcing Churchill’s role as a critical Prairie gateway for trade, driving economic growth and prosperity across our region. The department’s work further builds on the Government of Canada’s and Manitoba’s previous commitments to restore critical rail service to Churchill and surrounding communities.
PrairiesCan also used its pathfinding and advocacy expertise to connect companies and organizations to federal defence procurement business and investment opportunities through the Industrial and Technological Benefits (ITB) Policy, advising stakeholders on maximizing participation and navigating federal programs. PrairiesCan engaged over 400 stakeholders over the year, and organized industry events where companies and post-secondary institutions engaged with defence contractors to demonstrate their capabilities and explore potential involvement in procurement projects. A key example of activities is the PrairiesCan-hosted annual Western Innovation Forum in March, which facilitated over 630 meetings between Prairie-based companies, post-secondary institutions, and international defence contractors. The virtual event attracted nearly 360 participants, with 94% giving positive feedback, showcasing Prairie expertise in clean tech, Artificial Intelligence, and other emerging technologies.
Departmental result 1: Businesses are growing in the Prairies
Departmental result 1: Businesses are growing in the Prairies
Through this departmental result, PrairiesCan aims to support Prairie businesses as they pursue long-term growth. PrairiesCan programming is delivered in three different ways – directly to businesses, through ecosystem organizations, and through community support to drive local economic development.
Results achieved:
- Supported Prairie businesses directly through the Business Scale-up and Productivity (BSP) program to help them be more productive, innovate, and scale-up their operations.
- Helped businesses indirectly by supporting innovation ecosystems in the Prairies through the Regional Innovation Ecosystems (RIE) program.
- Identified a need to increase access and participation of Indigenous clients in PrairiesCan’s core programs. To address this, a landing page was created on the PrairiesCan website for Indigenous organizations to facilitate in pathfinding them to departmental core programs as well as other federal government supports.
- Invested in businesses that are majority-owned or led by underrepresented groups, and the ecosystems that support them.
- Encouraged local economies to position themselves for long term growth through the Jobs and Growth Fund.
- Delivered the Aerospace Regional Recovery Initiative in the Prairies to help the aerospace sector improve their productivity and adopt environmentally sustainable practices.
- Supported Indigenous and non-Indigenous communities, small and medium-sized businesses, and not-for-profit organizations in developing local tourism products and experiences through the Tourism Growth Program.
- Through this departmental result, PrairiesCan-supported projects achieved the following results in 2023-24:
- Over 5,500 total jobs created;
- Over 3,100 jobs created for highly qualified personnel (HQP);
- Over $519 million in exports;
- Over $137 million in incremental private sector investment attracted;
- Over 6,400 SMEs assisted; and
- Over $1.1 billion in revenue growth.
The following two project spotlights describe more concretely how PrairiesCan’s investments are making a difference in the lives of Canadians and communities across the Prairies.
Project spotlight: Business Scale-up and Productivity (BSP)
La Brasserie Nonsuch Brewing Co. (MB)
La Brasserie Nonsuch Brewing Co. (Nonsuch) is a Métis-owned brewery located in Winnipeg’s downtown core. The company specializes in Belgian and European ales that are aged in a process similar to high-end wines. Nonsuch has achieved 323% average year-over-year growth since 2018, and the company has won two gold, three silver and one bronze medals at the Canadian Brewing Awards. Nonsuch received $562,000 in BSP funding to expand its beer production capacity and internalize a canning process. To date, PrairiesCan support has enabled the company to create 15 new jobs and generate $3.1 million in revenue growth.
