PrairiesCan’s 2024–25 Departmental results report
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© His Majesty the King in Right of Canada, as represented by the Minister of Emergency Management Resilience and Minister responsible for Prairies Economic Development Canada, 2025
Catalogue No. Iu92-1/10E-PDF
ISSN 2561-0996
Aussi disponible en français sous le titre : Rapport sur les résultats ministériels 2024-2025.
From the Minister
As Minister responsible for Prairies Economic Development Canada, I am pleased to share PrairiesCan’s 2024–25 Departmental Results Report which shows continued momentum to grow the Prairie economy as a critical engine of our one Canadian economy.
PrairiesCan is delivering results by helping Prairie businesses become more productive and strengthening supply chains that underpin their long-term growth. In a world where the global trade landscape has fundamentally changed, PrairiesCan is an active partner in providing advice to clients and linking them to relevant federal programming. Our investments in well thought out projects are creating good jobs and building resilient communities across the Prairies – places where we are on the ground to meet local needs and drive meaningful impact.
At the same time, PrairiesCan is working on big picture issues, helping Prairie businesses to embrace Artificial Intelligence, supporting advanced manufacturing across the region, expanding critical mineral processing, strengthening Canada’s trade corridors through enhancing the Port of Churchill, and aiding in Jasper’s recovery.
This Report’s data show a strong return on investment for Canadians. In 2024-25, PrairiesCan investments led businesses to create more than 12,600 jobs, attract $830 million in private investment, support over 8,400 SMEs, generate $1 billion in exports, and drive $1.3 billion in total revenue growth.
I look forward to building on these results and continuing to advance the Prairie economy in the context of a stronger, more competitive Canada.
From the President
It is my pleasure to present the 2024–25 Departmental Results Report for Prairies Economic Development Canada (PrairiesCan).
PrairiesCan is in the business of helping our clients, small and medium-sized enterprises, to succeed. Our region is export oriented and over the past year, in a turbulent trade environment, PrairiesCan has focused on building the capacity of businesses and communities to adapt and thrive in this shifting global landscape.
PrairiesCan staff bring energy, expertise, and a real spirit of collaboration to their work with partners across the Prairies. This past year, their efforts advanced the Framework to Build a Green Prairie Economy, opened new opportunities for Indigenous economic participation, and delivered programs that are building a more inclusive, resilient, and sustainable regional economy. I am mindful of need to do this work effectively and efficiently, and our professionals are committed to the concept of continuous improvement in how we serve our clients and communities.
This Report’s results reflect the dedication of PrairiesCan staff and the strength of our partnerships. Together, we are helping strengthen the Prairie economy as a driver of Canada’s long-term prosperity.
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.
Quality of life impacts
The department’s core responsibility, ‘Economic Development in the Prairies,’ primarily contributes to the “Prosperity” domain of the Quality of Life Framework for Canada and, more specifically, four indicators:
- Gross Domestic Product (GDP) per capita;
- Employment;
- Productivity; and
- Firm growth.
It also contributes to the “Environment” domain to a lesser extent, along with the cross-cutting sub-domains of “Fairness and Inclusion” and “Sustainability and Resilience” through investments in the clean economy and inclusive economic growth.
Progress on results
This section details the department’s performance against its targets for each departmental result under PrairiesCan’s core responsibility: “Economic Development in the Prairies”.
The following three tables present performance indicators from PrairiesCan’s three departmental results (DRs). A few key indicators are applicable to more than one departmental result. For example, the number of jobs created indicator is included in all three tables because PrairiesCan supports projects under each of these DRs that promote job creation.
Many factors influence PrairiesCan’s actual results. They can include: planned budget amounts, the suite of programs delivered during the fiscal year, as well as broad macroeconomic factors. It is important to note that economic development is a long-term endeavor and that some volatility exists year-over-year. Isolating any given fiscal year only tells part of the story, as investments in businesses and communities can have impacts that cascade years into the future. In fact, it is very common for PrairiesCan’s projects to span multiple years.
In the second column of the following tables, PrairiesCan’s targets are presented. PrairiesCan measures results that are attributable to its investments. These targets were developed by aggregating the expected results of all active projects.
Table 1 shows the target, the date to achieve the target and the actual result for each indicator under “Businesses are growing in the Prairies” in the last three fiscal years.
Departmental result indicator |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Number of jobs created |
4,483 |
March 31, 2025 |
|
Value of exports |
$360 million |
March 31, 2025 |
|
Number of PrairiesCan-assisted entities that are majority-led by underrepresented groups* |
40 |
March 31, 2025 |
|
Revenue growth rate of firms supported by PrairiesCan programs |
20% |
March 31, 2025 |
|
| Note: PrairiesCan introduced a new Departmental Results Framework (DRF) and related indicators in 2023-24. Actual results from 2022-23 for many indicators are “not applicable” because the indicator is new to PrairiesCan’s DRF. *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. |
|||
Table 2 shows the target, the date to achieve the target and actual result for each indicator under Communities are developing economically in the Prairies in the last three fiscal years.
