Prince George is at a “pivotal point” economically

To help guide the process, the City brought in Deloitte Canada to lead the review and develop a roadmap for future growth. The resulting report paints a picture of a city rich in economic opportunity — but facing significant hurdles that must be addressed to fully capitalize on that potential.

At the heart of the report’s findings is a clear conclusion: Prince George stands at a pivotal moment. As a long-established service and industrial hub for northern B.C., the city is well positioned to benefit from growth in the resource sector, along with major local developments such as a new acute care tower. These projects promise increased investment, job creation and long-term economic stability.

But those opportunities come with a catch.

The report highlights a critical shortage of skilled workers as one of the most pressing challenges facing local businesses. Employers across multiple sectors reported difficulty finding qualified candidates for essential positions, including millwrights, electricians and Class One drivers.

While a tight labour market can create opportunities for existing workers, it can also constrain growth for employers hoping to expand or take advantage of new projects.

“Shortages in workforce are a positive for the workforce that is there now because they have opportunities to move into careers or jobs that they may not have otherwise had,” said Paul Blais with Deloitte Canada. “But certainly on the employer side of things, it can limit their ability to maximize the economic potential of development that is at the city’s fingertips.”

Compounding the labour challenge is an issue that has become increasingly familiar across Canada: housing.

The report identifies a lack of available housing as a “binding constraint with workforce implications,” effectively limiting the city’s ability to attract and retain the workers it needs. Without sufficient housing supply, potential newcomers may look elsewhere, even when job opportunities exist.

“It’s a fickle situation. It’s a challenge,” Blais said. “Developers aren’t going to build until they see that there’s demand, and demand is outstripping supply. And that’ll prompt a lot of investment.”

Addressing the housing shortage, he added, will require coordinated efforts and creative use of municipal tools. That could include encouraging new developments, promoting secondary suites, and finding ways to increase density within existing neighbourhoods.

“There are mechanisms and tools that the municipality can use to encourage new housing development or to add capacity using existing stock,” he said.

Despite these challenges, the outlook for Prince George remains optimistic. Deloitte’s analysis suggests the city has a strong foundation for growth, particularly given its strategic role in the region.

“The economy is in a great position to move forward positively,” Blais said. “There are challenges all over rural Canada when it comes to economic growth, but the fact that Prince George is a service and industrial hub of northern British Columbia positions it really well for future economic growth.”

The report outlines five key priorities to guide that growth and address current barriers:

Improving how businesses navigate City policies and approvals to reduce delays and strengthen investor confidence;
Positioning downtown as a place to invest, work and do business;
Strengthening the attraction of local talent;
Building on the city’s role as an industrial and logistics centre; and
Achieving organizational excellence in service delivery.

Together, these priorities are designed to create a more business-friendly environment while also addressing long-standing structural issues.

A major emphasis is placed on talent attraction and retention — a recognition that the city’s future depends not only on economic opportunities, but on its ability to build and sustain a skilled workforce.

“We really do want to see the level of the workforce improve in terms of numbers,” Blais said. “It’s not an easy solution. It’s a combination of factors that is going to result in more people moving to Prince George, or for people who live in the region to be able to train, upskill or transition into new positions.”

That combination could include partnerships with educational institutions, targeted training programs, and initiatives aimed at making the city more attractive to newcomers, both from elsewhere in Canada and internationally.

Importantly, Deloitte’s plan is designed to be practical and implementable, rather than aspirational.

“It’s implementable. It’s doable,” Blais said. “The implementation plan we provided city staff takes into consideration existing resources. The majority of activities can happen with the kind of resources they already have in place.”

That focus on feasibility is intended to ensure the strategy does not sit idle, but instead translates into real-world action.

And that, Blais said, is the most critical step of all.

“There’s an energy about moving on,” he said. “My first recommendation would be to act quickly on this. Don’t let it sit for a month or even six weeks.”

After months of consultations involving hundreds of employers, employees and organizations, Blais said the message from the community is clear: the time for planning has passed.

“Now is the time to put those words into action,” he said.

For city officials, the challenge ahead will be balancing immediate needs with long-term goals — ensuring Prince George can address urgent issues like housing and labour shortages while continuing to build on its economic strengths.

If successful, the city could emerge not only as a regional leader, but as a model for how mid-sized communities can adapt and grow in an increasingly complex economic environment.

As Corstanje noted, the world has changed — and Prince George must change with it.

But with the right strategy in place, the city appears ready to meet that challenge head-on.

by Cheryl Jahn

Prince George is at a “pivotal point” economically

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