Project spotlight: Business Scale-up and Productivity (BSP)
Northern Nutrients (SK)
Sulphur is now recognized as the fourth major nutrient needed for crop health, yet soil sulphur levels have been declining in the Prairies for many years. At the time of this project, the available sulphur fertilizers were highly inefficient and difficult for farmers to use. Northern Nutrients Ltd. (NNL) is a crop nutrition manufacturing and distribution company that specializing in low salt and sustainable fertilizer. In 2022, NNL received over $3.8 million in Business Scale-up and Productivity funding to expand a specialized sulphur fertilizer manufacturing facility in Saskatchewan that improves the handling, storage, and transportation of sulphur fertilizer, and triples the available sulphur for crop absorption. To date, PrairiesCan support has helped NNL create 25 jobs, and added millions of dollars in export and cumulative revenue. In 2024, PrairiesCan also worked to connect NNL with other federal partners to discuss funding opportunities for future facility expansion.
Departmental result 2: Communities are developing economically in the Prairies
Departmental result 2: Communities are developing economically in the Prairies
Through this departmental result, PrairiesCan helps communities across the Prairies build resilience.
Community economic development can look different across the Prairies. Through its core program, the Community Economic Development and Diversification Program, the department supported economic development initiatives that help communities across the Prairies grow and diversify. Through this program, PrairiesCan enables communities to leverage their capacity and strengths to respond to economic development opportunities and adjust to changing economic circumstances.
Similarly, PrairiesCan supports Prairie communities by funding its network partners (also known as the Prairies Business Service Network (PBSN) to deliver services in every corner of the Prairies region. The PBSN is a network of nearly 80 independent organizations – including Community Futures (CF), the Women’s Enterprise Initiative (WEI), the Francophone Economic Development Organizations (FEDO), Small Business Services (SBS), Indigenous Business Development Services (IBDS), and Entrepreneurs with Disabilities Program (EDP) – that receive PrairiesCan funds to help people in the Prairies to start, grow, and expand their businesses. In 2023-24, PrairiesCan invested over $26 million in funding to the PBSN.
Results achieved:
- Supported business development and community economic growth through the Community Economic Development and Diversification (CEDD) Program.
- Collaborated with affected communities to support projects under the Canada Coal Transition Initiative. This initiative’s objective is to help workers and communities in areas that rely on coal to adjust, by supporting skills development, economic diversification activities and infrastructure investments during the transition to a greener economy. This community-focused approach has allowed PrairiesCan to deliver regionally-tailored investments that respond to the differences in labour force impact, community size, remoteness and the potential for economic development.
- Collaborated with affected communities to support projects under the Canada Coal Transition Initiative (CCTI) and Canada Coal Transition Initiative – Infrastructure Fund (CCTI-IF). The initiatives’ objectives are to help workers and communities in areas that rely on thermal coal fired electricity plants to adjust, by supporting skills development and economic diversification activities. The infrastructure fund works directly with impacted communities to identify new economic opportunities and develop economic infrastructure projects to support the transition for Canadians working in the coal industry across western Canada. PrairiesCan has developed strong relationships and trust with the impacted communities and those communities are at the centre of the planning for these investments.
- This community-focused approach has allowed PrairiesCan to deliver investments that respond to the differences in labour force impact, community size, remoteness and the potential for industrial and economic development. In 2023-24, PrairiesCan approved $49.6 million in CCTI-IF funding.
- Helped communities and businesses plan and drive clean and sustainable economic growth through the Jobs and Growth Fund.
- Supported targeted business supports to rural entrepreneurs, Indigenous peoples, women, youth, persons with disabilities, and members of Official Languages Minority Communities (OLMC) through the PBSN to increase economic participation.
- Supported eleven community-focused Francophone Economic Development Organizations projects, which enhanced Francophone tourism infrastructure, promoted cultural products, and enhanced creative spaces and cultural institutions.
- The Community Futures Organizations provided 646 loans valued at $35.3 million to rural SMEs, while the Women Enterprise Initiative provided 54 loans valued at over $3.6 million to women-owned SMEs. These loans created or maintained a combined total of over 2,090 jobs across the Prairies.
- In 2023-24, PrairiesCan-supported projects achieved the following results:
- Over 2,600 jobs created;
- Over 3,100 jobs maintained;
- Over 27,000 SMEs assisted;
- Over 1,700 businesses created, maintained or expanded; and
- Over 5,200 partners engaged in advancing community-based projects.