Departmental result indicator |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Number of jobs created |
1,660 |
March 31, 2025 |
|
Number of contributing partners engaged in advancing community-based projects (i.e. providing financial or in-kind support) |
58 |
March 31, 2025 |
|
Value of PrairiesCan community economic development investments |
$8 million |
March 31, 2025 |
|
Amount leveraged per dollar invested by PrairiesCan in community projects |
1.0 |
March 31, 2025 |
|
| Note: PrairiesCan introduced a new Departmental Results Framework (DRF) and related indicators in 2023-24. Actual results from 2022-23 for many indicators are “not applicable” because the indicator is new to PrairiesCan’s DRF. *The 2023-24 actual result (5,234) was higher than expected due to PrairiesCan’s unanticipated delivery of the Tourism Relief Fund and an outlier project that was more successful than expected. Furthermore, this indicator has an underlying definition that can be interpreted broadly, sometimes leading to higher-than-expected results. |
|||
Table 3 shows the target, the date to achieve the target and actual result for each indicator under Businesses are commercializing technology and adopting it in the Prairies in the last three fiscal years.
Departmental result indicator |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Number of jobs created |
957 |
March 31, 2025 |
|
Value of exports |
$40 million |
March 31, 2025 |
|
Number of technologies to market |
81 |
March 31, 2025 |
|
Value of business sales growth resulting from technology commercialization or adoption |
$15.9 million |
March 31, 2025 |
|
| Note: PrairiesCan introduced a new Departmental Results Framework (DRF) and related indicators in 2023-24. Actual results from 2022-23 for many indicators are “not applicable” because the indicator is new to PrairiesCan’s DRF. | |||
The Results section of the Infographic for PrairiesCan on GC Infobase page provides additional information on results and performance related to its program inventory.
Details on results
The following section describes the results for “Economic Development in the Prairies” in 2024–25 compared with the planned results set out in PrairiesCan’s departmental plan for the year.
In 2024-25, PrairiesCan continued to deliver on its mandate of growing and diversifying the Prairie economy. Specifically, 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 advocating for Prairie interests
- Pathfinder: helping clients navigate federal economic programs and services
Through these roles, PrairiesCan supports a healthy and resilient economy.
In 2024-25, PrairiesCan continued to implement the Framework to Build a Green Prairie Economy, working with nine other federal departments and Prairie partners. In March 2025, PrairiesCan released an update on early accomplishments that highlighted over $4 billion in federal investments towards 19,000 projects across the region. This includes over $162 million in new PrairiesCan investments that support nearly 6,000 jobs. Key projects include re-shoring manufacturing capacity in Manitoba, building Canada’s first rare earth mineral processing facility in Saskatchewan, continued support for traditional coal communities in Alberta and Saskatchewan, and economic recovery efforts in Jasper.
PrairiesCan also leveraged its pathfinding and advocacy expertise to connect Prairie-based companies and organizations with federal defence procurement and investment opportunities. The department actively promoted Prairie capabilities to international defence contractors with Industrial and Technological Benefits (ITB) obligations, advocating for their inclusion in major Canadian defence projects across aerospace, land, and marine sectors. Through targeted outreach to companies and post-secondary institutions, PrairiesCan engaged with over 400 stakeholders and provided guidance on navigating federal programs and maximizing procurement opportunities.
In its role as a key convener, PrairiesCan hosted the 2025 Western Innovation Forum, where over 360 participants took part in 800+ meetings, with 93% giving positive feedback. The department also supported a record number of Prairie stakeholders at the Canadian Association of Defence and Security Industries (CANSEC 2025), providing support services, facilitating meetings, and co-organizing networking events. To further strengthen regional engagement, PrairiesCan organized or took part in defence-focused trade shows and events across all three Prairie provinces, provided education sessions for defence industry stakeholders, and arranged site visits to Prairie companies for international contractors to showcase local capabilities and foster long-term business partnerships.
An example of an ITB Policy success in the Prairies is Boeing’s investment of $17 million in the Saskatchewan Indian Institute of Technologies to enhance the training of aircraft maintenance engineers. This significant transaction stems from ITB obligations related to Canada’s procurement of the Boeing P-8A Poseidon aircraft for the Royal Canadian Air Force.
Departmental result 1: Businesses are growing in the Prairies
Departmental result 1: Businesses are growing in the Prairies
Through this departmental result, PrairiesCan supports Prairie businesses as they pursue long-term growth. PrairiesCan programming is delivered in three different ways – direct to businesses, through ecosystem organizations, and through community support to drive local economic development.
The overall outcome of this departmental result is to help Prairie Canadians generate wealth, increase their quality of life and grow successful businesses. PrairiesCan’s investments in this area are centered around helping businesses increase their productivity, diversify their export markets and adapt to a rapidly evolving economic landscape.
Results achieved:
- Through this departmental result, PrairiesCan-supported projects achieved the following results in 2024-25:
- 7,174 total jobs created;
- 4,324 jobs created for highly qualified personnel (HQP);
- $953.2 million in exports;
- $832.7 million in incremental private sector investment attracted;
- 5,733 SMEs assisted; and
- $1.1 billion in revenue growth.
- PrairiesCan’s Regional Innovation Ecosystems (RIE) program provided nearly $23.7 million in funding to 28 organizations across the Prairies. These entities, ranging from educational institutions and chambers of commerce to industry associations and applied research centres, are undertaking 30 projects that are creating an environment where companies can innovate, grow, and compete on the Prairies. In fiscal year 2024-25, RIE clients reported that over 5,200 SMEs were assisted, and over 5,900 jobs were created.
- PrairiesCan helped prairie companies become more competitive so that they can reach new markets, including helping them showcase their products and expertise at international venues. PrairiesCan supported over 100 projects with this objective.
- Under the Tourism Growth Program (TGP), PrairiesCan provided funding to primarily not-for-profit organizations to develop tourism products and experiences in the Prairie provinces. Funding improved regional tourism assets and enhanced Canada’s competitiveness as an international tourism destination.
- PrairiesCan supported an additional 12 Indigenous tourism operators with more than $2.3 million in funding. Across the two program years completed to date, 17 Indigenous tourism operators on the Prairies have received nearly $4 million in TGP funding from PrairiesCan. This total represents about 21.8% of PrairiesCan’s total TGP funding allocation, well above the 15% target set for the program.
- Through the Regional Homebuilding Innovation Initiative (RHII), PrairiesCan invested to support local solutions to housing pressures.
The following 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: STC Industrial Contracting GP Inc.
Saskatoon, Saskatchewan
STC Industrial Contracting GP Inc. (STCI) is an Indigenous-owned industrial manufacturing facility in Saskatoon that provides metal fabrication services to the industrial, mining and construction sectors in Western Canada and beyond. STCI creates quality trades jobs for Indigenous peoples and contributes to the economic development of its member communities. In 2023, PrairiesCan provided STCI with nearly $1 million [$975,000] in funding over three years, enabling the company to move into a larger leased space that nearly doubled its usable manufacturing floor. This project has also enabled STCI to compete in new markets. In March 2025, Westinghouse Electric Company announced the signing of MoUs with six Canadian suppliers in Saskatchewan, including STCI, to support nuclear new build projects. This project has created over 30 jobs in total, including 12 for Indigenous peoples, and generated revenue growth of $2.5 million.
Project spotlight: Superior Millwork Limited
Saskatoon, Saskatchewan
Superior Millwork Ltd. is expanding their Saskatoon-based kitchen cabinet manufacturing facility in order to meet surging demand and gain market share in export markets. With over $4.2 million in funding from PrairiesCan, Superior Millwork is establishing a second production plant dedicated to finishing, assembly, and shipping. This strategic move will alleviate bottlenecks at their current facility, enabling them to aggressively target Canadian and US markets. Beyond increased capacity, the new plant will boost efficiency with extended assembly lines and embrace sustainability by utilizing new equipment that slashes energy consumption in the finishing unit by half. To date, this project has generated revenue growth of more than $22.3 million, export sales growth of more than $8.6 million and created 62 jobs.
Project spotlight: Mount Royal University
Calgary, Alberta
PrairiesCan provided Mount Royal University (MRU) with over $1.3 million in RIE funding to expand its Growth Catalyst leadership development and scale-up program. The project is enabling small- and medium-sized businesses in Alberta to grow, innovate, and enter new markets. MRU is using the funding to deliver leadership training, one-on-one mentorship, and access to investment opportunities for businesses while also providing work-integrated learning opportunities for students. As of March 31, 2025, the project has assisted 95 businesses in generating $39.1 million in revenue growth and $10.9 million in export sales. It has also created 176 jobs and trained 185 youth.
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.
Helping communities grow is one of PrairiesCan’s areas of focus. One size doesn't fit all, and each community has unique needs, from diversifying traditional economies, to accelerating new opportunities, and even responding to emergencies.
Results achieved:
- In 2024-25, PrairiesCan-supported projects achieved the following results:
- 2,459 jobs created;
- 2,279 jobs maintained;
- 1,578 SMEs assisted;
- 950 businesses created, maintained or expanded; and
- 1,277 partners engaged in advancing community-based projects.
- In 2024-25, the Community Economic Development and Diversification (CEDD) program delivered nearly $36 million to 38 communities and organizations undertaking projects that aim to generate sustainable, inclusive economic growth across the Prairies.
- PrairiesCan investments included supporting First Nations and other communities in Saskatchewan’s Humboldt area prepare for rapid growth linked to BHP’s $14 billion Jansen potash mine.
- Indigenous economic inclusion was a major focus area for the department in 2024-25, with more than a third of CEDD projects led by Indigenous communities, learning institutions, or not-for-profit organizations.
- Investments from PrairiesCan, Transport Canada, and the Province of Manitoba in the Port of Churchill, MB are revitalizing Canada’s only Arctic deepwater port that is connected to the national rail network, opening global trade routes and increasing economic opportunity in northern and Indigenous communities. This work is resulting in strengthened northern trade corridors.
- Supported communities as they face economic development-related challenges (e.g. wildfires in Jasper, Alberta) being a responsive partner, including convening, advocating or investing.
- PrairiesCan worked to create vibrant and inclusive communities. It delivered the Prairies Performance Arts Initiative (PPAI), an initiative aimed at supporting the Prairies performing arts sector that is still struggling to recover from pandemic-related restrictions as well as declining government funding and private donations.
- PrairiesCan serves as an active member of the Strategic Partnerships Initiative (SPI), an innovative whole-of-government approach that helps advance Indigenous inclusion in large, complex economic development opportunities that span a range of industry sectors across Canada. 2024-25 saw PrairiesCan approve a record number of SPI projects, with a total of 14 projects. These investments benefit Indigenous communities throughout the Prairies and help spur regional economic growth.
- PrairiesCan’s advanced inclusive economic development in the Prairies. The department delivered a diverse range of programs designed to support underrepresented groups. Additionally, PrairiesCan investments resulted in the creation of at least 806 jobs of women.
PrairiesCan also 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 funds to help Prairie entrepreneurs to start, grow, and expand their businesses. In 2024-25, PrairiesCan invested over $26 million in funding to the PBSN.