- In 2023-24, PrairiesCan’s support to the PBSN generated the following results:
- Over 3,700 businesses assisted that are starting or expanding their operations;
- Over 27,400 clients served;
- Over 30,200 participants trained; and
- Over 52,500 business advisory and information services provided.
The following three projects below outline more concretely how PrairiesCan’s investments are making a difference in the lives of Canadians in communities across the Prairies.
Project spotlight: Community Futures Program (CFP)
Community Futures Center West (AB)
Community Futures Centre West is inspiring rural Alberta entrepreneurs with the SMART start program. This award-winning initiative empowers entrepreneurs in communities throughout Alberta by combining online modules with in-person workshops and personalized mentorship, giving the knowledge and tools needed to navigate the challenges of starting a business. It fosters a supportive network where entrepreneurs build lasting connections, creating a breeding ground for entrepreneurial success. With a proven 73% success rate for businesses lasting five years, 99% of participants indicated that the program made their business more successful and over 70% remain connected to program participants.
Project spotlight: Community Economic Development and Diversification (CEDD)
Economic Development Lethbridge (AB)
Southern Alberta can be considered the gateway to opportunity due to its rich natural resources and intersecting major trade routes. The region is recognized as a hub for food processing, with global food companies already located there. With more than 1,200 businesses related to agriculture and agri-food in the Lethbridge area, the Agri-Food cluster development initiative is growing and cultivating the established agri-food sector along a 50km stretch of Highway 3 east of Lethbridge known as Canada’s Premier Food Corridor (CPFC). PrairiesCan has committed almost $700,000 to fund this collaborative effort between five municipalities, one non-for-profit organization and two local SMEs. This funding will help to build on regional strengths and to position the region as a powerhouse for food production and processing. A major corporation (NewCold) has recently announced the establishment of a $220 million facility within the corridor, commending the collaborative efforts of CPFC partners. This cooperation was instrumental in identifying the optimal location for NewCold’s investment and exemplifies the potential of a unified regional strategy to support rural communities, grow local companies, and attract new investment.
Project spotlight: Jobs and Growth Fund (JGF)
Ya’thi Nene Land and Resources Office (SK)
Ya’thi Nene Land and Resources Office (YNLR) is a partnership formed in 2016 between three First Nations and four northern communities in the Athabasca Basin in Saskatchewan that supports the long-term benefits of its residents and acts as a first point of contact for industry seeking to do work in the region. YNLR received close to $1 million through the Jobs and Growth Fund to implement six training programs in the Athabasca Basin in partnership with industry stakeholders in the mining, aviation, and technology sectors. Training and work experience was provided to 57 Indigenous people, of which 11 were Indigenous women, and 57 jobs were created. A skills database was also developed for recruitment purposes for residents in the area looking for employment. Alongside this project, PrairiesCan helped to convene a two-day gathering for industry, partners, stakeholders, and employers to build on the success of the project and develop a training and employment strategy for the future.
Departmental result 3: Businesses are commercializing technology and adopting it in the Prairies
Departmental result 3: Businesses are commercializing technology and adopting it in the Prairies
Through this departmental result, PrairiesCan supports firms at different levels of maturity to innovate by commercializing new technologies, scaling up operations, and improving productivity. The majority of PrairiesCan’s efforts in this area involves directly supporting businesses to innovate and accelerate growth.
Results achieved:
- Collaborated with key economic development partners to foster an entrepreneurial environment in the Prairies that is innovative and growing.
- Supported firms through the Business Scale-up and Productivity (BSP) stream as they pursue product development, technology demonstration and commercialization.
- Helped businesses adopt new technologies or processes to ultimately improve their productivity.
- Stimulated growth in the innovation ecosystem, including helping businesses establish, expand or modernize specialized production facilities to increase productivity.