Results achieved:
- In 2024-25, PrairiesCan’s support to the PBSN generated the following results:
- 3,710 businesses assisted that are starting or expanding their operations;
- 24,170 clients served;
- 35,790 participants trained; and
- 59,960 business advisory and information services provided.
- The Community Futures Organizations provided 552 loans valued at $29.7 million to rural SMEs, while the Women Enterprise Initiative provided 58 loans valued at over $4.2 million to women-owned SMEs. These loans created or maintained a combined total of over 2,060 jobs across the Prairies.
- Supported ten community-focused Economic Development Initiative (EDI) projects delivered through the Francophone Economic Development Organizations, which enhanced Francophone tourism infrastructure, promoted cultural products, supported youth entrepreneurship and enhanced Francophone community spaces.
- Provided 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.
The following 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: Support to a community in need
Jasper, Alberta
When a wildfire damaged and destroyed nearly one-third of the structures in Jasper, Alberta, and shuttered tourism in the peak season, PrairiesCan responded quickly. Drawing on federal partnerships, local expertise, and strong community relationships, PrairiesCan was able to provide meaningful recovery support to meet the needs of Jasper residents and businesses by funding support for small businesses, administered by Community Futures West Yellowhead. PrairiesCan also provided $750,000 to Tourism Jasper to revitalize tourism attractions and support revisitation through signature events throughout the winter, spring and fall seasons. Additionally, PrairiesCan provided over $1.8 million to the Municipality of Jasper to deliver a Commerce Continuity Program that provides temporary locations for displaced retail businesses, enabling them to restart operations. This program also supported the establishment of an interim industrial park to provide businesses and tradespeople access to equipment storage and workspaces to conduct essential rebuild-related operations within Jasper. These efforts are helping to enable business recovery and attract visitors back to one of Canada’s top tourist destinations.
Project spotlight: Blackfoot Crossing Historical Park
Siksika Nation’s Blackfoot Crossing, Alberta
Blackfoot Crossing Historical Park received $350,000 under the Tourism Growth Program to expand the Indigenous heritage experience at Siksika Nation’s Blackfoot Crossing, located in Treaty 7 territory. The funding helped enhance indoor and outdoor visitor, event, and exhibit spaces for year-round authentic Indigenous tourism programming, including storage spaces for repatriated regalia and ceremonial gathering places to support cultural sustainability. As a National Historic Site, Blackfoot Crossing Historical Park serves as a world-class tourism attraction dedicated to the preservation, celebration and promotion of Siksika Nation’s language, culture, and traditions, including Blackfoot people's way of life. PrairiesCan’s investment leveraged $110,000 in non-repayable funding from Travel Alberta. This project has supported 30 jobs (26 Indigenous; 16 women; 4 youth) and helped attract 4,000 tourists.
Project spotlight: University College of the North
The Pas, Manitoba
Through the Strategic Partnerships Initiative, PrairiesCan has provided $1.3 million in funding under the Manitoba Indigenous Critical Minerals Partnerships Initiative to support University College of the North in developing and delivering a Train-to-Hire Mine Readiness Program in Northern Manitoba. The initiative supports Indigenous workforce development through hands-on, culturally relevant training aligned with sector needs.
To date, over 400 applications have been received, with 45 participants enrolled and 41 completing the training, a 91% completion rate. More than half of the graduates have secured employment directly in the mining sector. The program’s culturally grounded, hands-on model has inspired powerful testimonials, spurred requests for expanded training, and attracted direct outreach from Tribal Councils, mining firms, and provincial departments - driving a shift toward more inclusive, community-led approaches to workforce development and industry hiring practices.
Project spotlight: Black Entrepreneurship Program
African Canadian Civic Engagement Council, Alberta
Canada's Black youth entrepreneurs can face unique challenges, including systemic racism, access to capital, and a lack of awareness and/or access to networks and support. PrairiesCan provided $2.3 million in funding through the Black Entrepreneurship Program to the African Canadian Civic Engagement Council, based in Edmonton, to deliver its ANZA Entrepreneurship Ecosystem Program (ANZA). ANZA aims to empower Black youth to cultivate and refine their business concepts. The program supports the development of well-structured business plans and offers guidance to secure loans and launch a business. Through ANZA, 51 businesses have been registered, over 70 participants have been trained, and more than 30 new jobs have been created. ANZA incorporated culturally rooted knowledge and provided wraparound support to vulnerable Black youth, removing barriers, ensuring rehabilitation, and overall success.
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 innovative businesses that are 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.
PrairiesCan supported technology development and adoption though funding programs, strategic investments, and by connecting businesses with opportunities in key sectors.
Results achieved:
- Through this departmental result, PrairiesCan-supported projects achieved the following results in 2024-25:
- 3,032 jobs created;
- 2,815 jobs created for Highly qualified personnel (HQP);
- 92 new technologies to market;
- $214.4 million in revenue growth;
- $46.9 million in exports;
- $47.4 million in expenditures in research and development; and
- $30.5 million in private sector investment attracted.
- Supported firms through the Business Scale-up and Productivity (BSP) program as they pursue product development, technology demonstration, and commercialization. In 2024-25, PrairiesCan approved 19 BSP projects, with a total funding amount of $41.4 million.
- Enhance businesses innovation efforts, focusing on late stage product development, such as technology showcasing and demonstration through the Regional Ecosystems Initiative (RIE). In 2024-25, PrairiesCan approved 36 RIE projects, with a total funding amount of $30.7 million.
- Launched the new Regional Artificial Intelligence Initiative (RAII) to bring new Artificial Intelligence (AI) technologies to market and speed-up AI adoption in critical sectors such as agriculture, clean technology, healthcare and manufacturing. Despite being launched in late 2024, PrairiesCan approved seven RAII projects in 2024-25, with a total funding amount reaching $7.5 million.
- PrairiesCan, in conjunction with the Saskatchewan Research Council, is expanding the Prairies critical minerals sector by investing in Canada’s first rare earth element processing facility in Saskatoon. This investment will position the Prairies as a homegrown clean technology supply chain to help respond to the growing global demand for critical minerals.
- Through the Regional Homebuilding Innovation Initiative (RHII), PrairiesCan provides direct support to eligible businesses to help enhance the local housing supply chain and advance innovation in the residential construction sector. This initiative aims to change the way houses are built and provide more prairie Canadians with a place to call home.
- 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. Early results from this initiative include an increase in expenditures in research and development as well as revenue growth.
The following 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: New Flyer Industries
Winnipeg, Manitoba
NFI Group Inc., headquartered in Winnipeg, Manitoba, is a leading coach and transit bus manufacturer in North America and around the world. The company received $10 million in funding from the Jobs and Growth Fund to modernize its coach manufacturing facilities in Winnipeg and build various demonstration units for the company’s catalogue of zero-emission propulsion system coaches and buses, increasing production volumes and preparing the company to compete for the growing demand for zero-emission transit solutions.
Successful management of this project by the coach division at NFI led to the creation of 135 new jobs for their Winnipeg-based production plant and generated $235 million in new incremental revenue (including $191 million in export revenue), made possible by the enhanced production capacity. Higher production volumes increased economic development along the company’s supply chain, growing the number of large suppliers in Western Canada (those providing $100,000 or more in goods or services) from 67 to 99.
Project spotlight: Demir Engineering Limited
Edmonton, Alberta
Demir Engineering received $2.5M in repayable PrairiesCan funding to expand its production of innovative bi-metallic and metal matrix industry products. This is enabling the company to meet increased global demand for advanced engineered metal alloy casted products and parts used in industrial machinery and equipment. Demir is using advanced technologies like 3D printing and advanced software to design and produce custom, low-volume casted products with improved performance. With these capabilities, Demir is able to eliminate much of the supply chain’s intermediate steps, resulting in lower costs and shorter timelines. By project completion, this investment is expected to create several jobs and generate millions of dollars in exports.
Resources required to achieve results
Table 4: Snapshot of resources required for “Economic Development in the Prairies”
Resource |
Planned |
Actual |
|---|---|---|
Spending |
$307,870,826 |
$348,775,546 |
Full-time equivalents |
221 |
233 |
| Note: The difference in PrairiesCan’s planned spending and actual expenditures is related to the increase in core spending in the Western Diversification Program and Regional Economic Growth through Innovation Initiative and additional spending related to the Tourism Growth Program, Canadian Critical Drug Initiative and Carbon Fibre Manufacturing. | ||
The Finances section of the Infographic for PrairiesCan on GC Infobase page and the People section of the Infographic for PrairiesCan on GC Infobase page provide complete financial and human resources information related to its program inventory.
Related government priorities
This section highlights government priorities that are being addressed through this core responsibility.
Gender-based analysis plus
The Government of Canada’s approach to Gender-based Analysis Plus (GBA Plus) guides PrairiesCan in aligning department practices and strategies when looking at new and existing programs and services.
The department is committed to gender diversity and inclusivity, ensuring that programs and services are developed with careful consideration of their 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.
PrairiesCan’s active approach includes a diverse range of programs designed to support 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. Applicants can voluntarily report whether the applicant organization is owned/managed by underrepresented group(s) and whether the project targets supports underrepresented group(s). From this data, PrairiesCan has the ability to improve its analytical tools in support of departmental programs and services.
Another manner in which the department supports inclusive economic growth is through its research and analysis function. In 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. This research deepens the department’s knowledge and to better serve Prairie Canadians.
In 2024-25, the department initiated a review of its GBA+ framework. The updated framework, set for completion in 2025-26, aims to ensure that policies, training, and resources more effectively support the implementation of GBA+ across the department.
United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals
PrairiesCan supports Canada’s efforts to address the UN 2030 Agenda and the UN Sustainable Development Goals (SDGs) by investing in clean technology and helping communities succeed in the green economy and net-zero future, in addition to supporting a more inclusive economy and the creation of sustainable jobs across the Prairies. The department also adopts practices that promote sustainable development in PrairiesCan’s internal operations.
The department’s programs and services advance the following UN Sustainable Development Goals:
- SDG 8 – Promote sustained, inclusive and sustainable economic growth, full and productive employment, and decent work for all.
- SDG 9 – Build resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation.
- SDG 12 – Ensure sustainable consumption and production patterns.
More information on PrairiesCan’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.
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 refer to the activities and resources that support a department in its work to meet its corporate obligations and deliver its programs. The 10 categories of internal services are:
- Management and oversight services
- Communications services
- Legal services
- Human resources management services
- Financial management services
- Information management services
- Information technology services
- Real property services
- Materiel management services
- Acquisitions management services
Progress on results
This section presents details on how the department performed to meet targets and achieve results 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:
- Efficiency exercise: PrairiesCan examined its processes and projects to work towards a more integrated and efficient and effective program implementation. This will benefit PrairiesCan clients by streamlining processes, clarifying information and deliver better results for Canadians.