- Promote the adoption and commercialization of technologies through the Regional Innovation Ecosystems.
- Invested in companies and not-for-profit organizations through the Regional Quantum Initiative, a fund that aims to advance and commercialize quantum products and solutions for domestic and global markets.
- Through this departmental result, PrairiesCan-supported projects achieved the following results in 2023-24:
- Over 1,300 jobs created;
- Over 1,200 jobs created for Highly qualified personnel (HQP);
- 131 new technologies to market;
- Over $555 million in revenue growth;
- Over $148 million in exports;
- Over $236 million in expenditures in research and development; and
- Over $101 million in private sector investment attracted.
The following project spotlight outlines how PrairiesCan’s investments are making a difference in the lives of Canadians and communities across the Prairies.
Project spotlight: Regional Innovation Ecosystems (RIE)
The Vehicle Technology Centre (MB)
The Vehicle Technology Centre (VTC) received $2.98 million in funding to support SMEs and grow Manitoba’s heavy equipment vehicle sector. VTC programs enhanced productivity by implementing technology tools, advanced manufacturing processes, and clean energy adoption. They fostered multi-company collaborations, including industry-academic research projects, with a focus on reducing emissions and transitioning to clean energy solutions. As a result of the RIE project, 61 SMEs received assistance, leading to $11.8 million in industry investments in research and development. To date, VTC has trained 325 participants and facilitated the creation of 70 HQP jobs in the industry.
Resources required to achieve results
Table 2: Snapshot of resources required for “Economic Development in the Prairies”
Resource |
Planned |
Actual |
|---|---|---|
Spending |
$356,980,281 |
$358,651,850 |
Full-time equivalents |
220 |
244 |
| Note: The difference in PrairiesCan’s planned full-time equivalents and actual full-time equivalents is related to the implementation of Budget 2021 programs. | ||
Complete financial and human resources information for PrairiesCan’s program inventory is available on GC InfoBase.
Related government-wide priorities
Gender-based analysis plus
PrairiesCan is committed to gender diversity and inclusion. The Government of Canada’s approach to Gender-based Analysis Plus guides us in aligning department practices and strategies with GBA Plus goals when looking at new and existing programs and services.
The department develops all programs and services with consideration of the impacts on marginalized groups including Indigenous Peoples, black Canadians, women, youth, 2SLGBTQQIA+, persons with disabilities, newcomers to Canada, members of racialized communities, and members of official language minority communities.
The department also offers tailored programs that specifically target certain underrepresented groups. These programs include:
- Women’s Enterprise Initiative (WEI);
- Black Entrepreneurship Program (BEP);
- Economic Development Initiative (EDI);
- Francophone Economic Development Organizations (FEDOs);
- Entrepreneurs with Disabilities Program (EDP); and
- Indigenous Business Development Services (IBDS).
To enhance data collection and ensure consistency of gender and diversity data for PrairiesCan applicants, a diversity and inclusion section is included on application forms. This allows the department to compile aggregate information for diverse groups on the ownership and/or leadership of the organizations applying for funding and the populations the projects will directly support. PrairiesCan uses this data to inform programs and policies.
Another manner in which the department supports inclusive economic growth is through its research and analysis function. In early 2023, PrairiesCan commissioned The Centre for Innovation Studies (THECIS) to complete a third set of Prairies-focused women and youth reports to complement the reports completed in 2019 and 2021. The data for these reports has been collected by THECIS; and the reports are expected to be completed in 2024-25. PrairiesCan will also be working with THECIS to schedule a virtual launch of the reports in late 2024, where stakeholders will be invited to attend and gain insights on the report findings.
Program inventory
“Economic Development in the Prairies” is supported by the following programs:
- Innovation
- Business Growth
- Business Services
- Community Initiatives
Additional information related to the program inventory for “Economic Development in the Prairies” is available on the Results page on GC InfoBase
Internal services
Description
Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:
- management and oversight services
- communications services
- legal services
- human resources management services
- financial management services
- information management services
- information technology services
- real property management services
- materiel management services
- acquisition management services
Progress on results
This section presents details on how the department performed to achieve results and meet targets for internal services.
PrairiesCan is a small department that is nimble and innovative. The department has a long history of being a great workplace that cares about the well-being of its employees and is dedicated to delivering strong results for Prairie Canadians. As it attempts to continuously learn, and improve, it is creative in its delivery of internal services. Here are a few examples of key accomplishments of which PrairiesCan is particularly proud:
Workplace inclusivity
In line with our departmental inclusiveness priority, PrairiesCan has continued our efforts to encourage a welcoming and inclusive environment for all. PrairiesCan examined our assessment tools and methods to identify and reduce bias and barriers. PrairiesCan completed targeted recruitment campaigns for members of employment equity groups and created a fully qualified pool of business officers for managers to select from. PrairiesCan continues to educate and inform employees on important commemorative days and support inclusive learning and development. We also recently launched a Sponsorship Program to link executives with employees who identify in an employment equity group with a goal to support their visibility and development. We believe we are best able to serve our clients when staff are heard and supported, and differences are recognized and appreciated.
Continuous improvement
In 2023-24, PrairiesCan undertook a self-reflective exercise, with the objective of continuously learning and improving. It launched an exercise focused on “leaning,” meaning the identification of efficiencies and optimizing the value of work and use of resources. This exercise examined PrairiesCan’s internal processes to improve consistency, efficiency, and service to clients. The benefits of this exercise are already being seen and are two-fold. PrairiesCan learns about itself and its environment while delivering more responsive and tailored service to its clients. Concrete actions that resulted from the exercise have begun and will continue in 2024-25.
Evaluation
In 2023-24, the department launched a record six evaluation related studies to provide evidence-based, neutral assessment of the value for money of its programs. These evaluations are informing senior management decision-making on the relevance and effectiveness of departmental programs. Specifically, a national evaluation of the Regional Economic Growth through Innovation (REGI) program completed in October 2023 concluded that the REGI program continues to be relevant and meets the needs of Canadian businesses and communities. Overall, PrairiesCan investments of $581 million in REGI over a five-year period generated over 25,000 jobs and supported over 13,000 businesses in the prairies.
Social media optimization
In 2023-24, PrairiesCan stepped up the relevance and reach of the department’s social media platforms. A third-party audit revealed LinkedIn as the prime candidate to focus resources and an effort to engage with a significant portion of our target audience that is active on the platform. By establishing a strong, authentic presence and tailoring content specifically for LinkedIn, PrairiesCan has achieved remarkable growth across key performance metrics (e.g. posts, engagements, followers). Most importantly, more people now know about PrairiesCan and have access to our messages.
Intranet renewal
In 2023-24, a significant communication milestone was achieved with the launch of a modern intranet designed to boost employee efficiency and engagement. The new PrairiesNet is a fresh and engaging platform that provides a coherent work environment to a regionally distributed workforce through a common point of internal communications and knowledge sharing. By facilitating quicker access to information, the intranet supports informed decision-making and enhances service delivery to our clients, ultimately boosting efficiency across PrairiesCan’s services to Prairie Canadians.
Resources required to achieve results
Table 3: Resources required to achieve results for internal services this year
Resource |
Planned |
Actual |
|---|---|---|
Spending |
$13,759,398 |
$18,955,684 |
Full-time equivalents |
98 |
106 |
| Note: The difference in PrairiesCan’s planned and actual spending is related to the implementation of Budget 2021 programs and internal support services it provides to PacifiCan. | ||
The complete financial and human resources information for the PrairiesCan’s program inventory is available on GC InfoBase.
Contracts awarded to Indigenous businesses
Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024–25.