- Ethical leadership and learning: Values and ethics remained a departmental priority. Inclusion-related themes were integrated into employee onboarding, town halls, and team discussions, with new real-world scenarios addressing topics such as the responsible use of Artificial Intelligence and social media. Managers and employees participated in learning sessions focused on unconscious bias, inclusive decision-making, and respectful workplace behaviours.
- Advancing inclusion and leadership accountability: In 2024–25, PrairiesCan continued to embed equity, diversity, inclusion, accessibility, reconciliation, and anti-racism into its organizational culture and leadership practices. Leaders were asked to provide concrete examples of how they advanced the Clerk’s Call to Action and government-wide inclusion priorities. This process reinforced the importance of inclusive leadership as a core responsibility, alongside service delivery, policy excellence, and financial stewardship.
- Communications: By implementing externally focused digital communications strategies, PrairiesCan has improved its capacity to publicly highlight the department’s work to grow the regional economy by advancing small- and medium-sized enterprises and the organizations that support them. PrairiesCan set new departmental records in improved key performance indicators on its social media platforms, a key tool to explain what PrairiesCan does, its value proposition, and role its programs and services play in the context of a high performing Canadian economy.
- Deepen PrairiesCan’s knowledge: In the emerging area of Artificial Intelligence (AI), PrairiesCan seeks opportunities to leverage AI to benefit PrairiesCan clients.
Resources required to achieve results
Table 5: Resources required to achieve results for internal services this year
Resource |
Planned |
Actual |
|---|---|---|
Spending |
$13,465,186 |
$13,918,602 |
Full-time equivalents |
99 |
104 |
The Finances section of the Infographic for PrairiesCan on GC Infobase and the People section of the Infographic for PrairiesCan on GC Infobase provide complete financial and human resources information related to its program inventory.
Contracts awarded to Indigenous businesses
Government of Canada departments are required to award at least 5% of the total value of contracts to Indigenous businesses every year.
PrairiesCan’s result for 2024-25
Table 6: Total value of contracts awarded to Indigenous businesses1
As shown in Table 6, Prairies awarded 6.66% of the total value of all contracts to Indigenous businesses for the fiscal year.
| Contracting performance indicators | 2024-25 results |
|---|---|
| Total value of contracts awarded to Indigenous businesses2 (A) | $239,358.16 |
| Total value of contracts awarded to Indigenous and non-Indigenous businesses3 (B) | $3,595,450.08 |
| Value of exceptions approved by deputy head (C) | $0 |
| Proportion of contracts awarded to Indigenous businesses [A / (B−C) × 100] | 6.66% |
|
|
In its 2025–26 Departmental Plan, PrairiesCan estimated that it would award 5.05 % of the total value of its contracts to Indigenous businesses by the end of 2024–25. PrairiesCan was able to exceed this amount by utilizing several Information Technology (IT) purchases through well established Indigenous suppliers.
Spending and human resources
-
In this section
Spending
This section presents an overview of the department's actual and planned expenditures from 2022–23 to 2027–28.
Graph 1 presents how much the Department spent in 2024–25 to carry out core responsibilities and internal services. PrairiesCan is a small department with one core responsibility. Instead of presenting information for this single core responsibility, PrairiesCan is presenting its actual spending by Program Inventory category.
Text description of graph 1
Programs and internal services |
2024–25 actual spending |
|---|---|
Program 1.1 - Innovation |
$129,210,870 |
Program 1.2 - Business growth |
$59,390,333 |
Program 1.3 - Business services |
$32,291,775 |
Program 1.4 - Community initiatives |
$127,882,568 |
Internal services |
$13,918,602 |
Analysis of actual spending by core responsibility
In 2024-25, PrairiesCan had a minimal difference between actual spending and planned spending.
Refocusing government spending
In Budget 2023, the government committed to reducing spending by $14.1 billion over five years, starting in 2023–24, and by $4.1 billion annually after that.
As part of meeting this commitment, PrairiesCan identified the following spending reductions.
- 2024-25: $904,000
- 2025-26: $904,000
- 2026-27 and after: $904,000
During 2024-25, PrairiesCan worked to realize these reductions through the following measures:
- Travel and professional service savings, and
- Contributions repayment recycling mechanism reduction.
Budgetary performance summary
Table 7: Actual three-year spending on core responsibilities and internal services (dollars)
Core responsibilities and internal services |
2024–25 Main estimates |
2024–25 total authorities available for use |
Actual spending over three years (authorities used) |
|---|---|---|---|
Economic Development in the Prairies |
$307,870,826 |
$351,270,228 |
|
Subtotal |
$307,870,826 |
$351,270,228 |
$348,775,546 (2024-25) |
Internal services |
$13,465,186 |
$14,397,760 |
|
Total |
$321,336,012 |
$365,667,988 |
$362,694,148 (2024-25) |
Analysis of the past three years of spending
Total authorities have remained within a consistent range from fiscal year 2022–23 to 2024–25. The overall decrease in voted spending in fiscal year 2024–25 relates to the sunsetting of initiatives announced in Budget 2021, namely the Tourism Relief Fund, Canada Community Revitalization Fund, and Jobs and Growth Fund.
The Finances section of the Infographic for PrairiesCan on GC Infobase offers more financial information from previous years.