PrairiesCan’s result for 2023-24
Table 4: Total value of contracts awarded to Indigenous businesses1
As shown in Table 4, PrairiesCan awarded 10.08% of the total value of all contracts to Indigenous businesses for the fiscal year.
| Contracting performance indicators | 2023-24 results |
|---|---|
| Total value of contracts awarded to Indigenous businesses2 (A) | $260,172.69 |
| Total value of contracts awarded to Indigenous and non-Indigenous businesses3 (B) | $2,581,506.19 |
| Value of exceptions approved by deputy head (C) | $0 |
| Proportion of contracts awarded to Indigenous businesses [A / (B−C) × 100] | 10.08% |
|
|
In its 2024–25 departmental plan, the department forecasted that, by the end of 2023–24, it would award 10% of the total value of its contracts to Indigenous businesses. The department was able to meet its target by leveraging set-asides for Indigenous businesses that pre-qualified under IT hardware and software Standing Offers and Supply Arrangements.
Spending and human resources
-
In this section
Spending
This section presents an overview of the department’s actual and planned expenditures from 2021–22 to 2026–27.
Budgetary performance summary
Table 5: Actual three-year spending on core responsibilities and internal services (dollars)
Core responsibilities and internal services |
2023–24 Main Estimates |
2023–24 total authorities available for use |
Actual spending over three years (authorities used) |
|---|---|---|---|
Economic Development in the Prairies |
$356,980,281 |
$406,492,844 |
|
Subtotal |
356,980,281 |
406,492,844 |
358,651,850 (2023-24) |
Internal services |
13,759,398 |
23,260,627 |
|
Total |
$370,739,679 |
$429,753,471 |
$377,607,534 (2023-24) |
Analysis of past three years of spending
Total authorities have remained within a consistent range from fiscal year 2021–22 to 2023–24. The overall decrease in voted spending in fiscal year 2023-24 relates to the decrease in program initiatives such as Budget 2021 Tourism Relief Fund, Canada Community Revitalization Fund, and Jobs and Growth Fund, and the sunsetting of Regional Economic Growth Initiative Top Up announced in Budget 2023.
More financial information from previous years is available on the Finances section of GC Infobase.
Table 6: Planned three-year spending on core responsibilities and internal services (dollars)
Core responsibilities and internal services |
2024–25 planned spending |
2025–26 planned spending |
2026–27 planned spending |
|---|---|---|---|
Economic Development in the Prairies |
$307,870,826 |
$200,786,785 |
$143,839,088 |
Subtotal |
307,870,826 |
200,786,785 |
143,839,088 |
Internal services |
13,465,186 |
13,163,520 |
12,644,899 |
Total |
$321,336,012 |
$213,932,305 |
$156,483,987 |
| Note: The figures presented in the above table align with information provided in PrairiesCan’s 2024-25 Departmental Plan. | |||
Analysis of the next three years of spending
The reduction in planned spending for the next three years is attributed to the sunsetting of the Budget 2021 programs: Canada Community Revitalization Fund, Tourism Relief Fund, Major Festivals and Events Support Initiative, Jobs and Growth Fund, Black Entrepreneurship Fund and Aerospace Regional Recovery Initiative. In 2025-26, investments in Churchill, Manitoba are forecasted to be lower by $30 million.
More detailed financial information from previous years is available on the Finances section of GC Infobase.
Table 7: Budgetary actual gross and net planned spending summary (dollars)
Core responsibilities and internal services |
2023–24 actual gross spending |
2023–24 actual revenues netted against expenditures |
2023–24 actual net spending (authorities used) |
|---|---|---|---|
Economic Development in the Prairies |
$406,492,844 |
$0 |
$406,492,844 |
Subtotal |
406,492,844 |
0 |
406,492,844 |
Internal services |
26,743,580 |
3,482,953 |
23,260,627 |
Total |
$433,236,424 |
$3,482,953 |
$429,753,471 |
Analysis of budgetary actual gross and net planned spending summary
PrairiesCan received revenues netted against expenditures for various internal support services it provides to Pacific Economic Development Canada.
Information on the alignment of PrairiesCan’s spending with Government of Canada’s spending and activities is available on GC InfoBase.