Table 8: Planned three-year spending on core responsibilities and internal services (dollars)
Core responsibilities and internal services |
2025–26 planned spending |
2026–27 planned spending |
2027–28 planned spending |
|---|---|---|---|
Economic Development in the Prairies |
$264,594,009 |
$171,302,858 |
$154,557,648 |
Subtotal |
$264,594,009 |
$171,302,858 |
$154,557,648 |
Internal services |
$13,941,553 |
$13,817,569 |
$13,437,424 |
Total |
$278,535,562 |
$185,120,427 |
$167,995,072 |
Analysis of the next three years of spending
The reduction in planned spending for the next three years is attributed to the sunsetting of programs such as Budget 2021 programs: Canada Coal Transition Initiative - Infrastructure Fund, temporary funding for the Regional Economic Growth Initiative announced in Budget 2024 and project cashflow reductions for projects including the Vaccine and Infectious Disease Organization, Canadian Critical Drug Initiative, Carbon Fibre Manufacturing, and the restoration of rail service to Churchill, Manitoba.
The Finances section of the Infographic for PrairiesCan on GC Infobase offers more detailed financial information related to future years.
Funding
This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. Consult the Government of Canada budgets and expenditures for further information on funding authorities.
Graph 2 summarizes the department’s approved voted and statutory funding from 2022-23 to 2027-28.
Textual description of graph 2
Fiscal year |
Statutory |
Voted |
Total |
|---|---|---|---|
2022–23 |
$5,310 |
$494,098 |
$499,408 |
2023–24 |
$5,457 |
$372,151 |
$377,608 |
2024–25 |
$5,171 |
$357,523 |
$362,694 |
2025–26 |
$4,418 |
$209,514 |
$213,932 |
2026–27 |
$4,372 |
$152,112 |
$156,484 |
2027–28 |
$4,558 |
$163,437 |
$167,995 |
Analysis of statutory and voted spending over a six-year period
The overall decrease in voted spending in year 2024-2025 relates to the sunsetting of Budget 2021 initiatives such as the Tourism Relief Fund, Canada Community Revitalization Fund, and Jobs and Growth Fund. Statutory spending includes amounts for the Employee Benefits Plan where the employer matches contributions and payments to the Public Service Superannuation Plan, the Canada and Quebec Pension Plans, Death Benefits, and the Employment Insurance accounts.
Consult the Public Accounts of Canada for further information on PrairiesCan’s departmental voted and statutory expenditures.
Financial statement highlights
PrairiesCan’s Financial Statements (unaudited) for the year ended March 31, 2025, are available on the departmental website.
Table 9: Condensed Statement of Operations (unaudited or audited) for the year ended March 31, 2025 (dollars)
Financial information |
2024–25 actual results |
2024–25 planned results |
Difference (actual results minus planned) |
|---|---|---|---|
Total expenses |
$326,523,052 |
$308,870,420 |
$17,652,632 |
Total revenues |
— |
407 |
(407) |
Net cost of operations before government funding and transfers |
326,523,052 |
308,870,013 |
17,653,039 |
Analysis of expenses and revenues for 2024-25
Total expenses in 2024-25 increased by $17.7 million compared to 2024-25 planned results, primarily due to increased spending compared to planned amounts for the Vaccine and Infectious Disease Organization, and spending for new initiatives introduced with Budget 2024, including the Prairie Performing Arts Initiative, and the Regional Artificial Intelligence Initiative.
The 2024–25 planned results information is provided in PrairiesCan’s Future-Oriented Statement of Operations and Notes 2024–25.
Table 10: Condensed Statement of Operations (unaudited or audited) for 2023–24 and 2024–25 (dollars)
Financial information |
2024–25 actual results |
2023–24 actual results |
Difference (2024–25 minus 2023–24) |
|---|---|---|---|
Total expenses |
$326,523,032 |
$304,488,388 |
$22,034,664 |
Total revenues |
— |
— |
— |
Net cost of operations before government funding and transfers |
326,523,032 |
304,488,388 |
22,034,664 |
Analysis of differences in expenses and revenues between 2023-24 and 2024-25
Total expenses in 2024-25 increased by $22.0 million compared to 2023-24 expenses, primarily due to ongoing programming for the Regional Innovation Ecosystem and the Canada Coal Transition Initiative, offset by reduced transfer payment expenses for the Canada Community Revitalization Fund, the Jobs and Growth Fund, and the Tourism Relief Fund.
Table 11: 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) |
Analysis of department’s liabilities and assets since last fiscal year
The decrease in Total net liabilities is mainly attributable to the establishment of accounts payable balances for the Prairies Performing Arts Initiative, offset by reductions in accounts payable funded under the Jobs and Growth Fund, the Aerospace Regional Recovery Initiative, the Western Diversification Program, and the Canada Community Revitalization Fund. The decrease in Total net financial assets reflects reduced amounts in the Due from Consolidated Revenue Fund used to discharge PrairiesCan's liabilities, and a decrease in Accounts Receivable and Advances.
Human resources
This section presents an overview of the department’s actual and planned human resources from 2022–23 to 2027–28.
Table 12: Actual human resources for core responsibilities and internal services
Core responsibilities and internal services |
2022–23 actual full-time equivalents |
2023–24 actual full-time equivalents |
2024–25 actual full-time equivalents |
|---|---|---|---|
Economic Development in the Prairies |
263 |
244 |
233 |
Subtotal |
263 |
244 |
233 |
Internal services |
109 |
106 |
104 |
Total |
372 |
350 |
337 |
Analysis of human resources over the last three years
The overall decrease in full-time equivalents in fiscal year 2024-25 relates to the decrease in program initiatives such as Budget 2021 Tourism Relief Fund, Canada Community Revitalization Fund, and Jobs and Growth Fund.
Table 13: Human resources planning summary for core responsibilities and internal services
Core responsibilities and internal services |
2025–26 planned full-time equivalents |
2026–27 planned full-time equivalents |
2024–25 planned full-time equivalents |
|---|---|---|---|
Economic Development in the Prairies |
236 |
230 |
227 |
Subtotal |
236 |
230 |
227 |
Internal services |
104 |
103 |
102 |
Total |
340 |
333 |
329 |
Analysis of human resources for the next three years
The base human resource levels continue to be stable for the next three years. Fluctuations that occur at the program level reflect resource realignment to support priorities and projects. The department will continue to achieve its results by allocating its human resources to best support its programs.
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.
Corporate information
Departmental profile
Appropriate minister(s):
The Honourable Eleanor Olszewski, P.C., K.C., M.P.
Institutional head:
President Diane Gray
Ministerial portfolio:
Emergency Management and Community Resilience, Prairies Economic Development Canada
Enabling instrument(s):
Western Economic Diversification Act, R.S.C. 1985, c.11, (4th Supplement)
Year of incorporation / commencement:
1987
Headquarters:
Edmonton, Alberta
Principal offices:
Calgary, Alberta
Saskatoon, Saskatchewan
Winnipeg, Manitoba
Ottawa, Ontario
Regional locations:
Fort McMurray, Grande Prairie, and Lethbridge, Alberta
Prince Albert, and Regina, Saskatchewan
Brandon, and Thompson, Manitoba
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):
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, departments or individuals; and payments to Crown corporations.
- core responsibility (responsabilité essentielle)
- An enduring function or role of a department. The departmental results listed for a core responsibility reflect the outcomes that the department seeks to influence or achieve.
- Departmental Plan (plan ministériel)
- A report that outlines the anticipated activities and expected performance of an appropriated department over a 3-year period. Departmental Plans are usually tabled in Parliament in spring.
- departmental priority (priorité)
- A plan, project or activity that a department focuses and reports on during a specific planning period. Priorities represent the most important things to be done or those to be addressed first to help achieve the desired departmental results.
- departmental result (résultat ministériel)
- A high-level outcome related to the core responsibilities of a department.
- departmental result indicator (indicateur de résultat ministériel)
- A quantitative or qualitative measure that assesses progress toward a departmental result.
- departmental results framework (cadre ministériel des résultats)
- A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.
- Departmental Results Report (rapport sur les résultats ministériels)
- A report outlining a department’s accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
- full-time equivalent (équivalent temps plein)
- Measures the person years in a departmental budget. An employee's scheduled hours per week divided by the employer's hours for a full-time workweek calculates a full-time equivalent. For example, an employee who works 20 hours in a 40-hour standard workweek represents a 0.5 full-time equivalent.
- gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
- An analytical tool that helps to understand the ways diverse individuals experience policies, programs and other initiatives. Applying GBA Plus to policies, programs and other initiatives helps to identify the different needs of the people affected, the ways to be more responsive and inclusive, and the methods to anticipate and mitigate potential barriers to accessing or benefitting from the initiative. GBA Plus 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 priorities (priorités pangouvernementales)
- For the purpose of the 2024–25 Departmental Results Report, government priorities are the high-level themes outlining the government’s agenda as announced in the 2021 Speech from the Throne.
- horizontal initiative (initiative horizontale)
- A program, project or other initiative where two or more federal departments receive funding to work collaboratively on a shared outcome usually linked to a government priority, and where the ministers involved agree to designate it as horizontal. Specific reporting requirements apply, including that the lead department must report on combined expenditures and results.
- Indigenous business (entreprise autochtones)
- For the purposes of a Departmental Result Report, this includes any entity that meets the Indigenous Services Canada’s criteria of being owned and operated by Elders, band and tribal councils, registered in the Indigenous Business Directory or registered on a modern treaty beneficiary business list.
- 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 a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.
- performance indicator (indicateur de rendement)
- A qualitative or quantitative measure that assesses progress toward a departmental-level or program-level result, or the expected outputs or outcomes of a program, policy or initiative.
- plan (plan)
- The articulation of strategic choices, which provides information on how a department 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 the amounts presented in Main Estimates. Departments must determine their planned spending and be able to defend the financial numbers presented in their Departmental Plans and Departmental Results Reports.
- program (programme)
- An Individual, group, or combination of services and activities managed together within a department and focused on a specific set of outputs, outcomes or service levels.
- program inventory (répertoire des programmes)
- A listing that identifies all the department’s programs and the resources that contribute to delivering on the department’s core responsibilities and achieving its results.
- result (résultat)
- An outcome or output related to the activities of a department, policy, program or initiative.
- statutory expenditures (dépenses législatives)
- Spending approved through legislation passed in Parliament, other than appropriation acts. The legislation sets out the purpose and the terms and conditions of the expenditures.
- target (cible)
- A quantitative or qualitative, measurable goal that a department, program or initiative plans to achieve within a specified time period.
- voted expenditures (dépenses votées)
- Spending approved annually through an appropriation act passed in Parliament. The vote also outlines the conditions that govern the spending.