Funding
This section provides an overview of the department’s voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.
Graph 1 summarizes the department’s approved voted and statutory funding from 2021-22 to 2026-27.
Textual description of graph 1
Fiscal year |
Statutory |
Voted |
Total |
|---|---|---|---|
2021–22 |
$5,092 |
$426,762 |
$431,854 |
2022–23 |
$5,310 |
$494,098 |
$499,408 |
2023–24 |
$5,457 |
$372,151 |
$377,608 |
2024–25 |
$4,173 |
$229,796 |
$233,969 |
2025–26 |
$4,067 |
$172,319 |
$176,386 |
2026–27 |
$4,372 |
$152,112 |
$156,484 |
Analysis of statutory and voted spending over a six-year period
The overall decrease in voted spending in fiscal year 2023-24 relates to the decrease in program initiatives such as Budget 2021 Tourism Relief Fund, Canada Community Revitalization Fund, and Jobs and Growth Fund, and the sunsetting of Regional Economic Growth Initiative Top Up announced in Budget 2023. For future years most of the funding for Budget 2021 will sunset.
Statutory spending includes amounts for the Employee Benefits Plan (EBP) where the employer matches contributions and payments to the Public Service Superannuation Plan, the Canada and the Quebec Pension Plans, Death Benefits, and the Employment Insurance accounts.
For further information on PrairiesCan’s departmental voted and statutory expenditures, consult the Public Accounts of Canada.
Financial statement highlights
PrairiesCan’s complete financial statements (unaudited) for the year ended March 31, 2024, are available online.
Tables 8 and 9: Condensed Statement of Operations (unaudited or audited) for the year ended March 31, 2024 (dollars)
Financial information |
2023–24 actual results |
2023–24 planned results |
Difference (actual results minus planned) |
|---|---|---|---|
Total expenses |
$304,488,388 |
$333,751,942 |
($29,263,554) |
Total revenues |
0 |
325 |
(325) |
Net cost of operations before government funding and transfers |
304,488,388 |
333,751,617 |
(29,263,229) |
The 2023–24 planned results information is provided in PrairiesCan’s Future-Oriented Statement of Operations and Notes 2023–24.
Financial information |
2023–24 actual results |
2022–23 actual results |
Difference (2023-24 minus 2022-23) |
|---|---|---|---|
Total expenses |
$304,488,388 |
$376,662,509 |
($72,174,121) |
Total revenues |
0 |
180 |
(180) |
Net cost of operations before government funding and transfers |
304,488,388 |
376,662,329 |
(72,173,941) |
Table 10: Condensed Statement of Financial Position (unaudited or audited) as of March 31, 2024 (dollars)
Financial information |
Actual fiscal year (2023–24) |
Previous fiscal year (2022–23) |
Difference (2023–24 minus 2022–23) |
|---|---|---|---|
Total net liabilities |
$143,235,507 |
$211,915,896 |
($68,680,389) |
Total net financial assets |
140,396,732 |
208,819,311 |
(68,422,579) |
Departmental net debt |
2,838,775 |
3,096,585 |
(257,810) |
Total non-financial assets |
1,487,323 |
1,785,367 |
(298,044) |
Departmental net financial position |
(1,351,452) |
(1,311,218) |
(40,234) |
Human resources
This section presents an overview of the department’s actual and planned human resources from 2021–22 to 2026–27.
Table 11: Actual human resources for core responsibilities and internal services
Core responsibilities and internal services |
2021–22 actual full-time equivalents |
2022–23 actual full-time equivalents |
2023–24 actual full-time equivalents |
|---|---|---|---|
Economic Development in the Prairies |
279 |
263 |
244 |
Subtotal |
279 |
263 |
244 |
Internal services |
107 |
109 |
106 |
Total |
386 |
372 |
350 |
Analysis of human resources over the last three years
The overall decrease in FTEs in fiscal year 2023-24 relates to the decrease in program initiatives such as Budget 2021 Tourism Relief Fund, Canada Community Revitalization Fund, and Jobs and Growth Fund, and the sunsetting of Regional Economic Growth Initiative Top Up announced in Budget 2023.
Table 12: Human resources planning summary for core responsibilities and internal services
Core responsibilities and internal services |
2024–25 planned full-time equivalents |
2025–26 planned full-time equivalents |
2026–27 planned full-time equivalents |
|---|---|---|---|
Economic Development in the Prairies |
221* |
221* |
221* |
Subtotal |
221 |
221 |
221 |
Internal services |
99* |
99* |
99* |
Total |
320 |
320 |
320 |
| *Note: The figures presented in the above table align with information provided in PrairiesCan’s 2024-25 Departmental Plan. | |||
Analysis of human resources for the next three years
The number of planned FTEs is expected to remain within a consistent range from fiscal year 2024–25 to 2026–27.
Corporate information
Departmental profile
Appropriate minister(s):
The Honourable Dan Vandal, P.C., M.P.
Institutional head:
President Diane Gray
Ministerial portfolio:
The Honourable Dan Vandal: Prairies Economic Development Canada, Northern Affairs, Canadian Northern Economic Development Agency
Enabling instrument(s):
Western Economic Diversification Act, R.S.C. 1985, c.11, (4th Supplement)
Year of incorporation / commencement:
1987
Headquarters:
Edmonton, Alberta
Departmental contact information
Mailing address:
Suite 1500, 9700 Jasper Avenue, Edmonton, Alberta T5J 4H7
Telephone:
780-495-4164 / Toll Free 1-888-338-9378
TTY:
1 (877) 303-3388
Fax:
780-495-4557
Email:
Website(s):
Supplementary information tables
The following supplementary information tables are available on PrairiesCan’s website:
Federal tax expenditures
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.
Definitions
List of terms
- appropriation (crédit)
- Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
- budgetary expenditures (dépenses budgétaires)
- Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
- core responsibility (responsabilité essentielle)
- An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
- Departmental Plan (plan ministériel)
- A report on the plans and expected performance of an appropriated department over a 3 year period. Departmental Plans are usually tabled in Parliament each spring.
- departmental priority (priorité)
- A plan or project that a department has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.
- departmental result (résultat ministériel)
- A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
- departmental result indicator (indicateur de résultat ministériel)
- A quantitative measure of progress on a departmental result.
- departmental results framework (cadre ministériel des résultats)
- A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.
- Departmental Results Report (rapport sur les résultats ministériels)
- A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
- fulltime equivalent (équivalent temps plein)
- A measure of the extent to which an employee represents a full person year charge against a departmental budget. For a particular position, the fulltime equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.
- gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
- An analytical tool used to assess support the development of responsive and inclusive how different groups of women, men and gender-diverse people experience policies, programs and policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.
- government-wide priorities (priorités pangouvernementales)
- For the purpose of the 2023–24 Departmental Results Report, government-wide priorities are the high-level themes outlining the government’s agenda in the Speech from the throne of November 23, 2021 building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighting harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation; and fighting for a secure, just and equitable world.
- horizontal initiative (initiative horizontale)
- An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.
- non-budgetary expenditures (dépenses non budgétaires)
- Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
- performance (rendement)
- What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
- performance indicator (indicateur de rendement)
- A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an department, program, policy or initiative respecting expected results.
- plan (plan)
- The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.
- planned spending (dépenses prévues)
-
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
- program (programme)
- Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.
- program inventory (répertoire des programmes)
- Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.
- result (résultat)
- A consequence attributed, in part, to an department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’s influence.
- Indigenous business (enterprise autochtones)
- For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, an organization that meets the definition and Arequirements as defined by the Indigenous Business Directory.
- statutory expenditures (dépenses législatives)
- Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
- target (cible)
- A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
- voted expenditures (dépenses votées)
- Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.
Page details
- Date modified: