the 20-year strategic capital plan - alberta · to gauge and anticipate these needs, alberta’s...

The 20-Year Strategic Capital Plan

to address Alberta’s infrastructure needs

JANUARY 29, 2008

ALBERTA’S 20-YEAR STRATEGIC CAPITAL PLAN 11

THE 20-YEAR STRATEGIC CAPITAL PLAN

to address Alberta’s infrastructure needs

ALBERTA’S 20-YEAR STRATEGIC CAPITAL PLAN2

Albertans have great reason to be optimistic about the future. Our economyis strong, our communities are vibrant and our province is blessed withabundant resources and renowned natural beauty. But where Alberta will be20 years from now depends a lot on the decisions we make today. That’s atremendous opportunity and responsibility.

As a responsible government, we’re working hard to meet the needs ofAlbertans today and tomorrow. Our plan to secure Alberta’s future focuseson building communities, greening our growth and creating opportunity. Amodern and efficient infrastructure is a key part of this future.

This 20-year Strategic Capital Plan provides a vision for the schools,hospitals, roads, and cultural and recreational sites that greatly contribute toAlbertans’ quality of life. This plan sets the broad direction that will guideour decision making, and help us stay ahead of Alberta’s growinginfrastructure needs.

Looking ahead 20 years on anything is not an easy task. We know that thingschange. While our plan gives great certainty at its beginning, it will beflexible enough to adapt to Alberta’s dynamic future. This strategic plan willhelp ensure that we have the right infrastructure where it is required at theright time.

Building tomorrow, begins today.

Honourable Ed StelmachPremier of Alberta


Alberta – a vibrant province that has become an economic hub envied bymany around the world. Increased economic activity and job opportunitieshave resulted in unprecedented growth, with predictions indicating thatAlberta will grow to five million people by 2028. That’s an exciting prospectand one that requires careful consideration and thought as we address currentand future needs.

To gauge and anticipate these needs, Alberta’s 20-year Strategic Capital Plantakes a wide-ranging look at demographic and economic forecasts. Itrecognizes that new infrastructure is needed and highlights our commitmentto building and maintaining that infrastructure.

Alberta’s 20-year Strategic Capital Plan provides a blueprint for futuredecisions. We will monitor those decisions alongside this plan and willreport regularly to Albertans on our progress.

This capital plan sets the course for Alberta’s future in a responsible mannerthat takes into account environmental, social and economic considerations.We are confident that Albertans embrace the vision outlined and the manybenefits that will result for our Province.

I wish to thank Premier Ed Stelmach, Minister Lloyd Snelgrove, and all myGovernment MLA colleagues for their advice, guidance and support in ourpreparation of this plan.

Honourable Gene ZwozdeskyAssociate Minister of Capital PlanningDeputy Government House LeaderMLA, Edmonton Mill Creek


Table of Contents

Overview: Alberta’s Commitment to Strategic Capital Planning . . . . . . . . . . . . . . . . 7

Forecasting Alberta’s Economic and Demographic Future: The Challenge of Dynamic Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Alberta’s Capital Infrastructure Today: Building on a Solid Foundation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Alberta’s 20 Year Strategic Capital Plan:Addressing Our Infrastructure Needs

Part One: Short-Term and Medium-Term Plans and Priorities . . . . . . 31Part Two: Longer-Term Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

Maintenance and Renewal: Preserving Alberta’s Infrastructure Investment . . . . . . . . . . . . . . . . . . . . . 65

Greening Alberta: Managing the Capital Plan’s Environmental Impact . . . . . . . . . . . . . . . . . 67

Funding the Capital Plan: Using Alberta’s Fiscal Resources Wisely . . . . . . . . . . . . . . . . . . . . . . . . . . 69

Monitoring and Reporting: Addressing Risks to Implementing the Plan . . . . . . . . . . . . . . . . . . . . . . . 73

APPENDICES

Appendix 1– Supplemental Economic and Demographic Information . . . 77

Appendix 2 – Completed Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85

Appendix 3 – Projects in Progress or Announced . . . . . . . . . . . . . . . . . . . 97

Overview:Alberta’s Commitment to Strategic Capital Planning


Alberta is a place of opportunity. Over the past five to ten years, Alberta’seconomy has grown at an unprecedented pace. People from across Canadaand around the world have come to Alberta to join the workforce and buildtheir futures. Communities, large and small, have experienced tremendousgrowth – growth that, in some cases, has occurred so quickly that there hasbeen little time to plan and prepare.

That’s why a 20-year strategic capital plan is so important – so we can lookahead, anticipate the pressures of growth, and take the necessary steps to putin place essential roads and highways, schools and hospitals, utilities andfacilities to support a growing and changing Alberta.

Such a strategic plan must address the pressures we feel today and it mustalso provide a blueprint for the future. This means using the mostcomprehensive information available about trends and future forecasts forthe province combined with our best judgment about what the needs will be,not just over the next few years, but also over the longer term. Equallyimportant, it means taking a bold look at how we can invest wisely ininnovative ideas that will reshape our current infrastructure and prepareAlberta for a very exciting future.

This 20-year capital plan provides certainty about key infrastructure projectsthat will proceed in the short term and recognizes that many of them havebeen approved and announced as part of current and previous years’ plans.It also strives to anticipate and plan now for key developments that will beneeded by our children and grandchildren over the next 20 years.

This 20-year strategic capital plan is intended as a blueprint to guide futuredecisions about priority infrastructure projects in eight key areas: municipalinfrastructure; provincial highway network, other transportation and corridors;health facilities; schools; post-secondary facilities; housing and provincialgovernment projects; community facilities; and water and wastewaterfacilities.

While a number of specific projects are included, this strategic capital plan isnot intended to be a definitive or comprehensive list of all infrastructureprojects that will proceed over the term of this plan. Objectives and prioritiesare outlined, recognizing that the details of specific projects, their costs andtimelines will be identified through government’s ongoing budget process andas part of individual ministry business plans. Adjustments will be made to thisstrategic plan on an ongoing basis to reflect changing needs, new prioritiesand other circumstances in our Province.

This strategic capital planaddresses today’spressures and provides ablueprint for Alberta’stomorrow

LOOKING TO ALBERTA’S FUTUREThis strategic plan is based on clear assumptions about what Alberta’s futurewill hold. It reflects comprehensive information about current trends andpopulation forecasts, economic forecasts for key sectors of Alberta’seconomy, potential changes in where people will live and work, as well aschanges in the nature and make up of Alberta’s population.

KEY ASSUMPTIONS1. Alberta’s economy will continue to show strong growth and

opportunity.

All signs point to continued strong growth in Alberta. Real economicgrowth (growth in Gross Domestic Product) is expected to moderatefrom the exceptionally rapid pace of recent years to around 2.5 percentby 2015, and an average 2.8 percent per year through to 2028.

2. Alberta’s population will continue to grow, but at a slower pace.

By 2028, Alberta’s population is expected to increase by 40 percent (or1.4 million) to nearly 5 million people. That is equivalent to addingtogether the current populations of Calgary, Red Deer, Lethbridge,St. Albert, Medicine Hat, Grande Prairie, Airdrie and the RegionalMunicipality of Wood Buffalo. The number of people coming to Albertafrom other parts of Canada and around the world will ease off to about46,000 per year by 2018.

3. Metropolitan and major urban centres and the Wood Buffalo areawill see the largest growth in population.

While communities across the province are expected to grow over thenext twenty years, Alberta’s major urban centres will see the biggestgrowth.

4. A higher percentage of Alberta’s population will be seniors, but theschool-aged population will also grow.

By 2028, the percentage of Alberta’s population over the age of 65 willdouble. At the same time, the number of children aged 0-17 willincrease by 14 percent.

5. Unemployment rates will continue to remain low well into thefuture.

A steady increase is expected in the number of people working inAlberta.

6. Future land-use plans will have an impact on where communitiesgrow, where industry is located, and where infrastructure is built.

With increasing demands on Alberta’s finite supply of land, plans willbe needed to manage competing demands and balance growth anddevelopment with preservation of Alberta’s landscapes.


By 2028, Alberta’spopulation is expected toincrease by 40 percent(or 1.4 million) to nearly5 million people

By 2028, the percentage ofAlberta’s population overthe age of 65 will double

The Government of Alberta will strive to ensure that Albertans continue toenjoy an outstanding quality of life. Today’s Albertans expect essentialservices to be available, accessible and to meet high standards of quality.There is every reason to assume that future Albertans will have similarexpectations in terms of excellent health care, education, roadways, parksand recreation, arts, cultural and community facilities. Through thisstrategic capital plan, our government will take the necessary steps to helpmeet those expectations.


VISIONGiven those assumptions, and consistent with our provincial government’sobjectives for Alberta, this strategic capital plan begins with the followingvision.

In 2028, Alberta will still be the most exciting and rewarding province inCanada to live, work, and raise a family. Our province will continue tooffer the best possible quality of life with the highest standard of living inCanada, including excellent opportunities for new and long-time Albertans.

This strategic capital plan will deliver the outstanding infrastructure neededto support our innovative and vibrant province.

Alberta will be a leader in designing and constructing facilities and otherinfrastructure using the latest in innovative technologies, barrier-freedesign, and environmentally friendly methods and materials to reduceemissions, reduce the use of energy, and help preserve Alberta’senvironment.

Alberta will boast a world-class transportation system comprising roadsand highways, bridges and overpasses, railways and transit lines that are ingreat condition. This integrated transportation system will unite the entireprovince and provide safe and efficient transport of people, goods andservices. This "future Alberta" will offer efficient, accessible andenvironmentally responsible public transportation systems. It will featurebetter, faster and safer connections within and between major urban centresand with their neighbouring communities, as well as into Alberta’s high-growth industrial areas.

In 2028, Alberta’s schools will be busier than at any other time in Alberta’shistory. These vital facilities will be constructed and/or renovated toprovide access to new technologies and teaching methods and to ensure ahealthy environment for our children.

Alberta’s post-secondary institutions will grow in size and stature, willcontinue to be well maintained, and will be among the best publicly fundedfacilities in Canada. Our training, teaching, and research facilities willaccommodate growing numbers of students benefiting from state-of-the-arttechnologies and equipment. Future Alberta will offer increased studentspaces in trades and technology, medicine and health, business, science, thearts and other areas in order to meet the needs of Alberta’s growing anddiverse economy.

The Alberta provincial health care system will focus on a continuum ofhealth care delivery that provides prevention, outpatient, community andhome care services as well as emergency, acute and tertiary health services.Equitable access will continue to be provided to patient services across theprovincial regional delivery service system. Alberta’s provincial health


Alberta will have theoutstanding infrastructureneeded to support ourinnovative and vibrantprovince

Barrier-free designs,environmentally friendlymethods and materials, andinnovative technologies willbe featured


system will also include centres of expertise in tertiary services and chronicdiseases such as cancer and diabetes, and will continue to attract the bestmedical researchers in the world. Advances in technology and clinical bestpractices will also improve how and where health services are deliveredprovincially. The needs of persons with disabilities across the province willbe met with more accessible facilities and community-based services.

Alberta’s elderly population will have grown significantly by 2028. Theproportion of elderly patients will increase, bringing with it changing careneeds and increased acuity. A supportive "aging in place" continuum ofhousing and care options will be in place to meet the needs of ourprovince’s seniors.

Cities and towns across the Province will have an adequate supply ofaffordable housing units to meet the needs of their community members andto eliminate chronic homelessness. Municipalities will work together on aregional basis to plan and build essential infrastructure and vibrantcommunities. The Capital Region Integrated Growth Management Plan andthe Calgary Regional Partnership are examples of this cooperation.

Albertans will benefit from a wide selection of recreation and leisureoptions throughout the province, including world-class theatre andperformance facilities, arenas and agriplexes. Alberta’s parks and naturereserves will provide Albertans and visitors from around the world with anopportunity to experience and enjoy the unparalleled beauty of our naturalheritage. A variety of municipal recreation centres will be built, expandedand renovated, adding to the quality of life in communities across theprovince.

PRINCIPLESThis 20-year capital plan is designed to achieve the above-noted vision forAlberta’s future. It is also built on some important principles:

1. Bold Thinking

We need to think beyond the immediate and pressing needs for newroads and interchanges, and consider bold possibilities for the future –possibilities that include, for example, vastly expanded rapid transitsystems, better and faster connections between major centres, andadditional capacity in the system for clinical cancer treatment servicesbased on state-of-the-art research.

2. Paced Planning

While we are fortunate to have a prosperous province, that does notmean we can do everything immediately or all at once. We need to takea careful and thoughtful approach to plan for the future, identify keypriorities, and make the best use of provincial revenues in a pacedmanner.

Alberta is prosperous, butthat does not mean we cando everything immediatelyor all at once

Persons with disabilitieswill have more accessiblefacilities and services

3. Conscious Greening

Albertans care deeply about the quality of our environment. One of thegoals of this capital plan is to build a "greener" Alberta. That meansincorporating sustainable business design into all new projects, planningsustainable building operations, addressing alternative energy sources,maintaining the quality and quantity of Alberta’s water supply, caringfor the land, ensuring quality air, and addressing the impact of climatechange on Alberta’s infrastructure needs.

4. Flexible Forecasting

The most current and available information has been used to forecastwhat and where Alberta’s future needs will be. At the same time, thisplan sets out a framework and objectives for future capital priorities,noting that it also must be flexible and responsive in addressingchanging circumstances or unforeseen needs.

5. Innovative Capital Management

Given the substantial volume of new infrastructure projects required tomeet Alberta’s anticipated growth, there is a tremendous opportunity toresearch, test and implement innovative approaches in the design andconstruction of capital projects, and in how they are financed and built.

6. Strategic Spending

This capital plan takes into account the initial capital building costs,how much the Province can afford to spend on capital projects, ongoingoperating costs of capital projects, and long-term maintenance costs.


One of our goals is to builda “greener“ Alberta

Innovative opportunitiesabound for creative design,construction and financing


SETTING THE FRAMEWORK FOR CAPITAL PLANNING

This strategic capital plan focuses on three time spans:

• Short-term plans – immediate action to commence or continue work onprojects already funded and/or announced

• Medium-term plans – start planning and budgeting now for projects thatwill proceed as short-term projects are completed

• Longer-term plans – build on the success of completed short-term andmedium-term projects to fulfill the vision for Alberta in 2028

Not surprisingly, the short-term priorities for this strategic plan are the mostpredictable and certain. They include many specific projects that have beenannounced and are proceeding. The medium-term plans are based onprojections and forecasts of what we expect Alberta’s infrastructure needs tobe, given changes in our population and our economy. Specific details,timelines, and the necessary resources will be announced as part of ourprovincial government’s ongoing budget process. For the longer term, thisplan envisions the kind of Alberta we want to build and the innovativeapproaches that will be needed to make that vision a reality.

WHAT THIS STRATEGIC CAPITAL PLAN DOESCutting across the three time spans, this capital plan:

• Provides a long-term strategic framework for addressing Alberta’sinfrastructure priorities so that programs, goods and services can bedelivered in ways that meet Albertans’ needs now and in the future

• Outlines a maintenance plan to ensure that Alberta’s existing and futureinfrastructure is maintained in good condition

• Requires high environmental standards to be applied to all projects thatare approved and supported by the provincial government

• Assesses and recommends strategies for financing essential capitalprojects, including alternative financing arrangements

• Addresses potential risks to the plan, including managing future costs,and assessing the capacity of industry and provincial partners (such asmunicipalities, health regions, school boards and post-secondaryinstitutions) to provide the infrastructure required for Alberta

• Initiates a new approach to monitoring and regular reporting onprogress in relation to capital plans

Initiates a new approach tomonitoring and regularreporting on progress inrelation to capital plans

Specific details, timelines,and funding will beannounced as part of ourongoing annual budgetprocess

High environmentalstandards will be integratedinto all facilities andprojects supported throughthis capital plan

Taken together, this 20-year strategic capital plan also supports the threepriorities identified by Premier Stelmach.

• Building Communities – This 20-year capital plan provides essentialsupport to municipalities along with support for community facilities soimportant to maintain our quality of life. It also envisions schools closeto where children live, world-class universities, colleges and technicalinstitutes, and a leading-edge health care system

• Greening our Growth – High environmental standards will beintegrated into all facilities and projects supported through this capitalplan as well as into initiatives that sustain our environment, ensure asafe and sustainable supply of water, respect our land-use plans, andmaintain air quality

• Creating Opportunity – By planning ahead and anticipating Alberta’sfuture needs, the essential infrastructure will be in place to stimulateand/or attract businesses, innovators and entrepreneurs to our provinceand to create opportunities in communities all across the province fromvalue-added agriculture to nanotechnology, tourism, and medicalbreakthroughs

DEVELOPING PLANS FOR EIGHT KEY AREASSpecific objectives have been set to guide decisions about capital projects ineach of the eight key areas included in this strategic plan.

1. Municipal Infrastructure – The objectives are to:• Provide long-term sustainable and flexible funding to municipalities• Facilitate regional cooperation• Support major areas of industrial growth• Encourage rapid transit and expanded access to public transportation

2. Provincial Highway Network, Other Transportation and Corridors –The objectives are to:

• Follow through on plans already announced for the short term

• Support new highways, and expand and upgrade existing highways

• Add and upgrade interchanges on major highways to smooth the flowof traffic

• Complete ring roads around Edmonton and Calgary as well asplanning of ring roads for Alberta’s other major centres and outerring roads for Calgary and Edmonton

• Facilitate the mobility of goods, particularly in relation to the PortAlberta plans (near the Edmonton International Airport) and enhancelinks to the port at Prince Rupert


Support new highways, andexpand and upgradeexisting highways

Provide long-termsustainable and flexiblefunding to municipalities


• Support industrial development, including infrastructure necessary tosupport the development and extraction of oil sands and the plannedrefining developments in Alberta’s Industrial Heartland (an area northand east of Edmonton)

3. Health Facilities – The objectives are to:

• Provide a continuum of new and expanded health care facilitieswhere they are needed to meet the demands of a growing populationwith a particular focus on community care

• Maintain, and when necessary renew, existing facilities

• Respond to the changing needs of an aging population

• Respond to changing disease patterns and a growing incidence ofchronic disease, e.g., cancer and diabetes

• Support innovative approaches to health care, including mental healthprograms

• Expand treatment options for people with addictions

4. Schools – The objectives are to:

• Expand our investment in capital maintenance and renewal tomaintain the quality of Alberta’s schools

• Provide new schools close to where students live (particularly in new,high-growth communities), and meet the needs of Alberta’s growingstudent population

• Increase the use of steel-framed modular classrooms to provideflexibility and respond to a growing population

• Consider increased access to distance and career and technologystudies through the planning for regional skill centres and mobileCareer and Technology Studies (CTS) labs

5. Post-Secondary Education Facilities – The objectives are to:

• Expand access to post-secondary education by supporting the creationof new spaces at Alberta’s universities, colleges and technicalinstitutes

• Develop and enhance technology programs to meet the demands ofan increasing number of students and employers

• Address key workforce challenges, particularly in the health carefield

• Ensure the necessary capital maintenance and renewal of existing andplanned post-secondary facilities

Provide new and expandedhealth care facilities

Provide schools close towhere students live

Expand access to post-secondary education

6. Housing and Provincial Government Facilities – The objectives areto:• Increase Alberta’s supply of affordable, and barrier-free housing to

meet the needs of a growing population

• Expand housing for seniors and help facilitate more seniorsremaining in their own homes

• Increase the supply of transitional housing units to support thereduction of homelessness

• Provide the necessary court houses and correctional facilities toenhance the safety of Albertans

• Increase the province’s financial commitment to capital maintenanceand renewal by setting aside a percentage of annual capital spendingfor maintenance projects

7. Community Facilities – The objectives are to:

• Build a culturally vibrant and healthy Alberta, by providing and/orsupporting infrastructure envisioned in Alberta’s Cultural Policy –The Spirit of Alberta

• Strengthen and enrich Alberta communities

• Diversify Alberta’s economy through tourism and cultural industry

8. Water and Wastewater Facilities – The objectives are to:

• Ensure Albertans continue to have access to a safe and secure supplyof drinking water

• Manage water supply and storage, while honouring supplyagreements with Alberta’s neighbours

• Work with municipalities to support regional water systems andpartnerships

• Maintain and protect Alberta’s aquatic ecosystems

• Support farming, ranching, and agriculture in general, with irrigationplans that provide sufficient water supplies

• Facilitate ongoing work on implementing Alberta’s Water for Lifestrategy

COMMITTING THE NECESSARY RESOURCESSince 2003, the Alberta Government has committed an unprecedentedinvestment in essential infrastructure projects. In fact, Alberta’s per capitaspending is more than three times the average of other provinces. Thatinvestment has resulted in many new schools and post-secondary facilities,innovative new health facilities, substantial improvements to our roads andhighways, and numerous other new facilities across the province.


Increase Alberta’s supply ofaffordable, subsidized andbarrier-free housing tomeet the needs of agrowing population

Strengthen and enrichAlberta communities

Support farming, ranchingand agriculture withirrigation plans

The Alberta Government’s commitment to infrastructure continues with thisnew 20-year strategic capital plan.

Over the short and medium terms of this plan, the Government commits toproviding an investment averaging about $6 billion ($2007) annually todeliver the infrastructure required by Albertans. As part of Alberta’songoing commitment to sound fiscal management, this average amount willbe reviewed as economic conditions change.

Exact amounts and details of specific projects, timelines and costs, will beannounced as part of the Government’s annual budget process. To supportthis plan, Government will ensure taxpayers get the best value for theirinvestment by combining government revenue with innovative financingapproaches to ensure projects proceed on a timely basis.

Increased investments in maintenance and renewal of existing infrastructurewill ensure that Alberta’s capital assets are maintained in, or elevated to,good or fair physical condition.

Alberta has developed into a world-class location with boundlessopportunities, a thriving economy and an exceptional quality of life. This20-year strategic capital plan provides a blueprint for moving Alberta forward.It uses a coordinated and thoughtful approach to anticipate and manage growthin our outstanding communities, and ensures an even better future for ourchildren and their children.


Interprovincial Comparison of Capital Spending(dollars per capita)

0

300

600

900

1,200

1,500

1,8002,100

2,400

93-94

94-95

95-96

96-97

97-98

98-99

99-00

00-01

01-02

02-03

03-04

04-05

05-06

06-07

07-08

OtherProvinces

Alberta

Source: Dominion Bond Rating Service Limited, The Canadian Federal and ProvincialGovernments – 2007 Overview, October 2007. Alberta data for 2004-08 has beenupdated by Alberta Finance.

An investment averagingabout $6 billion annually($2007) will continue to berequired over the short andmedium terms of thisstrategic plan


This 20-year capital plan starts from a clear vision of what we want toachieve, but also reflects what we know today about the most likelyscenarios for Alberta’s future.

Understanding and anticipating the future needs of Albertans is no simpletask. Our forecast must project the growth of the population, the health ofthe economy, the lifestyle trends that are important to Albertans, as well asmany other factors. All of that information must be reflected in a capitalplan that selects and prioritizes projects for construction, renewal orexpansion.

In developing this plan, extensive information was compiled about currenttrends and population forecasts, economic forecasts for key sectors ofAlberta’s economy, potential changes in where people live and work, inaddition to changes in the nature and make-up of Alberta’s population. Thatinformation provides the basis for key assumptions that underlie this capitalplan. It also drives considerations about where there will be the greatestneeds for new schools and hospitals, or for expansions of roads andhighways.

This strategic capital plan is based on a high-growth forecast. The primaryassumption is that growth will be robust, and that this growth will extendfor the next 20 years. Given the current economic climate, this seemsreasonable, perhaps even obvious. However, should the factors contributingto Alberta’s phenomenal growth change suddenly or unexpectedly, Alberta’sfuture growth could be significantly impacted, potentially leading to slowergrowth overall.

While there is some risk in choosing a high-growth forecast, doing theopposite could cause other problems. Therefore, it has been decided to planfor high growth and be ready to meet the demands caused by that highgrowth.

Forecasting Alberta’s Economic and DemographicFuture: The Challenge of Dynamic Change

The primary assumptionis that growth will berobust both in terms ofpopulation growth andgrowth in the economyfor the next 20 years

It has been decided toplan for high growth andbe prepared


Appendix 1 provides supplementary information on economic anddemographic assumptions underlying this capital plan. Highlights of the sixkey assumptions are as follows:

1. Alberta’s economy will continue to show strong growth andopportunity.

Alberta’s economy has been growing at an exceptional pace over thepast decade. Over the last ten years, Alberta has had the fastest growingGross Domestic Product (GDP) in Canada. In 2006, Alberta’s economygrew by 6.6 percent, more than double the rate of growth for the rest ofCanada.

Looking ahead, Alberta’s attractive business climate, the abundance ofnatural resources and efforts to diversify the economy create a brightfuture for Alberta. Alberta has become known as a reliable source ofnatural resources, and the global demand for these resources is strong.As well, our focused investment has yielded a growing researchcommunity in medicine, life sciences, engineering, communicationstechnology and nanotechnology.

Exports of non-energy products are expected to grow by nearly3 percent per year through to 2028, adding to the diversity of Alberta’seconomy and the need to put in place more efficient road, rail, and airtransportation routes.

Exciting technological developments in life sciences, and leading edgeenergy research, and other Alberta centres of excellence are expected tocreate new opportunities for Albertans. For example, the new NationalInstitute of Nanotechnology (University of Alberta, Edmonton) hasdrawn top researchers from around the world and will lead to newdiscoveries that change lives.

The Alberta SuperNet expands opportunities for people living in smallerrural communities and opens up innovative new health care approaches,including online health consultations and the potential for extendingtreatments to more remote parts of the Province.

All of these areas will drive future economic success as new productsare developed and commercialized right here in Alberta. As a result,Alberta’s economy will continue to expand at a steady, if not a robustpace, although slower than at present.

Business investment will continue to remain strong in the energy sectorand in other sectors as well.

Real economic growth (growth in GDP) is expected to moderate fromthe exceptionally rapid pace of recent years to 2.5 percent by 2015, andaverage 2.8 percent per year through to 2028.

In 2006 Alberta’s economygrew by 6.6 percent, morethan double the rate ofgrowth for the rest ofCanada

Business investment willcontinue to remain strongin the energy sector and inother sectors as well


2. Alberta’s population will continue to grow, but at a slower pace.

Alberta’s population growth will moderate from 3 percent per year in2006 to around 1.5 percent in 2028. The number of people coming toAlberta from other parts of Canada and the world will ease off to about46,000 annually by 2018. The result is that Alberta’s population isforecast to grow to nearly 5 million people by 2028 – an increase of 40percent from 2007.

3. Major urban centres and the Wood Buffalo region will see thelargest growth in population.

Much of our population growth will occur in our metro centres,Edmonton and Calgary, where annual real GDP growth is expected toaverage 3 percent through to 2028. Continued strong growth is also

Real GDP Growth: Alberta and Canada

Alberta’s Population: Historical and Projected

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

5,000,000

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

Source: 2007 Alberta Finance, Conference Board of Canada (CBoC)

Source: Statistics Canada and Alberta Finance

1.5

2.0

2.5

3.0

3.5

4.0

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

Alberta Canada-CBoCAlberta Projected Canada CBoC Projected

Alberta’s GDP growth isexpected to lead Canada’sfor years to come

Alberta’s population isexpected to reach 5 millionby 2028

Percent


anticipated for the Wood Buffalo region. The rest of the province canexpect annual averages of about 2 percent real GDP growth. Forexample, Lethbridge and area, and Medicine Hat and area are expectedto experience 2 percent annual population growth through to 2028, whileCamrose and Drumheller are expected to grow at 1.8 percent annually.Regions in and around Banff, Jasper, Athabasca, Grande Prairie and RedDeer are expected to grow at about 1.2 percent annually through 2028.

4. A higher percentage of Alberta’s population will be seniors, but theschool-aged population will also grow.

An increasing percentage of our population will be over the age of 65.Currently, there are about 375,000 seniors in Alberta. By 2028, thisfigure is expected to double to approximately 750,000. This importantfactor will have an impact on how we plan new seniors’ facilities,expand health care facilities, and adapt communities to reflect a growingproportion of seniors.

By 2028, the demand for new schools will have increased significantly,driven by a 14 percent increase in the number of children between theages of 0 and 17 – from about 800,000 today to 918,000. At the sametime, the percentage of young adults (in the 18 – 25 age group) willgrow modestly by 2012, and then actually decrease as a percentage ofthe total population until 2023. After that, the number of young adults isexpected to increase to about 425,000 people – up from 410,000 youngadults today.

5. Unemployment rates will continue to remain low well into thefuture.

One of the biggest challenges with today’s economy is finding enoughpeople to meet the demands of the workplace. As a result, employmentgrowth is expected to average about 1.5 percent per year until 2028 and

Average Annual Population Growth by Age Category 2007 to 2028

1.31.5

0.9

1.5

4.6

0

1

2

3

4

5

0-5 6-17

18-25

25-64 65

+

While much of Alberta’spopulation growth willoccur in Edmonton,Calgary and the WoodBuffalo region, growth willbe province wide

The increasing number ofAlberta seniors will impacthow new seniors’ facilitiesare planned

Source: Statistics Canada and Alberta Finance

Percent


unemployment rates are expected to remain low. Alberta’sunemployment rate is expected to remain the lowest in Canada for theforeseeable future.

6. Future land-use plans will have an impact on where communitiesgrow, where industry is located, and where infrastructure is built.

Alberta’s landscapes host a range of activities, from growing crops andraising livestock to mining oil and gas, harvesting trees, supportingrecreation, and providing places for Alberta’s growing population to

live, work and play. But as Alberta’s population and our economy grow,there are clear signs of pressures and competing demands for Alberta’sfinite supply of land. While we have been able to manage the use ofAlberta’s lands for a population of just over 3 million people, once thatpopulation reaches close to 5 million, the pressures on our landscapeswill grow dramatically.

Since 1980, the number of registered vehicles on our roads has increasedby 64 percent. The number of all-terrain vehicles has increased fourfoldsince 1987 and the number of snowmobiles has increased by 70 percent.Applications for new oil, gas and coalbed methane wells have alsoincreased dramatically. Larger farms are increasing, more trees arebeing harvested, plus the demands for electricity – and the land requiredfor utility corridors – have increased to keep pace with a growingeconomy. All of these factors demonstrate the need to achieve a wellbalanced land-use strategy.

To address these pressures, plan ahead and preserve the quality ofAlberta’s landscapes, the provincial government is developing our Land-use Framework to ensure we make the right choices about the use of

Unemployment Outlook, Alberta and Canada

3

3.5

4

4.5

5

5.5

6

6.5

7

2006

2008

2010

2012

2014

2016

2018

2020

2022

2024

2026

2028

Alberta Alberta ProjectedCanada CBoC Canada CBoC Projected

Source: Statistics Canada, Alberta Finance, Conference Board of Canada (CBoC)

Alberta’s unemployment isprojected to remain under4% – the lowest in Canada

Percent

Alberta’s land. This Framework will help manage our growth not stop itand is one of the key factors that must be considered as integral to thiscapital plan.

In everything we do and plan, the Government of Alberta will strive toprotect and enhance Albertans’ outstanding quality of life. Albertans expectessential services to be available, accessible, and to meet high standards ofquality. The government will take the necessary steps to ensure thoseexpectations are met.

Today, Albertans enjoy the benefits of an excellent health care system, ledby strong health regions, state-of-the-art facilities and equipment, leading-edge scientists and researchers, and an outstanding health workforce.Alberta’s students benefit from one of the best basic education systems inthe world, with results that consistently rank higher than the rest of Canadaand among the top in the world. Alberta’s universities, colleges andtechnical institutes are becoming increasingly recognized on the nationaland international stage for their academic and technical excellence.

Our breathtaking scenery is preserved and celebrated in national andprovincial parks across the Province. As individuals and families, Albertansare exceptional patrons of the arts, culture and museums, enjoying world-class facilities including the Royal Tyrrell Museum (Drumheller), the RoyalAlberta Museum (Edmonton), the Citadel Theatre (Edmonton), the CalgaryPerforming Arts Centre, the Esplanade Arts and Heritage Centre (MedicineHat), the Glenbow Museum (Calgary), and many others.

There is every reason to believe future Albertans will expect these essentialfacilities and services to continue and flourish, thereby enhancing thequality of life we enjoy today.


The government isdeveloping a Land-useFramework to ensure theright choices are madeabout the use of Alberta’sland

Government of Alberta willstrive to protect andenhance Albertans’outstanding quality of life


As a result of the Government of Alberta’s capital spending in recent years,Alberta’s infrastructure is among the best in Canada and helps createboundless opportunities. To ensure that Albertans continue to benefit fromthe services provided through capital infrastructure, the Alberta governmenthas made a commitment to maintain and improve existing infrastructure andhas laid out aggressive plans to construct new infrastructure over the next20 years.

THE STATE OF ALBERTA’S INFRASTRUCTURE TODAYWhile a large number of new capital projects have been approved andcompleted around the province, it is also important to consider the currentvalue of today’s infrastructure and the investment that may be needed in thefuture to preserve that investment and maintain the quality of buildings,roads, highways and facilities.

The 2007 replacement value of Alberta’s infrastructure assets is estimated at$232 billion. Over half of the assets are at the municipal level.

Alberta’s Capital Infrastructure Today:Building on a Solid Foundation

Replacement Value of Alberta Infrastructure Assets, 2006-07

Note: Municipalities share the responsibility for funding Municipal Infrastructure together withthe province.

Source: 2007 Alberta Treasury Board

Municipal Infrastructure 125.5Provincial Highway

Network 49.0Health Facilities and

Equipment 12.5Schools 16.5Post-secondary Facilities 9.3Government Facilities,

Housing and Equipment 7.3Community Facilities 0.9Water and Wastewater

Management 10.6

Total 231.6

Replacement Value ofAlberta Infrastructure

Assets, 2006-07(billions of dollars)

Municipal Infrastructure - 54%

Provincial Highway Network- 21%

Health Facilities and Equipment - 5%

Schools - 7%

Post-secondary Facilities- 4%

Community Facilities - 1%

Water and Wastewater Management - 5% Government Facilities,

Housing and Equipment - 3%

Future infrastructure plans for each of the eight key functional areasincluded in this strategic plan have to address not only the types of newprojects that may be required, but also the importance of maintaining thevalue of the current infrastructure investments. This means assessing thecurrent condition of the infrastructure in each functional area anddetermining an appropriate investment in maintenance and renewal overtime so that the infrastructure in place today can remain in good workingcondition.

An assessment of current infrastructure examined the physical condition,utilization, and functional adequacy for each of the eight areas. Theassessment takes into account the unique physical features of the specificinfrastructure in each of the eight functions. For example, the rating ofprovincial highways takes into account the roughness of the road while therating for schools addresses the quality of the physical features of theschool.

Looking at physical condition alone, our review shows that water andwastewater systems (i.e. dams, canals and irrigation districts) have thehighest proportion of assets in good and fair condition. On the other hand,community facilities (i.e. parks and heritage sites) have the lowestproportion of assets in good and fair condition.

Maintaining Alberta’s existing infrastructure and protecting our investmentin these important facilities is absolutely critical. With many of Alberta’sinfrastructure assets entering the last one-third of their life expectancy,many will require major renovations, repair or replacement, while newinfrastructure assets will require proper and regular maintenance throughouttheir useful life. This issue is a critical component of this strategic capital


Physical Condition Performance ofAlberta’s Infrastructure Assets by Envelope, 2006-07

69%

61%

67%71%

60%

39%

85%

76%

3%

10%

3%

30%

21%

28%26%

21%

13%

33%

25%

10%

5%

14%

2%

28%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

MunicipalInfrastructure

ProvincialHighwayNetwork

HealthFacilities andEquipment

Schools PostSecondaryFacilities

CommunityFacilities

Water andWastewaterManagement

GovernmentFacilities,

Housing andEquipment

Good Fair Poor

Source: Alberta Treasury Board, 2006-07

Many of Alberta’sinfrastructure assets areentering the last one-thirdof their life expectancy


plan and one that is addressed in more detail in subsequent sections of thisplan.

The state of Alberta’s infrastructure today demonstrates the Government ofAlberta’s ongoing commitment to maintaining the province’s infrastructure.Without this commitment to maintain and improve our infrastructure,Alberta’s buildings, roadways and parks would not operate as well as theydo today, providing services and recreational opportunities for all Albertans.

SPENDING ON INFRASTRUCTURE HAS REACHEDUNPRECEDENTED LEVELSFortunately, important projects have been planned, announced and arealready underway to accommodate the pressures of growth we are seeing allacross Alberta, but especially in a number of high-growth communities.

Beginning with Budget 2003, the provincial government introduced a three-year capital plan outlining government’s commitment to capital planning forboth government-owned projects and capital projects for school boards,municipalities, health regions and post-secondary institutions. The capitalplan for 2003-06 invested $5.5 billion in capital projects.

Since then, subsequent adjustments to the three-year capital plan haveincluded substantial increases in funding for capital projects. By 2006, thethree-year budget for capital projects had more than doubled to$13.3 billion. Alberta’s current capital plan for 2007-10 includes a record$20.7 billion. That puts Alberta’s per capita spending on infrastructure at alevel that is more than three times higher than the average of otherprovinces.

Alberta’s Capital Spending: 1993-94 - 2009-10

Source: Budget 2007 Fiscal Plan, 2nd Quarter Fiscal Update, 2007-08

0

1

2

3

4

5

6

7

8

1993

-94

1994

-95

1995

-96

1996

-97

1997

-98

1998

-99

1999

-00

2000

-01

2001

-02

2002

-03

2003

-04

2004

-05

2005

-06

2006

-07

2007

-08

2008

-09

2009

-10

(billions of dollars)


This unprecedented investment is the product of Alberta’s incrediblegrowth. In 2006, Alberta’s economy grew by 6.6 percent and nearly 100,000more people made Alberta their home. The significant investment ininfrastructure was essential to manage the pressures arising from this levelof growth, including the challenge of moving quickly and addressingsubstantial cost escalation on projects that had already been approved.

EXAMPLES OF RECENT CAPITAL ACCOMPLISHMENTSThese are only some of the highlights of projects recently approved orunderway across the province. For a more detailed listing of over$12.5 billion in projects recently completed in Alberta, refer toAppendix 2: Completed Projects.

Municipal infrastructure

• Introduced the Alberta Municipal Infrastructure Program, providing$3 billion over five years to support core infrastructure municipalprojects such as new roads, repaving, bridge repairs, sewer upgrades,water treatment facility expansions, and recreational facilities

• Introduced the Municipal Sustainability Initiative, a new programproviding $1.4 billion per year by 2010 to assist municipalities withessential capital projects

Provincial highway network, other transportation, and corridors

• Completed the south leg of Edmonton’s Anthony Henday ring road

• Paved 918 kilometres of provincial highways in 2006

• Paved 1,100 kilometers of provincial highways in 2007, including majorpaving on Highways 519, 561, 570 and 813, as well as repaving onHighways 15, 39 and 560

• Twinned several segments of the North-South Trade Corridor including33 kilometers of Highway 63 and 43 kilometers of highway 43

• Extended Deerfoot Trail from Highway 22X to Highway 2A

• Began bridge construction on Highway 49 at Smoky River and Highway719 over Henderson Creek

Health facilities

• Completed construction of the new Alberta Children’s Hospital on theUniversity of Calgary campus to help meet the health needs of Alberta’schildren

• Designed and constructed the Mazankowski Alberta Heart Institute,scheduled to open in 2008

• Expanded and renovated the Royal Alexandra Hospital in Edmonton toreduce wait times for specialized surgeries such as orthopedics, vascular,thoracic, and ear, nose and throat

Premier Stelmachannounced the MunicipalSustainability Initiative in2007, securing long termfunding for Albertamunicipalities

1,100 Kilometres ofprovincial highways werepaved in 2007

In 2006, Alberta’s economygrew by 6.6 percent andnearly 100,000 more peoplemade Alberta their home

• Opened the new South Health Centre, a community health centre inCalgary

• Constructed a new Westlock long-term care centre to replace theexisting facility providing 120 long-term care beds

• Constructed the Rimbey Hospital and Care Centre, scheduled forcompletion by Summer of 2008

• Constructed the Johnstone Crossing Community Health Centre in RedDeer, scheduled for completion in spring of 2008

Schools

• Provided funding in 2006-07 to open 15 new and replacement schools,3 modernization/addition projects and purchased 183 new steel-framedmodular classrooms creating more than 8,000 student spaces across theprovince

• Provided funding in 2007-08 to open 13 new and replacement schools,32 modernization/addition projects and purchased 72 steel-framedmodular classrooms creating more than 11,400 spaces across Alberta

Post-secondary facilities

• Supported a new multi-purpose building at Medicine Hat College,providing a new home for the library, information technology programsand classrooms

• Completed the University of Calgary’s Child Development Centre,integrating world-class research, training, services and policy to enhancechild development

• Constructed the National Institute for Nanotechnology facility at theUniversity of Alberta to focus on revolutionary research innanotechnology

• Completed the Robbins Health Learning Centre at MacEwan College inEdmonton, providing space to train an additional 2,000 nursingundergraduate students

• Supported the completion of Donald Cameron Hall at the Banff Centre

• Supported the completion of the Sport and Wellness Centre at KeyanoCollege in Fort McMurray

• Supported the refurbishment of the Cousins Building at LethbridgeCollege

• Supported the HVAC (Heating, Ventilation and Air Conditioning)replacement at Medicine Hat College


Opened 13 new andreplacement schools, andcreated 11,400 studentspaces in 2007-08

Completed the RobbinsHealth Learning Centre atMacEwan College,providing an additional2,000 spaces to trainnursing undergraduates

Housing and Provincial Government Projects

• Announced the Municipal Sustainability Housing Program/CapitalEnhancement to provide both block funding and project-by-projectfunding to high-growth municipalities which is expected to support thedevelopment of more than 11,000 units over the next five years

• Announced the Affordable Housing Program to address critical growthpressures in the Regional Municipality of Wood Buffalo which willsupport the development of 600 new affordable housing units

• Opened the Calgary Courts Centre in fall 2007 and work will soon beunderway on a new 700-stall parkade

• Started work on the new Edmonton Remand Centre

• Refurbished the Canmore Nordic Centre

• Installed video arraignment and perimeter security systems at variouscourthouses across the province

• Completed Alberta SuperNet, bringing access to high speed broadbandconnections to 429 communities across the province

• Completed a Level III Bio Containment Lab in Edmonton, puttingAlberta on the cutting edge of animal disease detection and research

• Constructing a new Food Processing Development Centre in Leduc tostrengthen Alberta’s capacity to apply new technology and develop newor improved products and processes

• Installed an emergency power system to ensure a safe and secure powersupply for a government computer Data Centre in Edmonton

Community facilities

• Refurbished both the Northern and Southern Alberta Jubilee Auditoria toprovide outstanding venues for arts and cultural performances

• Restored Lougheed House in Calgary as a historic legacy and reminderof Alberta’s past

• Expanded Dinosaur Provincial Park to provide an expanded field station,visitor reception, sales and volunteer space for this World Heritage Site

• Expanded Cypress Hills Provincial Park to include a new visitorresource centre for information services, heritage interpretation,education and exhibits

Water and wastewater management

• Completed the Red Deer River Erosion project near Duchess

• Completed the Bare Creek Dam Rehabilitation project near Elkwater

• Upgraded the Western Headworks Electrical and Shepard Complex inCalgary and the Michele Creek Dam near Manyberries


Alberta will fund more than11,000 housing units overthe next 5 years

Completed the AlbertaSuperNet, bringing highspeed broadbandconnections to 429 Albertacommunities

With a clear vision and understanding of trends and factors that willinfluence Alberta’s future, strategic capital plans have been developed forthe eight key functional areas.

Cutting across each of those eight areas, the following considerations helpshape plans for the next 20 years.

This 20-year plan will provide certainty, yet remain flexible

As noted earlier in this plan, the short-term components of this strategicplan provide the most certainty. Infrastructure needs are well known. Manyof the essential projects have already been announced or are underway. Alist of hundreds of projects already announced and/or in-progress can befound in Appendix 3.

There is still much to do to catch up with and address the pressures of high-growth communities. Over the medium and longer term, the approach ismore directional, outlining clear objectives, identifying some of the keyprojects that need to proceed, but maintaining flexibility to adjust ascircumstances change. In some components of this plan, particularly intransportation, more certainty can be provided given the long-term plansrequired for constructing new roads and highways. But in other areas suchas schools, health or post-secondary facilities, more flexibility is required.In the longer term, only big picture ideas within a broad framework can beenvisioned. As work on the plan proceeds, more certainty on projects canand will be added.

Details of future projects will be approved and announced through theregular budgeting process.

This 20-year capital plan provides an overall framework and details onsome of the many projects that will proceed over the coming years. It is notintended to identify each and every capital project that will be approved andfunded over the next 20 years. Announcements of individual projects willbe made as part of the future budget plans for the various governmentministries responsible for Alberta’s highways, schools, health facilities,post-secondary institutions, municipal support, affordable housing, andenvironmental projects. Continuous planning by all provincial governmentministries is necessary to support this strategic plan and to ensure that theproject priority review process gives timely approval to proposed projects.


Alberta’s 20-Year Strategic Capital Plan:Addressing Our Infrastructure Needs

PART ONE: SHORT-TERM AND MEDIUM-TERM PLANS AND PRIORITIES

Over the medium andlonger term, the approachis more directional,outlining clear objectives

As work on the planproceeds, more certainty onprojects can and will beadded

This 20-year capital planprovides an overallframework

Announcements ofindividual projects will bemade as part of futurebudget plans

High environmental standards will be applied to all projects approvedand supported by the provincial government.

Consistent with Premier Stelmach’s priority on "greening Alberta’s growth"one of the objectives of this capital plan is to step up Alberta’s efforts topreserve and protect our environment. As work on this capital plan unfolds,high, achievable environmental standards will be set and implemented forall projects approved by the provincial government.

MUNICIPAL INFRASTRUCTUREAs noted in the previous section, Alberta’s economy and population havebeen growing at a phenomenal rate. Many of the pressures arising from thatgrowth are most evident at the municipal level across the province. Rapidpopulation growth is straining municipal infrastructure and acceleratingneed for expansion. Cost escalation has also limited the ability ofmunicipalities to build projects since more funding is required to addressinflation on existing projects.

The Alberta government is committed to providing Alberta municipalitieswith long-term sustainable funding to assist them in meeting the challengesof growth and enhancing their long-term sustainability. This commitment tolong-term sustainable funding also benefits smaller communities that playan important role in supporting Alberta’s agriculture industry.

KEY OBJECTIVES Providing long-term funding to municipalities

The objective of the Municipal Sustainability Initiative is to provide long-term flexible funding that provides a solid foundation for municipalities.Current arrangements under the program will need to be reviewed on anongoing basis to take into account shifts in key factors affectingmunicipalities.

Facilitating regional cooperation

As Alberta’s population grows, we expect to see continued growth aroundmajor urban centres. There are several places in the province wheremunicipalities have been in conflict over growth plans. The fundingarrangements in place to support capital projects should, wherever possible,facilitate greater regional cooperation and joint planning to minimizeconflict and make the best possible use of available funds.

The Alberta government will work with the regional board created to build acomprehensive development plan for the Capital Region, as part of theGovernment’s response to the Capital Region Integrated GrowthManagement Plan. The government will also work with the CalgaryRegional Partnership to facilitate cooperation in that region.


As work on this capitalplan unfolds, high,achievable environmentalstandards will be set andimplemented for allprojects approved by theprovincial government

Many of the pressuresarising from growth aremost evident at themunicipal level

Alberta will provide longterm flexible funding thatprovides a solid foundationfor municipalities

The Alberta governmentwill work with the regionalboard created to build acomprehensive developmentplan for the CapitalRegion.


Supporting major areas of industrial growth

In the next few years, we expect to see substantial growth in Alberta’sIndustrial Heartland (an area north and east of Edmonton where severalupgraders will be located). The Province will play a role in supporting thenecessary infrastructure in the Industrial Heartland. Similarly, the Provincewill continue to play a key role in supporting high-growth areas such asWood Buffalo. Over the next 20 years, the Province must monitorindustrial development and anticipate infrastructure support for new growthareas as they develop.

Encouraging rapid transit and expanded access to publictransportation

While public transportation is primarily a responsibility of municipalities,the provincial government will work closely with municipalities to expandpublic transportation and rapid transit, particularly in major metropolitancentres where public transit can reduce pressures on existing roads and helpto reduce overall emissions.

SHORT-TERM PLANS AND PRIORITIESIn the short term, the Alberta government will maintain and enhance itscommitment to provide capital grants to municipalities to support municipalinfrastructure needs. Provincial funding is provided directly tomunicipalities through a number of grant programs. A key feature of theprograms is that municipalities have the flexibility they need to choose themost important capital priorities for their communities and use the grants tomeet their most pressing needs.

The Municipal Sustainability Initiative was established in Budget 2007 as a10 year program, totaling almost $10.8 billion in capital support. Thishistoric funding arrangement, ushered in by Premier Stelmach, will providemunicipalities with more flexibility as to how they spend their MunicipalSustainability Initiative funds in subsequent years. It fulfills the Premier’scommitment to all Alberta municipalities to address growth pressures.Funding will ramp up to $1.4 billion per year by 2010-11.

In addition to the Municipal Sustainability Initiative, there are several othermunicipal grant programs that support local capital infrastructure.

The Alberta Municipal Infrastructure Program (AMIP) was established in2005-06 as a five-year, $3.0 billion program providing financial assistanceto municipalities to develop core infrastructure, such as municipal roads,bridges, public transit vehicles and facilities, water and wastewater systemsand facilities, storm drainage systems and facilities, emergency servicevehicles and facilities, and infrastructure management system software. Incases where local core capital infrastructure needs have been addressed,available funds may be directed to other local capital projects, such ascultural and recreational facilities, community environmental and energysystems and facilities, solid waste management systems and facilities,municipal buildings, and other municipal infrastructure.

Municipalities have theflexibility they need tochoose the most importantcapital priorities

The MunicipalSustainability Initiative wasestablished in Budget 2007as a 10 year programtotaling almost$10.8 billion in capitalsupport

The Province will play akey role in supportinginfrastructure in theIndustrial Heartland andWood Buffalo

Other ongoing grant programs for municipal transportation include:

• the City Transportation Fund • the Basic Capital Grant • the Provincial Highway Maintenance Grant• the Streets Improvement Program Taken together, these grant programs will support essential municipalinfrastructure and capital projects in the short term and into the mediumterm. The provincial government will also place a high priority onfacilitating regional cooperation among municipalities, particularly when itinvolves regional planning for infrastructure and transportation.

MEDIUM-TERM PLANS AND PRIORITIESOver the medium term, some key factors will have an impact on Alberta’smunicipalities:

• Alberta’s population will continue to grow, reaching almost 5 millionpeople by 2028. Municipalities will require ongoing support to meettheir longer-term infrastructure needs

• More than 65 percent of Alberta’s population lives in cities today andwe expect that trend to continue. Maintaining a balance between ruraland urban centres in relation to infrastructure will be an even greaterconcern over the next 15–20 years

• It is critical to observe that much of Alberta’s GDP is derived from theextraction of natural resources, and this requires a public investment inroads

• More people are moving to metropolitan areas around Edmonton andCalgary. These communities will face increasing pressures for newand/or expanded infrastructure, while the two major cities will continueto provide services to many people living around their cities. Regionalcooperation and cost-sharing will become essential to meet theinfrastructure challenges

Based on these trends, the provincial government will continue to focus onproviding sustainable and flexible funding to municipalities to allow themto respond to changing circumstances and to meet the most pressing needsin their communities. Details of future funding programs will bedetermined based on an ongoing assessment of needs and priorities.



PROVINCIAL HIGHWAY NETWORK, OTHERTRANSPORTATION, AND CORRIDORSAlberta’s provincial highway network is the backbone of the province. Thisnetwork enables efficient travel throughout the province for people andgoods. It connects us to each other, and to the rest of the continent. Itallows businesses, farmers and ranchers to get their goods to provincial,national and international markets.

KEY OBJECTIVESEnsuring the safety and accessibility of Alberta’s highways

This of critical importance to the people of this Province. Our highwaynetwork is vital to ensuring the mobility of Albertans, and as such, must bedeveloped and maintained to keep pace with the demands of a growingpopulation.

Maintaining existing highway infrstructure

Roads will be widened and twinned where required to provide a safetraveling environment for the people of Alberta. The condition of existingroads must be monitored and action will be taken when roads needupgrading or improving, to ensure the safe and expedient travel ofAlbertans.

Building new roads and highway infrastructure

The government will develop new roads and highway infrastructure likeoverpasses and bridges to accommodate current and future growth in theprovince. New routes will lessen the strain on existing routes throughoutthe Province.

Developing plans for a fully integrated transportation system

Alberta’s transportation system encompasses all modes of transportation:road, rail and air. Plans will be developed to ensure an effective, efficient,and environmentally responsible transportation system between, and within,Alberta’s municipalities.

SHORT-TERM PLANS AND PRIORITIESRecognizing the important role that provincial highways play in oureconomy, the government will place a high priority on strategic investmentsin our highway network.

The government is commited to the completion of the ring road freewaysfor both Calgary and Edmonton. With both the southwest and southeastsections of the Anthony Henday Drive in Edmonton complete, the provinceis now focused on the development of the North Edmonton ring road.

The government willdevelop new roads andhighway infrastructure toaccommodate current andfuture growth in theprovince

An interchange will be constructed at the intersection of Anthony HendayDrive and Stony Plain Road as part of the west end of Edmonton’s ringroad.

The northwest leg is moving ahead using the public-private partnership (P3)model, with a scheduled completion of the fall of 2011. Planning iscurrently underway for the northeast segment.

In Calgary, the northwest segment of the Stoney Trail ring road will besubstantially complete in the fall of 2008, with the northeast leg scheduledto be done in the fall of 2009. This northeast project is moving forward as apublic-private partnership (P3). Concluding final agreements with the TsuuT’ina First Nation is a high priority for the province and the Nation. Thishistoric partnership will allow Tsuu T’ina to benefit from economicdevelopment and provide the key southwest link for the Calgary ring road.Planning and design work will continue on the remaining southern sectionsprior to the beginning of any construction phases.

Work will also continue on twinning several sections of Highway 63 to FortMcMurray to improve safety for motorists and support the industrialdevelopment in the oil sands. The first segment, from Highway 69 to southof Highway 881, is anticipated to be open to traffic by the fall of 2008.

Improvement projects such as paving and widening will continue onportions of the northeast transportation corridor to improve safety andexpand the capacity of the highway network, particularly in the WoodBuffalo region. Work to enhance the North-South trade corridor will alsocontinue, including work to achieve freeway status between Edmonton andCalgary, and further four-laning of sections of Highway 43 to the BritishColumbia border. These projects are part of the government’s ongoinginvestment to make our highways as safe and efficient as possible.

By the fall of 2009, motorists will also be able to enjoy a continuousdivided highway from the Alberta-Montana border at Coutts to Edmontonand through to Grande Prairie. The project includes two new highwaybridges and one new rail bridge over the Milk River. Completion of allphases of the project is expected by the fall of 2009. Highway 4 from theAlberta-Montana border to Lethbridge is part of the CANAMEX TradeCorridor, a continuous 6,000-kilometre highway network from Alaska toMexico City. Alberta’s portion of CANAMEX stretches 1,175 kilometresfrom Coutts to the Alberta-British Columbia border west of Grande Prairie.

In the short term, the Province will continue to upgrade and expand criticalprovincial roads that support agriculture and other resource industries andrehabilitate the highway network in all areas of the province. The highwayrehabilitation program, which will be increased, both preserves andupgrades existing pavement to improve functionality, to keep our roads inthe best condition possible.

Steps will also be taken to support initiatives included in the province’sthree-year Traffic Safety Action Plan.


By the fall of 2009, acontinuous divided highwaybetween the Alberta-Montana border andGrande Prairie will beavailable

Alberta will continue toupgrade and expandcritical provincial roadsthat support agricultureand other resourceindustries

Work will also continue ontwinning several sections ofHighway 63 to FortMcMurray

Priority will be placed onconcluding agreements withthe Tsuu T’ina First Nationin order to complete thesouth-west link forCalgary’s ring road


MEDIUM-TERM PLANS AND PRIORITIESIn the medium term, continued economic and population growth will drive acontinuing need to upgrade and expand Alberta’s already busy highwaynetwork.

Medium-term priorities will include:

• Supporting new highways and expanding and upgrading existinghighways

• Adding and upgrading interchanges on major highways to smooth theflow of traffic

• Completing ring roads around Calgary and Edmonton as well asplanning ring roads for other major centres and outer ring roads forCalgary and Edmonton

• Facilitating the mobility of goods, particularly in relation to the PortAlberta plans (near the Edmonton International Airport) and enhancedlinks to the deep-sea port at Prince Rupert

• Supporting industrial developments, including infrastructure necessaryto support the development and extraction of oil sands and the plannedrefining developments in Alberta’s Industrial Heartland

While the scope and specifics of individual projects will be determined overtime and announced as part of the budget process, the following keyprojects are priorities for the medium term.

Wood Buffalo area and the oil sands

• Construct a new section of Highway 63 north of Fort McMurray toaccommodate over-dimensional loads for oil sands developments

• Build a replacement bridge over the Athabasca River on Highway 813 toaccommodate increased resource-based traffic

• Extend Highway 813 from Wabasca to Chipewyan Lake to provide all-season and all-weather access for the resource industries and residents

• Extend Highway 686 between Fort McMurray and Peace River,including construction of a new highway between Peerless Lake andFort McMurray

• Upgrade and widen Highway 58 from High Level and construct a new30 kilometre extension west of Rainbow Lake to provide a critical linkfor the development of oil deposits near Rainbow Lake and into BritishColumbia

Alberta will facilitate themobility of goods byenhancing links to PortAlberta, and the deep-seaPort at Prince Rupert

Northern Alberta

• Twin the Peace River bridge in the Town of Peace River to improve thesafety and traffic operations in the area as industrial developmentscontinue

• Upgrade Highway 43 between Highway 16 (Carvel Corner) and GrandePrairie to expressway standards, including a new bypass at the Town ofWhitecourt to facilitate increased traffic and transport to the new PrinceRupert terminal

• Plan and build new east-west trans-Alberta connector highway acrossnorth-central region

• Plan and build new highways to improve connections between Alberta,the Northwest Territories and the Yukon

Alberta’s Industrial Heartland

• Undertake road upgrades to support large increases in traffic volumerelated to the construction of upgraders in Alberta's Industrial Heartlandnorth and east of Edmonton

Edmonton and area

• Construct a new interchange at the intersection of QE2 and 41st Avenuein southwest Edmonton to provide access to the CP Rail IntermodalTerminal scheduled to be built in that area

• Construct a bypass road as an alternative route to Highway 2 north of St.Albert when the City of St. Albert completes the construction of thetwo-lane route within the city boundary

Port Alberta

• Construct a new interchange (including arterial roads) at the intersectionof QE2 (Highway 2 and 65 Avenue in Leduc to facilitate thedevelopment of Port Alberta, an inland transportation and distributionport near the Edmonton International Airport

Calgary

• Construct a major interchange at Highway 2A and Dunbow Road toavoid congestion and ensure traffic safety

• Upgrade the north-west Calgary bypass to freeway standard to addresstraffic congestion and provide a more efficient north-south trade corridor

• Improve the Deerfoot Trail at the Peigan Trail interchange, theBeddington Trail interchange, the Glenmore Trail interchange and theAirport Road interchange to freeway standard

• Upgrade the Marquis of Lorne Trail to freeway standard, as part of theCalgary ring road



Edmonton-Calgary corridor

• Upgrade QE2 (Highway 2) between Edmonton and Calgary to six lanesand consider dedicated truck lanes

• Purchase lands for the development of a faster and more efficient linkbetween Calgary and Edmonton while corridor right-of-ways andoptions are still available

Southern Alberta

• Replace the bridge over the South Saskatchewan River on Highway 1westbound at Medicine Hat to ensure the safety at this importantcrossing

• Construct the Dunmore Road interchange west of Medicine Hat as a partof Highway 1 upgrades, bringing the roadway to expressway standard

• Reconstruct Highway 41 at Cypress Hills Provincial Park southwest ofMedicine Hat to meet current highway standards and to ensure trafficsafety and operation

• Help facilitate a 24-hour port-of-entry at the Wild Horse BorderCrossing on Highway 41, at the Alberta-Montana border south ofMedicine Hat

• Construct a new 40-kilometre section of Highway 3 and a new 15-kilometre section of Highway 4 to form a bypass around Lethbridge

• Upgrade Highway 2 from Calgary south to Fort Macleod to expresswaystandard to accommodate increasing traffic volume and improve a keylink in the North-South Corridor

East-west linkages

• Upgrade Highway 3, from the Alberta-British Columbia border toMedicine Hat, to a four-lane route and construct new bypasses aroundLethbridge and Medicine Hat to facilitate increasing trade and travelbetween Alberta and British Columbia

• Upgrade Highway 16 from the Saskatchewan border to Edmonton toexpressway standard, including a bypass around the City ofLloydminster and construct and upgrade interchanges at Sherwood Park,and from Carvel Corner (Highway 43 junction) to Jasper National Park,including new bypasses around the towns of Edson and Hinton as wellas four-laning from west of Hinton to the Park entrance

• Upgrade Highway 1 to expressway standard from the Saskatchewanborder to Calgary, including a new interchange at Highway 36, andupgrade Highway 1 to six lanes from Calgary to the Banff National Parkboundary

Rail and Community Airports

• While aviation and rail are primarily federal government responsibilities,the Government of Alberta supports community airports and willinvestigate and plan for passenger rail options that provide commuter-type services. The objective is to have a fully integrated, world-classtransportation system. Improved North-South railway service will bepursued to create more competitive and efficient transportation optionsfor Alberta exporters

• Given a steady increase in railway traffic, the provincial governmentwill also review all level crossings in the Province and consult with therail industry and all levels of government to determine which ones arecandidates for grade separation, upgrading, maintenance or closure

HEALTH FACILITIESAlbertans place a high value on their health care system and expect to haveequitable access to quality health care services when they need them.Alberta has some of the finest health care facilities in the nation and, forthat matter, in the world, and we are working diligently to maintain thatdistinction. Alberta also supports world-class researchers at leading-edgeresearch facilities and teaching hospitals.

KEY OBJECTIVES

Providing new and expanded health care facilities where they areneeded to meet the demands of a growing population

By 2028, Alberta’s population could reach 5 million people – 5 millionpeople who will require health services not only from hospitals but alsofrom health centres, health professionals, clinics and labs.

Responding to the changing needs of an aging population

The proportion of elderly patients will increase, necessitating changing care



needs and potential increases in acuity levels that will need to be addressed.This will have a direct impact on health services and will require acontinuum of services to maximize self-responsibility, aging-in-place; andthe types of accommodation options, health facilities and services, requiredto support seniors.

Responding to changing chronic disease patterns and a growingincidence of cancer

Even though amazing strides are being made in the prevention, managementand treatment of chronic diseases such as cancer, the Alberta Cancer Boardestimates that the number of new cases of cancer will increase to 28,850 by2030. This will put added pressure on Alberta’s cancer treatment facilitiesand service delivery, requiring innovative and integrated delivery optionsinto the future to ensure seamless patient support throughout the broadprovincial health system. Additionally, community-based delivery to supportchronic disease management will be required. An expanded and integratedprovincial system for cancer prevention and treatment will be supported byspecialized research and expertise. Innovations such as the expansion of the"Radiation Therapy Corridor" will support greater access by patients tospecialized treatment supported by best practices and centralized researchand clinical expertise.

Supporting innovative approaches to health care

Technology will continue to provide new opportunities and change to theprovincial delivery of health services in new and innovative ways. This willinclude using Alberta’s SuperNet to maximize use of telehealth delivery andconnect health service delivery providers in rural and remote communitieswith specialized physician and health provider support, linking specializedtreatment expertise of the major urban tertiary centre programs with the fulldelivery system. Pivotal to high quality patient care, system efficiency,safety and provider support is the continued development of the provincialelectronic health record. Alberta leads the nation in the development andutilization of the electronic patient information system.

Maintaining and renewing existing facilities

Twenty percent of health infrastructure is in the 30-40 year old range andwill need to be rejuvenated to increase and rationalize productivity, servicedelivery mix, respond to increasing demand for services and support newservice delivery methods, community delivery focus, changing technologyand changing provincial population patterns.

Expanding treatment options for Albertans

As Alberta’s population grows, one downside is that there are more peoplewho suffer from a variety of addictions. Several recent reports haveindicated the need to expand treatment options. This will need to beaddressed both in the short term and over the course of this strategic capitalplan.

Alberta leads the nation inthe development andutilization of the electronicpatient information system

The complexity of mental illness and related patient health issues willincrease. Mental health services, including children’s mental health, andassertive community treatment centres and services needs will have to beaddressed. Acute psychiatric capacity must be increased and older mentalhealth infrastructure rationalized and modernized.

SHORT-TERM PLANS AND PRIORITIESEach year, the nine regional health authorities and the Alberta Cancer Boardsubmit updated capital plans that identify and prioritize capital investmentneeded over the next ten years or longer. The preparation of these capitalplans involves broad consultation within each health region and with otherhealth regions as necessary. This information provides the basis for capitalprojects that have been approved as part of the short-term priorities of thisstrategic capital plan.

Some of the major projects supported by the province as short-termpriorities include:

• South Calgary Health Campus – Phase one of the South CalgaryHealth Campus – one of the biggest health care projects in NorthAmerica – will proceed as part of this strategic plan. This project isbeing built to address current and future health pressures in the Calgaryarea and to allow patients greater access to the health system.

• The Edmonton Clinic – Construction of the Edmonton Clinic willproceed as a joint project of Capital Health and the University ofAlberta. The Clinic will be a national leader in innovative complexoutpatient care, teaching and technology, with a focus on customerservice. The Clinic will open in 2012. Teaching and research will occurin the north portion and clinical care in the south portion of the complex.

• Grande Prairie Hospital – This new, acute care facility will be calledthe Peace Country Regional Health Centre and will be built as soon aspossible to meet the health needs of residents in north-western Alberta.

• The Medicine Hat Regional Hospital – The Alberta Government willundertake the first phase of the redevelopment of the Medicine HatRegional Hospital – a major reconstruction and expansion project thatwill result in increased service capacity to meet current and projectedworkloads and a shift to more ambulatory services, and to improvefunctioning of the current facility.

• Radiation Therapy Corridor – The recently announced "RadiationTherapy Corridor" will enable many patients to receive cancer radiationtherapy closer to home, by building new cancer radiation centres inLethbridge, Grande Prairie and Red Deer. This will also improve patientaccess to radiation treatment in the Capital and Calgary health regions.The three new treatment centres are expected to open between 2010 and2013, with the Lethbridge centre being the first to open.



• Addictions treatment – As recommended by Alberta’s Crime Reductionand Safe Communities Task Force, the number of spaces available totreat Albertans with addictions will be increased.

• Long-Term Care – More Long-Term Care accommodation will beprovided within a context of aging-in-place and supported care.

The examples above represent only a few of the major projects to beundertaken in the short term. Other significant initiatives include theredevelopment of the Peter Lougheed Centre in Calgary, upgrades to theRoyal Alexandra Hospital in Edmonton, completion of the expansion of theRed Deer Regional Hospital Centre and new projects in Strathcona, FortSaskatchewan, Wood Buffalo and Vermilion. Ongoing work will ensuresufficient vaccine inventories are maintained; and the continueddevelopment of the electronic health records system will better connecthealth professionals tol the patient information they need.

In addition to building new facilities, sufficient support must also beprovided to ensure the proper maintenance of existing facilities. Healthauthorities are expected to allocate funds from within their annual operatingbudgets for routine maintenance and repairs and preventive maintenance. Inrecent years, health authorities have allocated larger amounts of theiroperating resources to maintenance. This issue will be addressed by theProvincial Government as part of its budget process.

MEDIUM-TERM PLANS AND PRIORITIESOver the medium term, priorities will be to:• Support a provincial health system using regional service based on a

continum of health care delivery. This means that capital spending willalign with approved health region plans and strategies that, in turn, arebased on regional needs assessments, service plans, financial plans andlonger-term capital plans. Capital strategies will be linked to theachievement of specific health outcomes and will be sustainable withinreasonable forecasts of future operating revenues. These strategies willinclude:Treating chronic diseases such as cancer and diabetes

Build capacity in the system for clinical cancer treatment services basedon state-of-the-art research, and expand prevention and treatmentoptions. Maximize use of technologies and seamless patient access andtreatments. Focus on provincial, integrated community-based deliveryfor chronic disease prevention, management, and continuum of servicedelivery and supports.

Expanding health services for seniors

Upgrade or replace Alberta’s long-term care centres to ensure anappropriate and safe environment for elderly Albertans with moreserious and complex health needs, as well as for those in need ofpalliative, sub-acute and special needs care.

The development of theelectronic health recordssystem will connect healthprofessionals to the patientinformation they need

Capital spending will belinked to the achievementof specific health outcomes

Alberta’s long-term carecentres will be upgraded orreplaced to provide anappropriate environmentfor elderly Albertans

Rationalize any underutilized government infrastructure to address anappropriate continuum of seniors’ care within community-based healthcare delivery.

Construct new continuing care facilities, and renovate and modernizeexisting facilities to provide needed care for our seniors.

Expanding access to health services

Expand health facilities as necessary to reduce surgical wait times andimprove access to health services for Albertans, especially in highgrowth areas.

Expanding access to treatment

Expand addiction treatment facilities to reduce wait times for youth andadults who need treatment for their addictions, and increase community-based mental health services.

• Ensure that existing infrastructure is appropriately preserved andmaintained to provide safe operating conditions and continuedservice. Health infrastructure that is generally in poorer physicaland/or functional condition will receive priority attention based onan assessment of the impact of building deficiencies on operationalrequirements and efficiency.

• Address ongoing building maintenance requirements to ensureacceptable and safe operating conditions and avoid expensiveemergency expenditure due to building system failures

• Optimize utilization of health facilities and assets. Whereappropriate, infrastructure utilization will be increased through jointuse and multiple user occupancy. Investment should supportstrategies intended to reduce bed capacity where utilization is lowor where economies of scale do not facilitate safe and/or cost-effective service delivery. Investment will support service deliveryalternatives that reduce the inappropriate use of emergencydepartments.

• Encourage coordinated service planning between health regions toeliminate or reduce duplication, promote more coordinated andcost-effective service delivery, and improve use and access

• Consider the potential for an "alternate service delivery model" toprovide needed infrastructure. Partnership arrangements betweenhealth authorities and the private and voluntary sectors for theprovision of long-term care infrastructure will continue to be usedwhere they represent a cost-effective alternative to investingprovincial capital funds.


Encourage coordinatedservice planning betweenhealth regions to eliminateor reduce duplication

Increase community-basedmental health services


SCHOOLSThe first part of the government’s strategic capital plan for Alberta’s basiceducation facilities, kindergarten to grade 12, is to maintain and improveexisting schools to ensure they can deliver top quality education for Albertastudents.

The second part of the government’s strategic capital plan is to provideexpanded and/or new schools and learning facilities to address a shiftingand growing population.

School design and construction must provide core support services andclassroom space for long-term sustainable use. Sudden growth spurts inschool populations will need to be addressed through modular classroomsthat are modern and safe. This approach will ensure that school space isavailable close to where students live, busing is minimized, and schools canbe adapted as communities mature and school populations decline.

In some rural and remote areas, new and creative ways are beingimplemented to deliver education programming through our aggressiveCapital Maintenance and Renewal (CMR) plan. Several new and/orreplacement schools will also be built in various rural areas across theProvince, while others will be modernized and refurbished.

KEY OBJECTIVES

• Provide schools close to where students live (particularly in high growthcommunities), and meet the needs of Alberta’s growing studentpopulation

• Alternative options will be explored for the provision of Career andTechnology Studies (CTS), including additional mobile CTS labs andproposals for regional skill centres

• Increase the use of steel-framed modular classrooms to provideflexibility and respond to a growing population

• Expand our investment in capital maintenance and renewal to maintainthe quality of Alberta’s schools

SHORT-TERM PLANS AND PRIORITIESThe Government of Alberta is committed to managing growth pressuresresulting from the Province’s thriving economy. That includes exploringinnovative and creative solutions to school infrastructure and ensuring thatstudents continue to be educated in safe and well-maintained facilities.

In the short-term, Alberta’s Strategic Capital Plan will support dozens ofnew or major modernization projects, including 18 schools to be opened in2008-09 across the province. Government works with school boards who

Maintain and improveexisting schools andstructures to ensure theycan deliver top qualityeducation

Provide additional,expanded and/or newschools and learningfacilities to address ashifting and growingpopulation

New and/or replacementschools will also be built invarious rural areas acrossthe province, while otherswill be modernized andrefurbished

Options will be exploredfor the provision of Careerand Technology Studies(CTS), including additionalmobile CTS labs andproposals for regional skillcentres

18 school projects will beopened in 2008-09

have educational responsibility for students in Metis communities toprovide new schools, modernizations or modular classrooms to meetenrollment pressures in the settlements.

One of our major initiatives is the Alberta Schools Alternative Procurement(ASAP) project. This new pilot project, announced in June 2007, will resultin the construction of 18 new K-4, K-6 and K-9 schools in Edmonton andCalgary using the public-private partnership (P3) approach. Construction isscheduled to begin as early as the fall of 2008, with the new schoolsscheduled to be open by September, 2010. The schools will be built using astandard core design. Government will use the learnings from this pilot P3project and apply them to future P3 school construction.

MEDIUM-TERM PLANS AND PRIORITIESIn the medium-term, the focus will be on accelerating school construction tocatch up and get ahead of the curve on student populations that are expectedto exceed any previous historical peaks. Priority will also be placed onaddressing safety and security, urbanization and high growth centres, andrevitalization of rural schools.

In addition to new school projects already announced (such as 18 more forCalgary and Edmonton), the Provincial Government anticipates buildingfive to seven new kindergarten to grade 12 schools each year to providelearning spaces for the anticipated number of additional students enteringthe school system. This projection is based on enrollment growth and doesnot account for population shifts that may occur during this time. One ofour goals is to help strengthen communities by building schools closer towhere children live.


Actual and Projected Student Population Growth in Alberta

Source: Alberta Education, 2007

The Alberta SchoolsAlternative Procurementproject will result in 18 newschools in Calgary andEdmonton, built in a new,innovative way

500,000

550,000

600,000

650,000

1996

1998

2000

2002

2004

2006

2008

2010

2012

2014

2016

2018

2020

2022

2024

2026

2028

Actual Projection

2014 - More students than we have ever had in the system

School construction will beaccelerated to meet theneeds of a growing studentpopulation


Priority will be placed on:

Responding to growth in the school aged population

Build the necessary new or replacement schools and modernize otherschools to accommodate increased enrollments in Alberta’s public, separateand Francophone school systems

Addressing the need for significant upgrading and maintenance ofAlberta’s older schools

Implement a defined strategy on deferred maintenance to provide qualitylearning environments for Alberta students and to address renovations,upgrades and/or replacement of schools

POST-SECONDARY FACILITIESGiven Alberta’s unprecedented economic opportunities and theexceptionally high quality of life in this province, Alberta is becoming astronger and stronger magnet, pulling people from everywhere – peoplewho want to come here for jobs, for investment purposes, for our standardof living, and certainly for advanced study and/or research purposes.

According to the 2006 government report, Building and EducatingTomorrow’s Workforce, the changing economy is resulting in increasedknowledge and skill requirements for jobs. Recent forecasts indicate thatover 65 percent of new jobs in Alberta over the next five years will requiresome post-secondary education.

Over the next ten years, estimates are that 400,000 new jobs will be createdin Alberta’s economy. However, under current conditions, we will be morethan 80,000 skilled workers short of meeting this target. Therefore, Albertamust increase post-secondary participation rates and open up new spaces tomeet this target and significantly increase the pool of qualified newworkers.

Preparing Alberta’s post-secondary education system for that exciting futurewill be challenging, and planning for it has already begun, with theintroduction of the Campus Alberta Framework. This Framework strives toreduce barriers to student transfers within the post-secondary system, toincrease the array of relevant, high-quality learning choices, and to uselearner time and system resources more efficiently. Building on the CampusAlberta Framework, plans for the future of post-secondary learning must bepursued with input, cooperation and collaboration among government’spost-secondary partners, right across Alberta.

To ensure that this takes place, and to ensure that Alberta maintains andenhances its scholastic reputation, post-secondary facilities in Alberta mustbe adequately maintained, improved, and expanded where necessary toprovide the best possible environment for teaching, learning and research.Strategic planning for this important aspect of Alberta’s growth will requirevision, information sharing, and teamwork among Alberta’s post-secondaryinstitutions.

The Alberta Access Plan – an annually updated, long-range post-secondarysystem forecast – will provide a broad-based context that will enable a moreinformed and strategic approach to planning.

KEY OBJECTIVES• Expanding access to meet the projected demand in the Alberta Access

Plan through individual Institution Access Plans and their inclusion inthe broader Alberta Access Plan


Alberta’s post-secondaryfacilities will bemaintained, improved andexpanded to provide thebest possible environment

Over 65 percent of newjobs in Alberta over thenext five years will requiresome post-secondaryeducation.

Over the next ten years,400,000 new jobs will becreated in Alberta’seconomy.


• Ensuring the necessary capital maintenance and renewal of existing andplanned post-secondary facilities

• Developing and enhancing technology programs to meet the demands ofan increasing number of students and employers

• Addressing key workforce challenges particularly in the health care field

SHORT-TERM PLANS AND PRIORITIESAlberta is a player in an intensely competitive global economy; in order tocompete, we need a well-educated and highly skilled workforce. ForAlberta to continue to prosper economically, Albertans must have places todevelop the skills and competencies required to meet the immediate needsof the marketplace as well as the needs and opportunities of the future. Thekey to Alberta’s future and economic growth is a robust knowledge-basedeconomy driven by Albertans with a desire to learn.

Accessibility for More Albertans

Alberta’s post-secondary facilities must be accessible to Albertansthroughout the province, providing enough student spaces for high demandprograms as well as an adequate amount of student spaces for a diverserange of programs across the province. The fact that Alberta’s educationalattainment rates are lower than the Canadian average continues to be achallenge. Alberta’s post-secondary facilities must be designed and built toensure that they meet the needs of learners.

Responding to Economic Growth

Alberta’s economic prosperity over the last several years has put growingpressure on post-secondary facilities, particularly with respect to deliveringadvanced learning and apprenticeship spaces, staffing and infrastructurefunding. The challenge is to manage the short-term impacts of currenteconomic conditions in the province, while taking a balanced approach topromote long-term economic growth. This 20-year strategic capital planstrives to balance the short-term needs of the economy with the long-termneeds of learners and society.

Fostering Economic Diversity

Alberta’s post-secondary institutions are challenged in responding to theshort-term needs of Alberta’s labour market and creating an educatedsociety. They are also expected to stimulate long-term economicsustainability through research, innovation and commercialization.Sustaining Alberta’s traditional economic sectors while building Alberta’svalue-added and technology sectors is another challenge for Alberta’s post-secondary institutions – a challenge that is addressed in this 20-yearstrategic capital plan.

Post-secondaryopportunities must beavailable to Albertansthroughout the Province

For Alberta to continue toprosper economically,Albertans must have placesto develop the skillsrequired to meet the needsof the marketplace

Technology programs willbe developed and enhancedto meet the demands ofstudents and employers

In the short term, the Alberta government will provide the necessary supportfor infrastructure projects at Alberta’s post-secondary institutions to addressaccessibility, economic growth and economic diversity. Some examples ofmajor projects supported by the province in the short term include:

• Bow Valley College Redevelopment – The government will redevelopBow Valley College’s downtown campus in Calgary. This majorredevelopment will allow the college to consolidate student supportservices and to increase student spaces. This project is expected to becompleted in September, 2008.

• University of Alberta Centennial Centre for InterdisciplinaryScience – The Centennial Centre for Interdisciplinary Science will belocated within the Faculty of Science at the University of Alberta inEdmonton. Scheduled to open in 2010, this Centre will be one of only afew in the world that house interdisciplinary science research teams inone facility. As a result, it will attract and retain world-class teachingand researching talents from Alberta, elsewhere in Canada and acrossthe globe.

• University of Calgary Institute for Sustainable Energy, Environmentand Economy – This capital plan supports the University of Calgary’sconstruction of a facility to house its Institute for Sustainable Energy,Environment and Economy (ISEEE). This facility will provideadditional spaces for students in the multidisciplinary ISEEE program –the first of its kind in Canada – which will draw upon expertise in oiland gas, environmental and petroleum engineering, geology, economics,commerce, law and sustainable development to help educate post-secondary students and conduct research.

• Edmonton Clinic – This facility will create more than 800 new spacesfor students in health care-related professions at the University ofAlberta campus.

• University of Calgary Digital Library Project – The provincialgovernment will fund the construction of the Calgary Digital Library,which will enhance learning, teaching and research environments forpost-secondary students, teachers and researchers in Calgary andthroughout southern Alberta.

• University of Lethbridge Markin Building – Construction willcontinue on the Markin Building at the University of Lethbridge whichwill house the School of Health Sciences and the Faculty ofManagement. The new building will provide 450 new student spacesand enable the University of Lethbridge to attract outstanding facultymembers.

• Medicine Hat College – This capital plan will provide support toMedicine Hat College to renovate and expand the F-Wing, expand thePower Engineering area, and expand and renovate the trades andtechnology training area.



• SAIT Trades and Technologies Complex – Government will supportthe innovative capital campaign to construct this Complex in Calgary toexpand delivery of training in critical program areas.

• Athabasca University – The government will redevelop and expand thecampus in Athabasca to accommodate more online instruction inresponse to the tremendous growth in online learning.

• Grande Prairie Regional College – Necessary renovations will proceedin order to accommodate new student spaces.

• University of Alberta Health Research Innovation Facility,Edmonton – Pharmaceutical labs and health research facilities will beadded in order to expand health research capabilities and accommodatemore student spaces, including 100 additional spaces in the Faculty ofPharmacy and Pharmaceutical Sciences.

MEDIUM-TERM PLANS AND PRIORITIESIn the medium-term, further expansion of technical trades training, healthprograms, arts, science and technology, and business programs will berequired.

Technical Trades Training

To meet the high demand for technical trades training, capital projects overthe medium-term will add thousands of student spaces that are required tofuel Alberta’s future economic growth.

Health Workforce

Alberta’s population is forecast to increase steadily for years to come andwith increased population comes increased demands for provincial healthservices. This capital plan will address the increasing need for more well-educated and highly skilled health employees across the province byexpanding training facilities for the health workforce.

Arts, Science and Technology

To ensure that Alberta’s economy can continue to expand and diversify, theresearch, discovery and transformation of new knowledge are essential. Thiscapital plan will provide new spaces in arts, science and technologyprograms so that Alberta can continue to attract the world’s best researchers.

Addressing ongoing needs for capital maintenance and renewal

Alberta will continue to maintain and improve post-secondary facilitiesacross the province to ensure they provide a suitable, high qualityenvironment for post-secondary studies.

Workforce challenges in thehealth care field will beaddressed

This capital plan willprovide new spaces in arts,science and technologyprograms so that Albertacan continue to attract theworld’s best researchers

Thousands of new post-secondary spaces will beadded to meet the demandfor technical tradestraining

HOUSING AND PROVINCIAL GOVERNMENTFACILITIESIn a province as diverse as Alberta, with two large metropolitan centres,several large and medium-sized centres, and many small towns, the numberof facilities owned and/or supported by the government is very large. Thereis also a great diversity in the kinds of facilities that are owned andmanaged or supported by government.

In housing, the government recognizes that Albertans value theirindependence and want to have a choice in how and where they live,whenever possible. Some Albertans may have difficulty meeting theirhousing needs, which can vary at different stages of their lives. Forexample, disabilities, illness, conditions related to aging, or homelessnessall require different accommodations and supports. Recognizing this, thegovernment funds a range of housing options that provide assistance topeople in need to move toward independent living situations or remain asindependent as possible in the community.

Examples of government-owned or supported facilities within this sectioninclude government office buildings in Calgary, Edmonton and around theProvince, provincial court centres, remand and correctional centres,supported living centres and seniors lodges, affordable housing units, TravelAlberta visitor centres, and provincial parks.

Various ministries are responsible for operating, maintaining and managingthese facilities. As part of this strategic capital plan, the government willmaintain and improve existing facilities, sell or close those not needed, andbuild or facilitate the construction of facilities in places where they arerequired, or where space is available.

KEY OBJECTIVES Housing

• Increasing Alberta’s supply of affordable housing to meet the needs of agrowing population

• Facilitating the development of an adequate supply of supportive livingand long-term care facilities for seniors and persons with disabilities

• Developing a provincial strategy to end homelessness

Government Facilities

• Providing space for government administration

• Providing the necessary court houses and correctional facilities toenhance the safety of Albertans

• Increasing the province’s financial commitment to capital maintenanceand renewal by setting aside a percentage of annual capital spending formaintenance projects


Support for more affordablehousing will be increasedto meet the needs of ourgrowing population

Government funds manyhousing programs to helpAlbertans

An adequate supply ofsupportive living and longterm care facilities will beconstructed for seniors andpersons with disabilities


SHORT-TERM PLANS AND PRIORITIESIn the short-term, the priority for investment as part of this capital plan willfocus on meeting Albertans’ needs for affordable housing and providingadequate and appropriate government facilities that support importantgovernment programs and services.

Housing

In response to the Alberta Affordable Housing Task Force report, thegovernment has committed to an affordable housing strategy that willsupport the development of an additional 11,000 affordable housing unitsover the next five years. One of the key programs is the new MunicipalSustainability Housing Program/Capital Enhancement, which targets high-growth, high-need municipalities.

The Alberta Secretariat for Action on Homelessness has been mandated todevelop a provincial strategy to end homelessness. The Secretariat willwork closely with Alberta’s municipalities to coordinate and support themin the development of their regional homeless strategies, utilizing the bestpractices of proven programs.

Short-term plans also include federal flow-through funding for affordableand off-reserve aboriginal housing.


Construction of a new Edmonton Remand Centre is proceeding with ascheduled opening in 2011-12. Work has already begun on this state-of-the-art building that will replace the existing, 27-year-old Edmonton RemandCentre and increase inmate capacity to almost 2,000.

The government also will provide continuing support for the Capital forEmergent Projects (CEP) program, which is an ongoing initiative to assistwith delivering important capital projects across the province. Projects aretypically in response to urgent issues. This program provides the necessaryflexibility to support smaller projects that otherwise may not be completed.Eligible projects include the construction or rehabilitation of government-owned and/or government-supported infrastructure.

Several other programs and projects will also be supported in the short-term, including: buying land necessary to accommodate planned andpotential government objectives; continuing to provide the necessarysupport for the development and planning of capital infrastructure;completing a province-wide strategic information technology system thatwill improve sharing of information between Justice and public safetyorganizations; and following through on many other initiatives to upgradeand expand existing government facilities.

Government is committed to updating its information technology systems toenable effective delivery of its programs and services.

11,000 more affordablehousing units will be built

A new informationtechnology system willimprove informationsharing between Justiceand public safetyorganizations

Federal flow-throughfunding will provide moreaffordable and off-reserveaboriginal housing

MEDIUM-TERM PLANS AND PRIORITIESIn the medium term, priority will be placed on the following key areas.

Housing

• Ensure adequate funds are available in the Alberta government’sAffordable Housing Program to continue to support the development ofmore affordable housing units across Alberta

• Support the construction of new affordable housing units in Alberta’smunicipalities and provide additional funds in order to maintain existingunits and provide temporary shelter for Albertans who need thisassistance


• Ensure adequate office space for Government of Alberta employees

• Ensure that the necessary court facilities are in place

• Create a redevelopment plan for Government Centre to improvefunctioning and aesthetics of our provincial capital’s Legislature groundsand buildings

Safety and security

• Ensure that the necessary correctional facilities are in place to increasethe safety and security of Albertans

• Implement new technologies to link police and public safety agenciesand to ensure greater safety, security, and efficiency for Albertans

• Implement a new information system to streamline business processesand replace the aging legacy system in order to create a more secure andeffective system for the courts

Capital maintenance and renewal

• Ensure adequate funding is available for regular maintenance ofAlberta’s public infrastructure


Construct more affordablehousing units and provideadditional funds tomaintain existing units

COMMUNITY FACILITIESCommunity facilities such as arts and cultural facilities, museums, parks,and sports and recreation centers are key to the enviable quality of lifeAlbertans enjoy. The conservation of Alberta’s historic sites, the presenceof arts facilities, and the recreation opportunities provided by parks andarenas all enhance the quality of life in communities across the province.These types of facilities, and the wide variety of activities they afford, arevital to strengthening communities across the province and deepening thesense of community that Albertans share.

Alberta is also a world-class tourism destination, attracting visitors fromacross the country and around the world. In Alberta, our provincialfacilities are among the best in the world, offering a terrific variety ofgovernment-owned destination museums like the Royal Tyrrell and RoyalAlberta. As well, community-owned museums and cultural facilities suchas the Glenbow Museum in Calgary, the Francis Winspear Center inEdmonton and the Jack Singer Concert Hall in Calgary welcome many ofthe world’s top performers. And, of course, Alberta is home to some of themost spectacular parks in Canada and the world!

As part of Alberta’s Centennial in 2005, numerous commitments were madeto renovate and refurbish many of Alberta’s heritage sites, museums andparks. Many of these upgrades have been completed. Some examplesinclude:

• The Royal Tyrrell Museum – ATCO Learning Centre

• The Jubilee Auditoria

• Writing-on-Stone Provincial Park – Interpretive Centre

• Dinosaur Provincial Park – Interpretive Centre

• Lesser Slave Lake Provincial Park – Interpretive Centre

• The Lougheed Residence

• The Provincial Archives of Alberta

The maintenance and renewal of Alberta’s arts and heritage sites, museums,and sport and recreation facilities, as well as the preservation of the naturallandscape, are important to Alberta’s future and are considered in this 20-year strategic capital plan. Currently, the Alberta government is responsiblefor over 11 million precious and valuable objects, 19 historic sites, fourmajor museums, and more than 500 provincial parks and protected areas.As Alberta moves into the future, other cultural acquisitions will be madeand additional facilities required, to ensure that the quality of life forAlbertans remains high. Investments that support the health and wellness ofAlbertans through sport and recreation facilities will also be important.

Through partnerships with Alberta municipalities, we want to ensure thatcommunities across the province remain strong, with facilities that enable


Upgrades to many AlbertaHeritage and cultural siteshave been completed

Alberta is a world-classtourism destination,attracting visitors fromacross the country andaround the world.

enjoyable family and group activities for all Albertans. Alberta’s public-usecommunity facilities are aging and require future investment to preservetheir utility. Through current and future grant programs the Albertagovernment will support major community facilities as well as communityorganizations and public-use facilities across the province. Alberta’s librarynetwork will continued to be strengthened.

Alberta’s quality of life is often realized through the enjoyment of Alberta’sspectacular natural landscape. Albertans, and many visitors and tourists,take advantage of our parks every year. Over 8.5 million people visits weremade to Alberta provincial parks and recreation areas in 2006. Albertansspend the most money per capita of all Canadians on cultural goods,services and activities, including live performances and admissions tomuseums. Over 900,000 visits were made to contemporary and interactiveexhibits and services at provincial historic sites, museums and interpretivecenters. This 20-year strategic capital plan will help facilitate thedevelopment of marketable tourism destinations, such as museums,recreation facilities and arts and cultural facilities, in both urban and ruralAlberta.

Looking ahead, key investments will be made to build a culturally vibrantAlberta, to strengthen Alberta communities and to further develop Albertaas a world-class tourism destination.

KEY OBJECTIVES• Build a culturally vibrant and healthy Alberta, by implementing the

Spirit of Alberta – Alberta’s Cultural Policy

• Strengthen Alberta communities

• Diversify Alberta’s economy through tourism and cultural industry

SHORT-TERM PLANS AND PRIORITIESIn the short-term, the provincial government will invest in variouscommunity facilities or capital program projects throughout the provincefocusing on:

• arts and culture

• sport, recreation and leisure activities

• agricultural facilities

• tourism

• museums and historic sites

• libraries

• parks and protected areas

• numerous other major community facilities


Albertans spend the mostmoney per capita of allCanadians on arts andcultural goods, servicesand activities

The Government willcontinue to support majorcommunity facilities andcommunity organizations


The Major Community Facilities Program (MCFP) provides financialsupport to assist municipalities and not-for-profit organizations to plan,upgrade and develop large outdoor and indoor community-use facilities thatenhance community life and citizen well-being. The MCFP will providefinancial assistance to:

• build, purchase, repair, renovate, upgrade or otherwise improve majorsports, recreational, cultural or other related family and communitywellness facilities; and,

• help organizations conduct studies on the need for new facilities and/orthe feasibility of upgrading and renovating existing facilities.

Another major initiative is the Community Facilities Enhancement Program(CFEP). Through this program, assistance is provided to municipalities andlocal not-for-profit organizations to plan, upgrade and develop a wide rangeof community-use facilities that enhance community life. CFEP funding isapproved on a matching basis.

In addition to these two major grant programs, the provincial governmentwill proceed to renew and expand the Royal Alberta Museum as a world-class showcase dedicated to promoting, preserving and celebrating Alberta’shistory.

The government has also made a commitment to develop and maintain sportand recreation facilities capable of hosting international competitions andtraining world-class athletes. Work will continue on the Calgary OlympicDevelopment Association site that will see the headquarters of HockeyCanada remain in Calgary.

MEDIUM-TERM PLANS AND PRIORITIESIn the medium term, provincial support for our parks, community andcultural facilities will be required to maintain and enhance Albertans’quality of life and to sustain and improve Alberta’s attractiveness as atourism destination.

Priority will be placed on:

Provincial parks and recreation areas

• Alberta will enhance tourism and protect the environment whileimproving recreational opportunities. This 20-year strategic capital planwill provide for the enhancement of Alberta parks such as the Lois HoleCentennial Provincial Park in St. Albert

Alberta parks will beenhanced and expanded

Alberta is committed todevelop and maintain sportand recreation facilitiescapable of hostinginternational competitions


Community facilities and urban parks

• To ensure Albertans continue to enjoy first-rate recreational facilities tosupport their health and wellness needs, the government will continue tosupport the development of parks and recreation areas within majorurban centres.

Cultural facilities and museums

• To ensure Alberta’s community facilities and museums continue tocontribute to culturally vibrant communities, the government willsupport the development and maintenance of government-owned Albertaarts and cultural facilities by undertaking new projects, such ascompleting the second phase of renovations at Alberta’s JubileeAuditoria.

Capital maintenance and renewal of our provincial parks

• Alberta will continue to maintain and upgrade provincial parks acrossthe province to ensure they provide a high quality recreationalexperience for Albertans and tourists alike.

Arts and cultural facilitieswill be supported


WATER AND WASTEWATER FACILITIESAlberta’s water and wastewater strategy is tied directly to the futureprosperity of our province. Water is essential to the life of communities, tothe prosperity of agriculture, to the development of business, and to the lifeof all people and all living things in our province.

While Alberta currently has an adequate supply of water to meet our needs,we will be challenged in the future with increasing demands for water andincreasing scarcity of supply. Our province’s well-regarded Water for Lifestrategy is designed to ensure we can meet these challenges and the needs ofall water users in the Province.

Alberta’s water and wastewater management infrastructure is critical toensure the health and well-being of Albertans through the continuedprovision of safe drinking water and water containment structures. Thesefacilities must be carefully developed and maintained to ensure ongoingsafety for Albertans and visitors to our province, and also for all livingthings that depend directly or indirectly on Alberta’s supply of water.

KEY OBJECTIVES• Ensuring that Albertans continue to have access to a safe and secure

supply of drinking water

• Maintaining and protecting Alberta’s aquatic ecosystems

• Working with municipalities, urban and rural, to support regional watersystems and partnerships

• Supporting irrigation plans to maintain sufficient water supplies andsustain the agriculture industry

• Facilitating ongoing work on implementing Alberta’s Water for Lifestrategy

• Making investments to ensure the integrity of the Eastern Slopeswatershed

SHORT-TERM PLANS AND PRIORITIESAlberta’s municipal drinking water already exceeds national standards andour goal is to make sure this continues.

In the short term, the provincial government will support various water andwastewater management programs. Financial support will also be providedto continue implementation of Alberta’s Water for Life strategy and focus onachieving three vital outcomes:

• a safe and secure supply of drinking water

• healthy aquatic ecosystems

• reliable, quality water supplies for a sustainable economy

Alberta’s municipaldrinking water exceedsnational standards

Support irrigation plans tosustain agriculture

Government’s Water forLife strategy ensures safeand sufficient water forAlbertans


In addition to our Water for Life Strategy, the Alberta MunicipalWater/Wastewater Partnership provides cost-shared funding to eligiblemunicipalities to assist in the construction of municipal water supply andtreatment facilities, as well as wastewater treatment and disposal facilities.This program ensures that Albertans will continue to have access to safewater supplies and to adequate wastewater treatment.

Under the Municipal Water/Wastewater Partnership program, funding isprovided to cities (with populations under 45,000), towns, villages, summervillages, regional commissions and eligible hamlets within ruralmunicipalities for the construction of high-priority water supply andtreatment facilities, and wastewater treatment and disposal facilities.

In some cases, funding can be provided for regional facilities (serving morethan one municipality) where a regional concept is more cost-effective andenvironmentally sound than a stand-alone system. Regional water systemsreceive 10 percent additional funding. Regional water systems are anotherexample of how government and communities work together to provide safeand secure drinking water for Albertans.

Regional systems make economic sense because they eliminate the need forsmaller communities with limited resources to build, maintain, and operateexpensive facilities. This initiative encourages the development of regionalwater and wastewater systems by providing provincial support for90 percent of the capital costs of the regional pipeline.

MEDIUM-TERM PLANS AND PRIORITIESLooking ahead to the medium term, priorities for the water and wastewaterprogram envelope will include funding for a number of

• maintenance and renewal projects

• irrigation projects

• projects that expand the Province’s ability to monitor air and waterquality

• erosion control projects

Work with municipalities tosupport regional watersystems and partnerships

The government andcommunities work togetherto provide safe, securedrinking water forAlbertans

Funding is provided forvarious water projects


In the short term, specific details can be provided about a wide range ofprojects that can and must proceed almost immediately. In the medium term,priorities can be identified to meet the objectives set for each of the eightkey functional areas. But as we move further out, and consider andanticipate what could be needed in the longer term, it is more difficult topredict the specifics of what will be needed.

The vision described at the outset of this strategic capital plan describeswhat we are striving to achieve. It reflects the current trends and what weknow today about what could be needed in the future. As work on this plancontinues, the vision will be adjusted as necessary. Plans will be refined,and new projects will be identified to ensure that we continue to be readyfor new developments in our economy, our environment and ourcommunities.

Based on what we know today, the following highlights some of the issuesand challenges to be addressed in the longer term.

Municipal Infrastructure

Looking out twenty years from now, we expect to see thriving communitiesall across the province. With an increasing population, there is no doubt thatpressures on municipal infrastructure will continue to mount. It will becritical for the Province to work with municipalities to regularly assess theirunique capital needs and to adjust funding over time so that they cananticipate and stay ahead of changing needs.

Provincial highway network, other transportation and corridors

During the longer term of this plan, many of the essential highway networksand corridors will be in place to facilitate efficient traffic flow, improvesafety, and support Alberta’s growing economy. Although some importantprojects will not begin until the last part of this strategic capital plan,essential steps must be taken now to do the necessary planning in advance.

While Edmonton and Calgary’s primary ring roads will be completed withina few years, it is critical to plan now for outer ring roads surrounding thesetwo metro areas. With Alberta’s population projected to reach 5 millionpeople by 2028, negotiations to acquire the necessary land for outerfreeways need to commence now.

Similarly, urban centres such as Red Deer, Lethbridge, Medicine Hat,Grande Prairie, Fort McMurray, St. Albert, Sherwood Park, Airdrie,Lloydminister, will also require primary ring roads in the foreseeable future.Planning discussions must be accelerated in order for long-term plans to be

PART TWO: LONGER-TERM PLANS

Enhanced trade routes willenable better movement ofpeople and goods acrossAlberta

Negotiations to acquireland for new ring roadsand outer freeways need tostart now

established and parcels of land acquired to implement those plans at theappropriate time.

The Government of Alberta must also determine the location of newcorridors that will be required for additional roadways, irrigationrequirements, power lines and pipelines to accommodate future growth, andbegin acquiring land parcels and rights-of-way well in advance.

To support increasing trade and to get our products to market moreefficiently, Alberta will need to develop east-west travel routes between FortMcMurray and the Grande Prairie/Peace River area. Assuming the rapidfacilitation of a 24-hour port-of-entry at the Wild Horse border crossing, theGovernment will enhance the north-south transportation route through east-central Alberta.

Options for mass transit within and between major urban centres should beevaluated and action taken to access corridors which are integrated withmunicipal development planning.

Health facilities

In the longer term, Alberta has an opportunity to expand innovativeapproaches to delivering health care using a combination of new facilities aswell as leading edge technologies. Because growth is expected to bestrongest in the major urban centres, we expect a continuing need to expandfacilities in those centres. In rural communities, the emphasis will be onmaintaining the necessary services and facilities to meet the need of thecommunity.

Schools

This plan envisions an increase of school-aged children from 548,000 todayto 620,000 by 2028. That means there will be a continuing focus onbuilding schools close to where children live, especially in high-growthcommunities.

Plans will continue to focus on the expanded use of technology, newapproaches to teaching and learning, and innovative approaches whereschools become a community hub – a hub not only for education as weknow it today, but also for a wide range of services and supports forchildren and their families.

Post-secondary facilities

The Alberta Access Plan (AAP), an annually updated long range post-secondary system forecast, will provide a broad-based context that willenable a more informed and strategic approach to planning. The AAP willprovide information on both the demand and supply of post-secondarysystem capacity at a provincial and regional level. Institutions will use theAAP to develop individual Institution Access Plans which will then providethe basis for the Province to continue updating its Alberta Access Plan.Building upon current capital construction projects already underway, thiswill position Campus Alberta as a highly-respected and attractive setting for


Campus Alberta will be ahighly respected andattractive setting forstudents and researchersfrom around the globe

Build schools close towhere children live, focuson innovative approaches,and help schools becomecommunity hubs

Maintain, and as neededexpand, health facilities

Develop travel routesbetween Fort McMurrayand Grande Prairie/PeaceRiver

Enhance the north-southhighway transportationroute through east-centralAlberta

Work with major urbancentres and take action toaccess corridors for masstransit


the best and brightest students and researchers from around the world andwill provide access to all qualified Albertans.

Housing and provincial government projects

Over the medium term, the government will have addressed the critical needto renovate, maintain and restore existing infrastructure across the province.The result will be the best foundation of public infrastructure of anyjurisdiction in Canada.

The needs for affordable housing will have been addressed and Alberta’splan to eliminate homelessness will have been implemented. As a result, wecan expect the priority to shift to new ideas and approaches to meet thechanging needs of Albertans and ensure that the province continues toanticipate and plan ahead, rather than reacting to pressures as they occur.

Community facilities

While communities will continue to set their own priorities and determinewhich community facilities are most important, the provincial governmentwill continue to play a strong role. Priorities for provincial support willfocus on projects that: help sustain the health and wellness of Albertans;preserve and enhance our parks, and cultural, arts and recreation facilities;and generally enhance the quality of life for communities across theProvince.

Water and wastewater

Actions being taken throughout this strategic capital plan are designed topreserve and sustain Alberta’s water supply and ensure that Albertanscontinue to have access to safe drinking water. Albertans and the provincialgovernment will need to be vigilant to preserve one of our province’s mostprecious resources – our supply of water and our aquatic ecosystems. Thiswill require strategic management of our rivers and water basins.

Albertans and theprovincial government willbe vigilant to preserve ourprecious supply of water

Priorities for provincialsupport will focus onprojects that help sustainthe health and wellness ofAlbertans

Alberta will have the bestfoundation of publicinfrastructure of anyjurisdiction in Canada


Maintenance and Renewal: Preserving Alberta’s Infrastructure Investment

While many Albertans focus on new roads, highways, schools and hospitals,it is critical for the provincial government to step up its investment inmaintaining and protecting the investment we already have in existinginfrastructure and in new projects that will be built as part of this plan. Thatincludes preventive maintenance, normal repairs, replacement of parts andstructural components, and other activities needed to preserve the capitalassets so they continue to provide acceptable service and achieve their lifeexpectancy.

The current capital plan includes the following:

• Regular grants from the Infrastructure Maintenance Programs forschools, health facilities and post-secondary facilities

• Highway rehabilitation funding for provincial highway systemmaintenance

• Project-specific funding for upgrading or replacing facilities

In the short term, the government's strategic capital plan will continue toprovide essential support to address non-routine, major maintenancecovered through existing infrastructure maintenance and provincial highwayrehabilitation programs. However, current funding is not sufficient tomaintain Alberta's abundant supply of buildings, roads, highways andfacilities.

Literature on maintenance costs suggests that annual costs to maintain abuilding are approximately 2 percent of its replacement cost. In the first25 years, the cost is more likely to be in the 0.5 percent range of thereplacement value. It increases to approximately 3 percent in the second25 years, averaging roughly 2 percent over the 50-year life of a building.The percentage can vary, and different buildings will have differentmaintenance requirements.

The fact that maintenance costs increase in the second half of a building'slife is significant for Alberta because the province had a significant buildingboom in the 1970s and 1980s. These facilities are now 25 to 35 years oldand are starting to move into the range where annual maintenance costscould be in the 3 percent range.

In his 2006-07 Annual Report, the Auditor General addressed the issue of a"deferred maintenance" backlog. This strategic capital plan is based on theassumption that all maintenance, whether deferred or not, should beaddressed on a risk basis. Maintenance issues with the greatest risk shouldbe addressed first.

Alberta will invest more ininfrastructure maintenanceto improve our capitalassets

Maintenance must betimely since costs increasein the second half of abuilding’s life


The government will introduce a risk-based approach for addressing allcapital maintenance and renewal requirements. The approach will be basedon information that identifies critical capital maintenance and renewal needsfor Alberta. Once the need is determined in an accurate and verifiablemanner, an action plan will be implemented. The action plan will alsoimplement a system to monitor and report on the condition of Alberta’sassets to ensure maintenance issues are addressed in a timely manner.

The government will continue to address the most critical maintenance andrenewal issues through existing programs.

Premier Stelmach made capital maintenance and renewal a priority issueand directed adoption of a new Surplus Allocation Policy. Under thisPolicy, one-third of any in-year increase in the available cash surplus mustbe allocated to savings and/or investments, and two-thirds to capitalmaintenance and infrastructure requirements. Of the two-thirds allocated tocapital, at least 50 percent must be used to address capital maintenance andreplacement requirements. To date, over $1 billion has been provided underthis new policy to address the most critical capital maintenance and renewalissues. This policy will continue to help address critical maintenance andrenewal issues in the years to come.

The Government of Alberta will continue to invest in infrastructure so that95 percent of all of Alberta's capital assets will be in good or fair physicalcondition at the end of the term of this Strategic Capital Plan.

Under the new SurplusAllocation Policy over$1 billion has beenprovided to address themost critical capitalmaintenance and renewalissues


One of the essential principles underlying this plan is a commitment to builda "green" Alberta.

The Alberta government has long been a steward of the environment. Thatwill become an increasing challenge over the term of this 20-year strategiccapital plan. In a province that is home to both an abundance of pristineparkland and increasing development by industry, it is critical to strike abalance between developing the economy and preserving our environment.In the face of rapid growth, capital development must include actions thathave a minimal impact on the environment.

As climate change becomes an even more pressing issue in the future, theAlberta government will continue to lead by example by further reducingthe environmental impact of its buildings.

All future Alberta capital projects will be assessed to meet standards ofsustainable building design and sustainable building operations, includingthe project’s energy consumption.

Sustainable building design

In 2006, Alberta joined an elite group of Canadian jurisdictions in adoptinga world-recognized environmentally friendly standard for designing newgovernment buildings. The Alberta government’s decision to adopt theLEED (Leadership in Energy and Environmental Design) Silver standard inthe design of new government buildings has already shown positive resultsby reducing the impact of new buildings on the environment, conservingenergy and, in the long run, saving taxpayers money.

Four Alberta government buildings which have been constructed or arecurrently under construction have been designed to meet the LEED Silverstandard. These include:

• the Calgary Courts Centre

• the park office/visitor centre at Writing-on-Stone Provincial Park(southern Alberta)

• the Interpretive Centre at Cypress Hills Interprovincial Park (on theAlberta/Saskatchewan border)

• the Boreal Centre for Bird Conservation at Lesser Slave Lake ProvincialPark

The Tyrrell Field Station at Dinosaur Provincial Park in Drumheller is nowcertified as LEED Gold. It is the first to receive LEED Gold certification

Greening Alberta: Managing the Capital Plan’s Environmental Impact

Capital development mustinclude actions that haveminimal impact on theenvironment


from the Canada Green Building Council.

As part of this strategic capital plan (and consistent with Alberta’s 2008Climate Change Strategy), steps will be taken to:

• implement energy efficiency standards in building codes for homes andcommercial buildings

• provide government leadership in introducing energy efficiencystandards for government buildings

Sustainable building operations

In 2006, the Alberta government adopted the Go Green certificationprogram for provincial facilities. Operated by the Building Owners andManagement Association (BOMA), the Go Green Program emphasizesecologically sound building operations by establishing performancestandards in such areas as energy use, water use and indoor air quality.

Currently, 18 Alberta government-owned facilities have achieved BOMAGo Green certification, including various provincial buildings, both JubileeAuditoria, a research facility and several historic sites. More than 80 othermajor, provincially-owned buildings are under consideration for BOMA GoGreen certification.

Green power

Since January 1, 2005, over 90% of the electricity government-ownedfacilities consume comes from green power sources (wind, solar,hydropower, biomass and geothermal) – more than any other jurisdiction inCanada. Alberta’s climate change plan calls for increased investment inclean energy technologies and expanding their use.

Climate change

Alberta’s 2008 Climate Change Strategy will reduce projected greenhousegases by 50 million tonnes by 2020, and then in half by 2050, focusing oncarbon capture and storage, consumer incentives and greener energyproduction across Alberta. This plan will ensure a 200 million tonnereduction by 2050. New technologies will deliver the majority of thereductions – about 70 percent. Government will fund new initiatives thatsupport implementation of Alberta’s climate change strategy.

Land-use planning

Water and airshed planning will be integrated with land uses to balance neweconomic development with environmental and social goals.

Over 90% of the electricitygovernment facilitiesconsume comes from greenpower sources


The scope of capital projects included in this plan is extensive. Therefore,the Government commits to providing an investment averaging about $6billion ($2007) annually over the short and medium terms of this plan todeliver the infrastructure required by Albertans. Capital spending will varyfrom year to year depending on specific needs and priorities andopportunities for alternative financing arrangements. As part of Alberta’songoing commitment to sound fiscal management, this annual amount willbe reviewed as economic conditions change.

Details of specific projects, timelines and costs will be announced as part ofthe ongoing budget process.

Of necessity, providing the support for this strategic capital plan willinvolve not only government’s revenues, but also a combination ofinnovative financing approaches to ensure that projects can proceed on atimely basis, quality can be maintained, and taxpayers get the best value fortheir investment.

There are three primary funding sources for Alberta’s Capital Plan: current-year revenue; the Capital Account, and alternative financing. Until thecurrent fiscal framework was introduced in Budget 2003, the size of ourcapital plan depended mostly on the resource revenue outlook for the year.The uncertainty associated with resource revenue fluctuations made capitalplanning difficult, not only for the provincial government, but also for ourlocal partners such as municipalities, school boards, health regions and post-secondary institutions. To address this uncertainty and introduce morestability to capital funding, our fiscal framework now includes the followingthree components:

• Current-year revenue

Revenue from non-renewable resources, taxes, federal governmenttransfers and other sources can be used to pay for capital. However,there are two important limits on the amount of current-year revenueavailable to support capital spending. First, the Fiscal Responsibility Act(FRA) limits the annual amount of non-renewable resource revenue forbudget purposes to $5.3 billion within a year. Second, current-yearrevenue is also required to pay for other government program spending.

Funding the Capital Plan: Using Alberta’s Fiscal Resources Wisely

An annual investment ofabout $6 billion ($2007)will be committed over theshort and medium terms ofthis plan

There are three primaryfunding sources forAlberta’s Capital Plan:current-year revenue, theCapital Account andalternative financing


• Capital Account

The Capital Account holds funds allocated from the Sustainability Fundso that non-renewable resource revenues above the $5.3 billion FRAlimit and surpluses from current and prior years can be used to pay forcapital in future years.

• Alternative financing

Alternative financing for capital projects may include direct governmentborrowing, capital leases, bonds, public-private partnerships (P3) andborrowing by local authorities, such as health authorities and post-secondary institutions. Potential alternatively financed projects arereviewed by the Advisory Committee on Alternative Capital Financing,an external committee, to ensure the proposed financing provides value.

To date, Alberta has entered into P3 arrangements to deliver the AnthonyHenday Drive Southeast and the Northeast Calgary ring road projects.Alberta is currently in the process of negotiating P3 arrangements forschool projects and another leg of the Anthony Henday ring road inEdmonton.

Looking ahead to the term of this 20-year strategic capital plan, theprovincial government will determine how the required level of capitalspending will be funded. Those decisions will take a number of factors intoaccount including the amount of resource and other revenues, the level ofoperating spending, the repayment requirements of new alternativefinancing, and the province’s ability to generate value through the use ofP3s. Resource revenues are volatile and the projected levels of capitalspending will draw down the Capital Account. Given these conditions, andthe potential to generate value by acquiring capital using a P3 arrangement,the amount of alternative financing may increase relative to the otherfunding sources. As a result, the Alberta Government has taken steps toincrease its capacity to alternatively finance capital projects.

There is potential for additional alternatively-financed projects such as ringroad segments, schools, hospitals, and water and wastewater projects. AsAlberta’s alternative financing capacity and expertise increases, there willbe opportunities for a greater number of, and potentially more complex,projects.

While the specific sources of funding for this capital plan have not beendetermined, the provincial government understands and commits that, onaverage, we will need to invest $6 billion ($2007) a year to meet theobjectives and anticipated needs identified in the short and medium-terms ofthis strategic capital plan. Furthermore, the province commits to: movingforward with the necessary infrastructure; planning ahead to anticipate thepressures of growth; and ensuring that essential capital infrastructure is inplace now and for future generations of Albertans.

Additional, innovativecapital financing methodswill be explored


Financial Impacts of Capital Projects on the Operating Budget

New capital spending will commit the provincial government to increasedoperating program costs that must be reflected in future operating budgetsfor the various ministries that support capital projects. Increased operatingcosts will be considered when developing the business case, planning andapproving prospective capital projects. Alberta will not approve capitalprojects that cannot be sustained within the fiscal plan.

Reflecting priorities

In the short term, capital funding will be allocated to support the highestpriorities and objectives identified in this strategic capital plan. Thefollowing chart shows the approximate proportion of total capital fundingthat will be allocated to each of the eight envelopes.

Short-Term Capital PlanPercentage of Spending by Envelope

Community Facilities3%

Water and Wastewater

4%

Schools8%

Post Secondary8%

Housing, Government

Facilities12%

Health15%

Municipal Infrastructure

Support25%

Highway Network25%

Source: Alberta Treasury Board, 2007

Alberta will not approvecapital projects that cannotbe sustained within itsfiscal plan


This plan reflects the most up-to-date information about current and futuretrends in Alberta. However, it is important to identify and manage key risksthat could affect the plan and to monitor and report progress asimplementation of this plan proceeds.

MANAGING RISKSThere are a number of risks that could affect this 20-year strategic capitalplan as work proceeds.

Risk based on the underlying assumptions in this plan

As stated in the earlier section on forecasting, this plan is based on a high-growth forecast which represents some risk. However, it is prudent to planfor high growth, in spite of that risk, and be well prepared for Alberta’svibrant future.

Industry and partners’ capacity

Over the past few years, Alberta has dramatically increased its investment ininfrastructure across the province. Since its first three-year Capital Planwas announced in 2003, Alberta has increased capital spending by about3.5 times. This significant increase in capital spending comes at a timewhen the private sector is also making unprecedented investment in its ownprojects. Together, this vastly expanding investment in capital projectscould exceed the construction industry’s capacity to deliver multipleprojects. The result could be major delays in completing projects orinflated project construction costs.

In 2006-07, the Government of Alberta accounted for less than 10 percentof spending in the non-residential building construction market across theprovince through its investment in “vertical” infrastructure – such asschools, health facilities, government buildings and post-secondaryfacilities. Provincial infrastructure funding provided to municipalities in theform of grants is also included in this percentage. The investment in privatesector infrastructure projects tends to have the bigger effect on industrycapacity issues.

While the provincial government can be viewed as a minor player invertical infrastructure, major infrastructure projects supported by theprovincial government in communities across the province can affect localindustry capacity. While this certainly affects larger centres such as Calgary

Monitoring and Reporting: Addressing Risks to Implementing the Plan

Since the first 3-yearCapital Plan wasannounced in 2003, capitalspending has increased 3.5times


and Edmonton, it has a much more significant impact in smaller centres andrural areas. In those latter situations, even a small or moderate-sized projectcan tax local construction capacity.

The Government of Alberta plays a proportionately larger role in thehighways and roads construction market. Higher investment in roadprojects will affect prices to a greater extent than increased investment invertical infrastructure. To mitigate this effect, the Government of Albertahas taken the following actions:

• Staging major road projects, such as the ring roads, over time soindustry capacity is not exceeded and prices are not driven up

• Increasing its highway rehabilitation budget incrementally over time toallow industry time to build capacity

• Coordinating construction schedules for major projects with municipalgovernments

As part of this plan, the government must balance additional capitalspending against the effects this increase might have on industry capacity.Too much investment will drive prices higher as capacity is exceeded.Government will consult with industry organizations over the next fewyears to ensure capacity is well managed, and infrastructure is deliveredwhen needed and at an appropriate cost.

Over the longer term, a clear signal of the government’s commitment toinvestment in infrastructure should allow the construction industry to investin and maintain an appropriate capacity to meet the needs of the private andpublic sector.

While consistent investment levels will improve industry capacity,availability of labour continues to be the major constraint in the constructionindustry. According to a May 2007 Construction Sector Council report (forAlberta), the local workforce is not large enough to fill available jobs.

To address labour issues in the construction sector, the Government ofAlberta, in collaboration with Alberta construction associations and labourgroups, developed a new set of tools to address workforce challenges. AWorkforce Strategy for Alberta’s Construction Industry identifies ways toaddress labour and skills shortages over the next decade.

Managing cost escalation

Cost escalation on capital projects continues to increase, limiting fundsavailable for infrastructure spending on new projects or programs. Budget2007 provided $2.3 billion to address rising construction costs on previouslyannounced projects.

This 20-year StrategicCapital Plan signals theconstruction industry toadd capacity

Through a WorkforceStrategy for Alberta'sConstruction Industry,Alberta is addressing theshortage of labour


The Government of Alberta will adopt several strategies to mitigate theeffects of this cost escalation. These strategies – some of which havealready been adopted – include, but are not limited to, the following:

• Alternative procurement models such as public-private partnerships(P3s). Procurement models such as P3s bring cost certainty toinfrastructure projects by transferring risk to the private sector, where itis advantageous to do so. While transferring risk comes at a price, aproperly structured P3 arrangement only transfers risk best managed bythe private sector. The result should be greater efficiency and lower cost

• Coordination of construction schedules between the province andmunicipalities. Improved coordination of major construction projects,such as roads, between the province and municipal governments willensure governments are not in competition with each other forconstruction industry resources. Staging bids and construction schedulescould potentially save money as construction industry capacity is usedmore efficiently

• Strategies to allow industry to build capacity. As discussed in theprevious section, strategies to allow industry to build capacity over time,while minimizing the risk of reduced government spending, will allowmore infrastructure projects to be completed at lower costs. Byaddressing labour shortages in key trades, construction costs shouldstabilize

• Standardizing design. Developing standard designs for governmentfacilities, such as schools, allows for more efficient delivery of certaintypes of projects. The anticipated outcome is lower construction costs asa result of these efficiencies

• Monitoring economic conditions. The provincial governmentcontinues to monitor economic conditions and the potential impact onthe construction industry. By using this information, projects can bescheduled in a more efficient and cost-effective manner

• Consultation with industry organizations. Collaboration betweengovernment and industry organizations such as the Alberta RoadBuilders Association and the Construction Sector Council could identifyinnovative solutions to cost escalation pressures facing government

• Project staging. The provincial government will continue to stage itsown projects to remove unnecessary pressures on industry. Forexample, the province has successfully staged segments of its major ringroad projects in both Edmonton and Calgary to ensure industry capacityis not exceeded and projects can be completed in an efficient manner

P3s bring cost certainity bytransferring appropriaterisk to the private sector

Developing standarddesigns allows for moreefficient delivery of projects

CAPITAL PLAN MONITORING AND REPORTINGAlberta’s 20-year Strategic Capital Plan is a blueprint for future capitalspending. It is not a detailed list of every project to be undertaken over thenext 20 years. Government ministries will provide details about specificinfrastructure projects in their yearly plans and will also account for themannually.

As part of the Government of Alberta’s new approach to long-term capitalplanning, the government will monitor this strategic capital plan and issue aprogress report on an annual basis.

The annual progress report will inform Albertans about the progress beingmade on a project-by-project basis, including a link back to each ministry’sbudget and business plans where applicable. This information will alsoallow the government to adjust and update this 20-year strategic capital planon an ongoing basis to ensure it remains current, responds to changingneeds, and addresses Alberta’s most important priorities.


Government will reportregularly on theimplementation of Alberta’s20-year Strategic CapitalPlan

ALBERTA’S 20-YEAR STRATEGIC CAPITAL PLAN - APPENDIX 1 77

Appendix 1:Supplemental Economic and Demographic Information

Alberta’s growth pressures require immediate attention and careful management because the provincehas been growing at an exceptional rate over the past decade. In fact, Alberta has had the fastestgrowing GDP in Canada over the last ten years at 4.3% (Statistics Canada). With GDP growth of 6.6%in 2006 for example, Alberta more than doubled the Canadian rate of growth of 2.8% in that year.

Several key economic indicators in 2006 reflect Alberta’s exceptional economic success. Inparticular, strong population growth (2.7% increase), mean wage (6.9% increase), and average homeresale value increase (31% increase). All three of these indicators ran at more than double the nationalpace in 2006.

There are a number of emerging trends in Alberta today which can influence on future economicdevelopments. Therefore, while this long term capital plan addresses the need for more hospitals,schools, roads, recreational facilities and other essential infrastructure, the construction of thisinfrastructure is dependent on population variations, construction costs, emerging needs, non-energyexports, and numerous other factors.

ONGOING POPULATION GROWTHObviously, Alberta’s growth pressures are created by the large number of individuals and businessesmoving to Alberta to take advantage of economic opportunities and our business friendlyenvironment, as well as our very high quality of life. Growing numbers of Canadians from otherprovinces and residents of other countries have recognized the benefit of Alberta’s economic success,and have made the choice to bring their families here to take advantage of the incredible opportunitiesavailable in our province.

Over the past 35 years Alberta has averaged net in-migration of over 23,000 per year(international/inter-provincial). However, over the last decade, this figure has been much greater,averaging more than 39,000 per year (since 1997). In 2005, Alberta’s net in-migration was more than50,000 - roughly equivalent to the population of Grande Prairie. In 2006, net in-migration jumped tomore than 60,000 - roughly the population of St. Albert. In 2007, net in-migration population is higherstill, at 70,000 - roughly the population of Lethbridge. (Comparison figures relate to 2006 Censusdata).

Alberta’s future population growth is forecast to continue at a significant pace, reaching an anticipatedtotal population of nearly 5 million by 2028 - an increase of over 40% from 2007.

We can expect that:

• population growth will moderate from 3.1% in 2007 to around 1.5% in 2028; and Alberta’spopulation will reach nearly 5 million by this time with in-migration easing off to 46,000annually by 2018

• Sustained growth of the 0-17 segment of Alberta’s population will drive a need for new

Alberta schools. Growth in this segment is expected to be nearly 40,000 children taking it to840,000 by 2012 (5% total growth over 2007), and will likely increase by 75,000 to 875,000by 2017 (9% total growth over 2007). By 2026, the number of Alberta children 0-17 isexpected to be 918,000 (14% total growth over 2007)

• the average age of Alberta’s population will increase, resulting in fewer working-ageAlbertans as baby-boomers begin retirement

• Alberta, like Canada, will see that the fastest growing age group is 65+. Currently, there areabout 375,000 seniors in Alberta; by 2028, this figure is expected to double to approximately750,000

• labour force participation rates within the Alberta work force will decline as a function of theaging population

• unemployment will remain low well into the future

Real economic growth (GDP) will slow from the unsustainable pace of 6.6% in 2006, to around 2.5%by 2015, averaging 2.8% through to 2028.

Canada’s aging population is one of the reasons why inter-provincial migration is expected to slow.Between 2001 and 2006, 90% of Alberta’s net in-migrants were under 35, but this group is decliningin size as Canada ages, resulting in a lower projection of inter-provincial migration.

ALBERTA’S 20-YEAR STRATEGIC CAPITAL PLAN - APPENDIX 178

Population Growth – Alberta and Canada

Source: Statistics Canada and Alberta Finance, 2007

0

1

2

3

4

5

1972

1974

1976

1978

1980

1982

1984

1986

1988

1990

1992

1994

1996

1998

2000

2002

2004

2006

2008

2010

2012

2014

2016

2018

2020

2022

2024

2026

2028

% Change

Alberta Canada

Alberta Projected Canada Projected


0

10

20

30

40

50

60

70

80

90

100

15-19

20-24

25-29

30-34

35-39

40-44

45-49

50-54

55-59

60-64

65-69 70

+

Participation Rate Men Women

Alberta's Employment Participation Rates (work force)

Source: Statistics Canada, 2007

3

3.5

4

4.5

5

5.5

6

6.5

7

2006

2008

2010

2012

2014

2016

2018

2020

2022

2024

2026

2028

Alberta Alberta ProjectedCanada CBoC Canada CBoC Projected

Unemployment Outlook: Alberta and Canada

Source: Statistics Canada, Conference Board of Canada and Alberta Finance, 2007

ECONOMIC GROWTH DRIVERSAlberta’s economy has enjoyed robust growth for more than a decade due primarily to strong businessinvestment, particularly in the oil sands. Alberta’s low rate broad-based tax system helped foster theattractive business climate in Alberta.

Business Investment

Overall business investment in Alberta is very strong and has shown tremendous growth. With over$65 billion in business investments for 2007, the trend for increased investment continues. The energysector will account for 60 percent of business investment in Alberta in 2007 (about $39 billion). Allof this direct investment facilitates the extraction of natural resources, and creates jobs. Otherbusiness investments will account for the remainder, creating thousands of jobs in other sectors.

Energy

Demand for natural resources has increased around the world, and oil and gas have been trading athigh values as a result. Alberta’s oil sands are the second largest proven reserves in the world. Toextract these resources, the oil industry invested about $16 billion in oil sands development in 2007alone.

While it is true that Alberta’s sources of conventional oil are declining, and have been since themid-1990s, Alberta’s oil sands are ranked as the second largest proven oil reserves in the world. Asproduction of this resource becomes increasingly economic, total production of non-conventional oilin Alberta is projected to steadily increase over the next 7 years as shown in the chart below.

In October of 2007, Premier Stelmach announced changes to Alberta’s oil and gas royaltyframework. The changes strike a balance between Albertans receiving their fair share from theresources, and Alberta remaining an attractive place for continued investment in oil and gas. It isexpected that projected investment of oil sands developments and upgraders in Alberta will remainhigh.


0

5

10

15

20

25

30

35

40

45

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

All other sectors Mining, oil and gas

Source: Statistics Canada and Alberta Finance, 2007

Historical Business Investment in Alberta(billions of dollars)

However, history has shown us that oil and gas prices can fluctuate wildly, and quickly, as shown inthe chart below. For example, 1996 and 2001 serve as vivid examples of how the fortunes of theAlberta economy, and in turn, significant portions of the government’s revenue, are directly related tocommodity price volatility.


Alberta's Oil Production

0

500

1000

1500

2000

2500

3000

3500

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

('000s of Barrels Per Day)

Past Conventional Past Non-Conventional

Future Conventional Future Non-Conventional

Note: Nominal prices are those listed at the time – it is not adjusted for inflation to a particular base year

Energy Prices

(Nominal $)

0

10

20

30

40

50

60

70

80

1971

1973

1975

1977

1979

1981

1983

1985

1987

1989

1991

1993

1995

1997

1999

2001

2003

2005

2007

WTI

(US

$/B

BI)

0

2

4

6

8

10

12

C$/

gjOil Natural Gas

Source: Alberta Finance, 2007

Note: Non-conventional includes oil sands, bitumen and synthetics.

Diversification

While high oil and natural gas prices have provided impetus for Alberta’s growth, it is also true thatthe composition of Alberta’s growth has been broader than is generally acknowledged. In 2006,energy directly accounted for about 20% of Alberta’s real GDP, which is about two-thirds of the levelin the early 1970s. Sectors other than energy have increased in importance over the last 20 years,underscoring Alberta’s diversification efforts.

As a landlocked province, Alberta’s capacity to gain a competitive advantage exporting finishedmanufactured goods is limited; however, steps have been taken to mitigate this disadvantage recently,with an investment in the deep sea port at Prince Rupert, British Columbia. In Alberta, constructionhas already begun on a critical link to the port of Prince Rupert. Port Alberta is staged to become thenew gateway for cargo transportation combining air, rail and road near the Edmonton InternationalAirport. Edmonton is strategically located as the closest major centre to the Port of Prince Rupert andoffers immediate access to the CANAMEX corridor, Yellowhead and Alaska highways as well as thenorthern Alberta highway system.

Diversification across various industries and economic sectors is critical to the success and stabilityof the Alberta economy. To foster diversification, the development of research capacity andcorresponding technology commercialization in Alberta has built up a critical mass of knowledgeworkers in our province. Leading sectors of development include energy, life sciences, informationand communications technology, and nanotechnology. In support of these sectors, Alberta hasestablished funds such as the Alberta Heritage Fund for Medical Research and the Ingenuity Fund,from which world-class researchers can draw support.


Mining, oil and gas

14.6%

Agriculture 2.3%

Public services 11.8%

Other services43.4% Transportation

5.9%

Manufacturing9.5%

Construction10.6%

Utilities 1.9%

Source: Statistics Canada, 2007 and Alberta Finance calculations

Alberta's Real GDP, Broken Down By Industry – 2006

Non-Energy Exports

Non-energy exports, including agricultural and manufactured products, transported byroad, rail and air, are expected to grow steadily in future years. The continued growth ofthese exports signals a need for enhanced transportation linkages to facilitate theirmovement. The growth of non-energy exports is expected to average nearly 3% per yearthrough 2028.

Economic Development and Land-use

Today’s rapid growth in population and economic activity is placing unprecedentedpressure on Alberta’s landscapes. Oil and gas, forestry and mining, agriculture andrecreation, housing and infrastructure, transportation and utility corridors are allcompeting to use the land. There are more and more people doing more and moreactivities. This not only increases the number of conflicts between competing usergroups, it often stresses the land itself. Our land, air and water are not unlimited. Theycan be exhausted or degraded by overuse. To better balance our economic growth withAlbertans’ environmental and social expectations, the new Land-use Framework willadopt a planning system based on cumulative effects analysis at the regional level. Thepurpose of the Land-use Framework is to manage our growth, not stop it; it is to ensurea future with plentiful opportunities and a healthy environment.


0

0.5

1

1.5

2

2.5

3

3.5

2007

2009

2011

2013

2015

2017

2019

2021

2023

2025

2027

% Change

Growth of Non-Energy Exports

Source: Alberta Finance, 2007

ALBERTA’S QUALITY OF LIFE SUPPORTED BY ITS ECONOMIC STRENGTHIn just one century, the entrepreneurial spirit of Alberta has driven Albertans to build a province thatis second-to-none in Canada. Albertans have demonstrated a diligent work ethic, strong perseveranceand national leadership. Hard work and ingenuity have propelled Alberta into the lead in manyeconomic and social categories across Canada.

• Albertans enjoy some of the highest standards of health care in Canada. Alberta’s excellentprovincial health care system is driven by our collection of world-class researchers whocontinually strive to make medical breakthroughs and advance medical science. The success ofthis group is supported by state-of-the-art research laboratories and medical care centres. Theintegration of Alberta’s research body and our medical facilities enables rapid transfer andapplication of medical findings to new treatments that benefit Albertans.

• Alberta has low taxes on personal income, corporate income and fuel and no general sales tax,payroll tax or capital tax.

• Alberta offers one of the best basic education systems (K-12) in the world including public,charter and private schools. Alberta students consistently rank higher than the Canadian averagein every area tested. (Program for International Student Assessment 2004 results). Albertastudents are among the best in the world, benefiting from excellent teachers, high-qualitycurriculum and outstanding learning and teaching resources.

• Alberta’s economy has been the strongest in the nation over the last 5 years, with the strongestaverage business growth of any province in Canada, the highest real GDP growth in Canada, thehighest retail sales (about 27% above national average), the highest per capita disposable incomeof any province in Canada and the lowest unemployment rate of any province in Canada.

• Albertans are exceptional patrons of the arts, enjoying several world-class facilities. Albertans areproud of their rich and diversified culture.


85ALBERTA’S 20-YEAR STRATEGIC CAPITAL PLAN - APPENDIX 2

MUNICIPAL GRANT PROGRAMS(COMPLETED PROJECTS)

PROVINCIAL HIGHWAY NETWORK(COMPLETED PROJECTS)

HEALTH FACILITIES(COMPLETED PROJECTS)

Program 5-year($million) 2003-04 2004-05 2005-06 2006-07 2007-08 TotalAlberta Municipal Infrastructure Program - - 600 600 600 1,800Other municpal grants 1 258 393 447 476 532 2,106Municipal Sustainability Intitiative - - - - 350 350Total 258 393 1,047 1,076 1,482 4,256

New construction

Rehabilitation and 2nd stage

paving 1 Reconstruction 2

2003-04 162 854 70 4552004-05 80 708 95 5702005-06 127 455 64 7692006-07 286 650 62 9242007-08 300 861 57 1,363Total 955 3,528 348 4,081

(kilometres)

Year

Total Provincial Support

($million)

Project Description Location Completion DateFoothills Medical Centre. Expand acute care inpatient and treatment programs. Calgary 2003-04 16 Colonel Belcher Veterans Centre. Construct a new continuing care centre. Calgary 2003-04 8 Good Samaritan Clearwater Centre. Construct new long-term care facility. Rocky Mountain

House2003-04 5

Bethany Care Centre Sylvan Lake. Construct a new long-term care facility. Sylvan Lake 2003-04 5 Devonshire Care Centre. Construct a new facility. Edmonton 2003-04 8 Manning Health Centre. Construct a new health centre. Manning 2003-04 18 Peace River Health Centre. Construct a long-term care addition. Peace River 2003-04 6 Club Sierra at River Ridge. Contract with a voluntary sector partner to provide a new continuing care facility.

Medicine Hat 2004-05 4

Newport Harbour Care Centre. Construct a new facility. Calgary 2004-05 9 South Health Centre. Construct a new community health centre. Calgary 2004-05 10 Okotoks Community Health Centre. Construct a new community health centre. Okotoks 2004-05 10


($million)

1 includes programs such as Rural Transportation Grant, New Deal for Cities and Communities, Resource Road Program and Streets ImprovementProgram.

1 2nd Stage Paving - additional top layer of pavement to complete surfacing2 Reconstruction - reworking existing structure, including grading, paving, and/or grade-widening as appropriate

Appendix 2: Completed Projects

86 ALBERTA’S 20-YEAR STRATEGIC CAPITAL PLAN - APPENDIX 2

Health Facilities(Completed Projects)

Project Description Location Completion DateBethany College. Construct a new long-term care facility Red Deer 2004-05 27 Hong Lok Care Centre. Construct a new long-term care facility Edmonton 2004-05 5 Venta Nursing Home. Expand long-term care facility Edmonton 2004-05 3 Central Care Miller Crossing Care Centre. Construct a new long-term care facility Edmonton 2004-05 7 Walter C. Mackenzie Centre. Renovate and expand the main surgical suite Edmonton 2004-05 25 Northwestern Regional Health Centre. Construct a new Community Health Centre High Level 2004-05 39 Wing Kei Nursing Home. Construct a new nursing home Calgary 2005-06 9 Southern Alberta Forensic Psychiatric Centre. Relocate the forensic psychiatry program from the Peter Lougheed Centre

Calgary 2005-06 8

Alberta Hospital Ponoka Redevelopment. Construct a new inpatient facility Ponoka 2005-06 101 Bethany Care Centre Replacement. Construct a new long-term care facility Camrose 2005-06 19 Citadel Village Care Centre. Construct a new long-term care facility St. Albert 2005-06 5 Royal Alexandra Hospital. Expand and consolidate ambulatory care services. Renovate and open a 29-bed nursing unit and two operating rooms

Edmonton 2005-06 45

Regional Food Production & Distribution Centre (Phase 3). Expand facility to accommodate central tray assembly

Edmonton 2005-06 9

Grey Nuns Hospital. Construct new ambulatory support building Edmonton 2005-06 11 Sturgeon General Hospital. Construct new ambulatory support building St Albert 2005-06 9 Alberta Children’s Hospital. Construct a new children’s hospital Calgary 2006-07 241 Red Deer Regional Hospital. Completion of shelled-in space on the third level of the Regional Hospital building. Renovations and construction of new space to accommodate education, administration and support services as well as an expanded emergency and diagnostic imaging service capacity

Red Deer 2006-07 101

Kipnes Centre for Veterans. Construct new facility Edmonton 2006-07 7 Royal Alexandra Hospital. Renovate to accommodate clinic relocations and bed reclamation Edmonton 2006-07 4 Misericordia Hospital. Renovate to reclaim acute care beds. Construct new ambulatory support building

Edmonton 2006-07 18

Leduc Hospital. Construct ambulatory support building and reclaim acute care beds. Expand emergency department and relocate ambulatory care clinics

Leduc 2006-07 4

Grey Nun's Hospital. Renovate to reclaim acute care beds Edmonton 2006-07 12 Sturgeon Hospital. Renovate and reclaim acute care beds. Develop critical care unit St Albert 2006-07 10 University Hospital. Relocate physician offices and pre-admission clinic to Aberhart Centre. Renovate space to reclaim acute care beds

Edmonton 2006-07 4

Tom Baker Cancer Centre. Relocate breast screening and post-cancer follow-up programs off-site to expand outpatient clinic and day care unit facilities. Commission an additional radiation therapy vault

Calgary 2006-07 4

Westlock Long Term Care Centre. Construct a new long-term care facility Westlock 2007-08 27 Cross Cancer Institute. Expand medical day care, outpatient clinic and pharmacy facilities Edmonton 2007-08 10 Touchmark at Wedgewood Care Centre. Construct a new long-term care facility Edmonton 2006-07 2 Vegreville Long Term Care Centre. Construct a new long-term care facility Vegreville 2007-08 14 Alice Keith Nursing Home. Construct a new addition to the Vermilion Health Centre Vermilion 2007-08 15 Youville Nursing Home. Construct a new facility St. Albert 2007-08 7 University Hospital, Provincial Lab. Upgrade bio-safety and security systems Edmonton 2007-08 5 Total 906


($million)


Schools(Completed Projects)

Project Description Location Completion Date


($million)

Nose Creek Elementary School Airdrie 2006 7Edwards Elementary School Airdrie 2007 10Bearspaw School Bearspaw 2005 11Iron Ridge Campus Blackfalds 2005 5Buffalo Head Prairie School Buffalo Head Prairie 2006 7Holy Angels School Calgary 2003 4St. Elizabeth Seton Calgary 2003 5Monsignor J. J. O'Brien Calgary 2004 6Hidden Valley School Calgary 2004 3Monterey Park Elementary Calgary 2004 5Somerset School Calgary 2004 5Valley Creek Middle School Calgary 2004 10St. Ambrose School Calgary 2005 5Bishop O'Byrne High School Calgary 2005 25Our Lady of Fatima Calgary 2005 5Crossing Park School Calgary 2006 6St. Brigid School Calgary 2006 6Centennial High School Calgary 2006 25St. Albert the Great Calgary 2006 11Chaparral School Calgary 2006 6Citadel Park School Calgary 2006 7Douglasdale School Calgary 2006 5Mountain Park School Calgary 2006 11Notre Dame High School Calgary 2006 20Our Lady Of Lourdes Calgary 2006 4St. Basil's School Calgary 2006 7Tuscany Elementary School Calgary 2006 7Chaparral Elementary Core School Calgary 2007 10St. Jerome Elementary School Calgary 2007 10Springside Elementary/Junior High Calgary 2007 13Arbour Lake/Citadel Middle School Calgary 2007 14Batallion Park Calgary 2007 8St. Clare School Calgary 2007 5Coventry Hills Elementary Calgary 2007 6Red Deer Lake School Calgary 2007 9Calmar Elementary School Calmar 2007 6Gus Wetter School Castor 2005 5St. Gabriel The Archangel Chestermere 2006 7Prairie Waters Elementary School Chestermere 2007 5Eleanor Hall School Clyde 2007 8R. I. Baker Middle School Coaldale 2003 8St. Timothy School Cochrane 2005 9Ecole Voyageur Cold Lake 2006 7MacKenzie River School Cold Lake 2007 9Heritage Heights School De Winton 2006 6

New School Construction Projects





($million)

Holy Spirit Catholic School Devon 2006 6Didsbury High School Didsbury 2006 9George P. Nicholson School Edmonton 2004 6Jackson Heights Elementary Edmonton 2004 5Archbishop Joseph Macneil Edmonton 2006 7Archbishop Oscar Romero High School Edmonton 2006 14Father Michael Troy Edmonton 2006 7Mother Teresa School Edmonton 2006 4St. John Bosco Elementary School Edmonton 2006 5St. Martha School Fort McMurray 2006 10Falun School Falun 2006 3Derek Taylor Public School Grande Prairie 2007 18Chamberlain School Grassy Lake 2005 5Granum School Granum 2006 3Holy Spirit Academy High River 2004 5Innisfail Middle School Innisfail 2004 8Terrace Ridge School Lacombe 2005 6Guthrie School Lancaster Park 2005 6Langdon Area School Langdon 2005 8G.S. Lakie Middle School Lethbridge 2003 9St. Patrick Fine Arts Elementary School Lethbridge 2005 4St. Paul School Lethbridge 2005 6Notre Dame Academy Medicine Hat 2006 6Holy Trinity Academy Okotoks 2006 13Onoway Elementary School Onoway 2007 10St. Augustine School Ponoka 2006 8Raymond Elementary School Raymond 2007 6Mattie Mccullough Elementary Red Deer 2004 5St. Francis Of Assisi Middle School Red Deer 2006 9St. Dominic High School Rocky Mountain House 2007 6West Central High School Rocky Mountain House 2005 12Holy Spirit Catholic School Sherwood Park 2004 10Lakeland Ridge School Sherwood Park 2007 12Greystone Centennial Middle School Spruce Grove 2005 10Ecole La Mission St. Albert 2005 4Strathmore High School Strathmore 2003 15River Valley School Sundre 2006 10Fox Run School Sylvan Lake 2003 9Our Lady of the Rosary School Sylvan Lake 2007 8St. Mary's Roman Catholic Separate School Taber 2005 7Two Hills School Two Hills 2006 3St. Stephens Catholic School Valleyview 2006 8Prairieview Elementary School Vulcan 2005 6Clear Vista School Wetaskiwin 2006 9Total New School Construction Projects 713

New School Construction Projects





($million)

Banff Community School Banff 2007 5James Fowler High School Calgary 2003 5William Aberhart High School Calgary 2003 4Henry Wise Wood High School Calgary 2003 3St. Mary's High School Calgary 2004 6Ecole De La Rose Sauvage Calgary 2004 6King George Elementary School Calgary 2006 4David Thompson Middle School Calgary 2006 6Acadia Elementary School Calgary 2006 4Sam Livingston Elementary Calgary 2006 3Cardston High School Cardston 2004 5Crowsnest Consolidated High School Coleman 2004 7Horace Allen School Coleman 2004 3Delburne Centralized School Delburne 2003 3Ross Ford Elementary School Didsbury 2004 3Westminster School Edmonton 2003 6Mccauley School Edmonton 2005 5John A. Mcdougall School Edmonton 2005 5Hazeldean School Edmonton 2006 5Jasper Place School Edmonton 2007 13Holy Redeemer School Edson 2003 7Parkland Composite High School Edson 2006 3Exshaw School Exshaw 2007 3Fr. M. Beauregard Education Community Centre Fort Mcmurray 2005 6Glendon School Glendon 2005 3Peace Wapiti Academy Grande Prairie 2005 6Gerard Redmond Community Catholic School Hinton 2005 4St. Gregory Catholic Elementary School Hinton 2007 3J. A. Williams High School Lac La Biche 2006 5Leduc Junior High School Leduc 2005 4Leduc Composite High School Leduc 2006 3Winston Churchill High School Lethbridge 2005 5Crescent Heights High School Medicine Hat 2005 6Okotoks Junior High School Okotoks 2006 5Peace River High School Peace River 2006 6Springfield Elementary Peace River 2007 4Matthew Halton High School Pincher Creek 2004 3Ecole Camille J. Lerouge School Red Deer 2005 5Lindsay Thurber Comprehensive High School Red Deer 2006 15E. G. Wahlstrom School Slave Lake 2006 3Spirit River Regional Academy Spirit River 2005 6Sir George Simpson Junior High St Albert 2006 4

Major School Modernization Projects





($million)

Lorne Akins Junior High School St Albert 2006 5Two Hills School Two Hills 2006 3Blessed Sacrament School Wainwright 2004 5Total Major School Modernization Projects 223

Major School Modernization Projects

Muriel Clayton Middle School Airdrie 2007 4Holy Family Academy Brooks 2003 5Steel-framed modulars - Various Locations Calgary 2003 4Crossing Park School Calgary 2007 6Lawrence Grassi Middle School Canmore 2007 3Cardston High School Cardston 2005 3Ecole Ste.Jeanne D'Arc Edmonton 2005 4Forestburg School Forestburg 2004 3Dr. Karl A Clark Elementary Fort Mcmurray 2007 9Alexander Forbes School Grande Prairie 2007 3Ecole St. Gerard Catholic School Grande Prairie 2007 8Hines Creek Composite School Hines Creek 2005 5St. Gregory Elementary School Hinton 2003 3Mcgrath Elementary School Peace River 2007 3Ecole Beausejour Plamondon 2004 5Ecole Secondaire Notre Dame High School Red Deer 2005 3Lindsay Thurber Comprehensive High School Red Deer 2006 15C. J. Schurter Elementary School Slave Lake 2004 4St. Joseph School Spruce Grove 2005 3St. Thomas Aquinas High School Spruce Grove 2005 4John Paul II School Stony Plain 2005 3Memorial Composite High School Replacement Stony Plain 2007 3Sacred Heart Academy Strathmore 2003 4Three Hills School Three Hills 2006 7St. Theresa School Wabasca 2005 5Total Schools Expansion Funding 119

Total Schools Envelope Funding 1,055

School Expansion Projects


Post-secondary Facilities(Completed Projects)

Project Description LocationFunding

Timeframe

Provincial Park upgrading Various locations accross the province

2003-08 94

Community Facility Enhancement Program Various locations accross the province

2003-08 193

Edmonton Northlands Edmonton 2005-08 59Rexall Place Edmonton 2007-08 10Commonwealth Stadium Edmonton 2007-08 15Calgary Stampede Calgary 2005-08 59Pengrowth Saddledome Calgary 2007-08 10McMahon Stadium Calgary 2007-08 15


($million)

COMMUNITY FACILITIES(COMPLETED PROJECTS)



($million)Banff Centre. Donald Cameron Hall Banff 2007 23 Grant MacEwan Community College. Robbins Health Learning Centre Edmonton 2007 53 Keyano College. Information and Communications Technology Centre Fort McMurray 2003 5 Keyano College. Sport and Wellness Centre Fort McMurray 2007 33 Lethbridge Community College. Cousins Building Lethbridge 2007 11 Lethbridge Community College. Expansion Lethbridge 2004 5 Medicine Hat College. Heating, Ventilation and Air Conditioning Replacement Medicine Hat 2007 2 Medicine Hat College. Multi-Purpose Building Medicine Hat 2003 8 Mount Royal College. Lincoln Park Campus Expansion Calgary 2007 94 Northern Alberta Institute of Technology. Centre for Apprenticeship Technologies (Souch and Main Campus)

Edmonton 2007 27

Northern Alberta Institute of Technology. Centre for Power Engineering Technology Edmonton 2006 2 Northern Alberta Institute of Technology. Re-locate Welding Program Edmonton 2007 2 Olds College. 5 Modular Classrooms in Calgary Calgary 2006 1 Red Deer College. Automotive and Welding Addition Red Deer 2007 10 Southern Alberta Institute of Technology. Art Smith Aero Centre Calgary 2004 12 Southern Alberta Institute of Technology. Replacement of the 55 Board in the power plant Calgary 2007 1 University of Alberta. District Utilities Expansion Edmonton 2005 28 University of Alberta. National Institute of Nanotechnology Edmonton 2007 40 University of Alberta. Natural Resources Engineering Facility Edmonton 2004 25 University of Calgary. Bachelor of Health Science Expansion Calgary 2007 9 University of Calgary. Child Development Centre Calgary 2006 35 University of Lethbridge. Service Building Replacement Lethbridge 2007 8 Total 434


Community Facilities(Completed Projects)

Project Description LocationFunding

Timeframe

Centennial projects:Royal Tyrell Museum of Paleontology. Construct Shell for new Learning Centre Drumheller 2003-04 3 Provincial Archives of Alberta. Convert Patient Support Centre to new Provincial Archives of Alberta

Edmonton 2003-04 2

Lougheed House. Restoration Calgary 2004-05 6 Dinosaur Provincial Park. Expansion of Paleontology Field Station

Brooks 2005-06 3

Northern Alberta Jubilee Auditorium. Refurbishment. Edmonton 2005-06 31 Southern Alberta Jubilee Auditorium. Refurbishment. Calgary 2005-06 29 Sam Livingston Fish Hatchery. Bow Habitat Exhibitory (Entry Landscape) Calgary 2007-08 5 Lesser Slave Lake Bird Observatory - Boreal Centre for Bird Conservation Lesser Slave Lake 2005-08 3Dinosaur Provincial Park Tyrrell Field Station/Visitor Centre Drumheller 2006-08 1Writing on Stone Provincial Park Interpretive Centre Writing on Stone

Provincial Park2005-08 2

Cypress Hills Interprovincial Park Visitor Centre Cypress Hills 2005-08 2Park Visitor Centres - Exhibit Funding Various locations

across the province2005-07 5

Centennial Legacy Grants Various locations across the province

2003-06 58

Alberta Centennial Per Capita Municipal Grant Program Various locations across the province

2004-05 10

Edmonton Art Gallery Edmonton 2006-07 15Calgary Zoo Calgary 2005-07 35Heritage Park Calgary 2006-07 9

Jubilee Auditoria Renovation - Washrooms Edmonton & Calgary 2007-08 13Canmore Nordic Centre Facility Refurbishment Kananaskis Country 2007-08 26 Gallery and exhibit renewal at historic sites and museums Various locations 2005-08 6Major Community Facilities Program (first year of a two year program) Various locations


Calgary Olympic Development Association - Calgary Olympic Park Calgary 2007-08 40Total 899


($million)


Housing, Government Facilities and Other Capital(Completed Projects)

Project Description LocationCompletion

Date


($million)Lethbridge Correctional Centre. Upgrade the Kitchen to Correct Health and Safety Concerns Lethbridge 2003-04 2 Alberta SuperNet. SuperNet provides high speed broadband access to 429 communities Various locations


O.S. Longman Building Construction of a Level II Pathology Laboratory Edmonton 2004-05 1 Metropolitan Calgary Foundation. Grant to construct 132 seniors supportive housing units Calgary 2004-05 1 St. Michaels Health Care Centre. Grant to construct 71 seniors supportive housing units Spruce Grove 2004-05 2 Sam Livingston Fish Hatchery. Upgrade the effluent treatment system Calgary 2005-06 1 Parks Workshop. Expand the Fire Centre in the Parks Workshop Building Lac La Biche 2005-06 2 Neil Crawford Provincial Centre. Level III Bio-containment Lab Edmonton 2005-06 12 Fort McMurray Airport. Construction of a Warehouse and Heliport at the Fort McMurray Airport for Sustainable Resource Development

Fort McMurray 2006-07 4

Government Centre. High Voltage Distribution Network Edmonton 2006-07 2 Capital Arts Building. Relocate Foundation for the Arts and Conservation Services Edmonton 2006-07 4 Agrivalue Processing Business IncubatorFacility, Design & Construction

Leduc 2006-07 21

Upgrade the Forest Fire Depot to AddressFunctional & Building Condition Issues

Edmonton 2006-07 7

Vegreville Seniors Housing. Grant to construct 40 seniors supportive housing units Vegreville 2006-07 3 The Good Samaritan Society. Grant to construct 30 rural affordable supportive living units Stony Plain 2006-07 2 Sunrise Village (Wetaskiwin) Holdings Ltd. Grant to construct 20 rural affordable supportive living units

Wetaskiwin 2006-07 1

Calgary Courts Centre. Design and Construction Calgary 2007-08 341 Calgary Courts Centre. Court Technology System Calgary 2007-08 16 Sam Livingston Fish Hatchery. Bow Habitat Exhibitory (Entry Landscape) Calgary 2007-08 5 Abbeyfield House Banff. Grant to construct 10 rural affordable supportive living units Banff 2007-08 1 Shepherd's Care Foundation. Grant to construct 36 rural affordable supportive living units Barrhead 2007-08 1 West Sturgeon Aging in Place Foundation. Grant to construct 24 rural affordable supportive living units

Villeneuve 2007-08 1

Meridian Foundation - 42 affordable units for seniors Stony Plain 2007-08 1 CTD Housing Solutions - 42 units affordable housing for families and singles Edmonton 2007-08 1 Capital Region Housing Corporation - 44 affordable family housing units Edmonton 2007-08 1 City of Edmonton (Pilot Project) - rent supplement for low income families and individuals Edmonton 2006-07 1Saint-Thomas Health Centre - 50 supportive housing units for seniors Edmonton 2007-08 1 West Sturgeon Aging in Place Foundation - 55 units of seniors supportive housing Villeneuve 2007-08 1 Pino Brothers Affordable Housing - 58 affordable housing units for families, singles and seniors Edmonton 2007-08 1 Medicine Hat Community Hsg Society - 28 units affordable family housing Medicine Hat 2007-08 2 Capital Region Housing Corporation - 62 units affordable family housing Edmonton 2006-07 2 Grande Prairie Residential Society - 70 units affordable housing for families, singles and special needs

Grande Prairie 2006-07 2

Bridgeton Properties Inc. - 99 units of affordable housing for families and singles. Edmonton 2005-06 2 P & S Investments 95 affordable units for families and singles Red Deer 2006-07 3 994552 NWT Holdings (NOVA Builders - 96 units affordable family housing) Edmonton 2005-06 3 Wood Buffalo Housing & Development Corp. - 130 units of affordable family housing Fort McMurray 2005-06 3 City of Calgary - 202 units affordable housing and seniors supportive housing Calgary 2005-06 5 Total 654


Housing, Government Facilities and Other Capital(Completed Projects)

Project Description LocationCompletion

Date

Housing projects less than one million:The Salvation Army START Program - 5 room group home for special needs clients Fort McMurray 2006-07Sustainable Remote Housing Initiative (SRHI) -Smith Housing Association - 3 homeownership units for low income families

Smith 2006-07

COPE Rocky Mountain House Society - 8 unit group home Rocky Mountain House 2006-07SRHI Wood Buffalo Housing and Development Corporation (WBH & DC)- 5 units affordable family housing

Regional Municipality of Wood Buffalo (Conklin)

2006-07

SRHI Wood Buffalo Housing and Development Corp - 5 units affordable family housing Regional Municipality of Wood Buffalo (Janvier)

2007-08

SRHI Wood Buffalo Housing and Development Corporation - 5 units affordable family housing

Regional Municipality of Wood Buffalo (Conklin)

2006-07

SRHI Wood Buffalo Housing and Development Corp - 5 units affordable family housing Regional Municipality of Wood Buffalo (Janvier)

2007-08

Capital Region Housing Corporation - 10 units affordable family housing Edmonton 2006-07Town of Rocky Mountain House - 7 units of special needs housing Rocky Mountain House 2006-07Edmonton Inner City Housing Society - 8 units affordable family housing Edmonton 2004-05Hythe District Pioneer Homes - 8 units affordable family housing Hythe 2006-07Lethbridge Housing Authority - 8 units affordable family housing Lethbridge 2004-05SRHI Mackenzie Housing Management Board - 7 units manufactured housing for families

Fort Vermilion 2006-07

Medicine Hat Women’s Shelter Society Medicine Hat 2005-06Shepherd's Care Foundation - 30 units of affordable housing for seniors Edmonton 2007-08Edmonton City Centre Church Corporation - 12 units affordable family housing Edmonton 2005-06WBH & DC - 29 units of transitional housing Fort McMurray 2005-06Edmonton City Centre Church Corporation - 18 units affordable family housing Edmonton 2005-06City of Grande Prairie - 38 units affordable housing for special need clients Grande Prairie 2004-05P and S Investments - 38 units low income and special needs housing Red Deer 2004-05Capital Region Housing Corporation - 20 units affordable family housing Edmonton 2006-07Pino Brothers Affordable Housing Ltd. 20 affordable housing units Edmonton 2007-08Ft McMurray Affordable Housing Society - 40 units affordable family housing Fort McMurray 2006-07Cochrane Society for Housing Options - 21 affordable family housing units Cochrane 2007-08Vegreville Senior Hsg - 40 units of seniors supportive housing Vegreville 2007-08Universal Rehabilitation Service Agency - 12 units for clients with special needs Calgary 2006-07Rose City Residential Support Society - 24 units affordable family housing Camrose 2007-08Sustainable Remote Housing Initiative - Aseniwuche Winewak Nation of Canada - 30 units for low income families

Grande Cache 2006-07

Sustainable Remote Housing Initiative - Wabasca/Desmarais Housing Authority Society 18 homeownership units in remote communities

Wabasca, Peerless Lake, Trout Lake, Calling Lake, Sandy Lake, Chipewyan Lake

2007-08

Evergreens Foundation - 30 units affordable housing for seniors Grande Cache 2006-07St. Paul Abilities Network- 12 affordable units for persons with disabilitiesTotal 11

Total Housing, Government Facilities and Other Capital 665


($million)


Water and Wastewater Management(Completed Projects)

Program 5-year($million) 2003-04 2004-05 2005-06 2006-07 2007-08 TotalGovernment owned dams, canals, spillways, etc. 30 39 23 32 34 158Water and wastewater grant programs 23 30 98 138 150 439Total 53 69 121 170 184 597


Appendix 3: Projects in Progress or Announced

Location(s)

Municipal Infrastructure Alberta Municipal Infrastructure Program Various Locations throughout ProvinceBio-energy Infrastructure Development Grant Program Various Locations throughout ProvinceCanada-Alberta Municipal Rural Infrastructure Fund Various Locations throughout ProvinceMunicipal Sustainability Initiative Various Locations throughout ProvinceMunicipal Transportation Grants Various Locations throughout ProvinceNew Deal for Cities and Communities Various Locations throughout ProvinceSpecial Infrastructure Assistance Program Banff/JasperSpecified Risk Materials In Province Beef Processing Facilities Various Locations throughout ProvinceTank Site Remediation Program Various Locations throughout ProvinceWaste Management Assistance Program Various Locations throughout Province

Provincial Highway Network2nd Stage Paving (Final Paving) Projects Under $10,000,000 Various Locations throughout ProvinceBridge Projects Under $10,000,000 Various Locations throughout ProvinceBridge Replacement: Highway 49 Smoky River - Birch HillsCalgary South West Ring Road CalgaryEdmonton North Ring Road (Anthony Henday Drive) EdmontonFuture right-of-way (4-10 yr program) Various Locations throughout ProvinceHighway Rehabilitation Projects (Including Bridges) Various Locations throughout ProvinceHwy 1 - Interchange at Hwy 9 near StrathmoreHwy 2 Median Widening - South of Crossfield - North of Acme Road Interchange RockyviewHwy 21 4-Laning and Interchange: South of Hwy 628 - Hwy 16 Strathcona CountyHwy 2A Widening/Reconstruction - Innisfail to South of Hwy 42 (Penhold) County of Red DeerHwy 43 - Grande Prairie Bypass with Interchange upgrades at Hwy 2 near Grande PrairieHwy 54 Widening - W of Red Deer - N of Innisfail County of Red DeerHwy 63 4-Laning from Suncor to Syncrude Municipality of Wood BuffaloHwy 9 - N of Hwy 1 - Drumheller Various Locations North East Economic Corridor - Hwy 63 4-Laning Hwy 881 to 69 Various Locations Northeast Stoney Trail CalgaryNorthwest Stoney Trail CalgaryHighway Projects Under $10,000,000 Various Locations throughout Province

Health FacilitiesAlberta Alcohol and Drug Abuse Comission Systems Various Locations throughout ProvinceActive Treatment Centre Upgrade - Royal Alexandra Hospital EdmontonBed Reclamation and Renovations - Misericordia Community Hospital EdmontonBed Reclamation and Renovations - Grey Nuns Community Hospital EdmontonBed Reclamation and Renovations - Walter C. MacKenzie Health Sciences Centre EdmontonBuilding Systems Upgrade Various Locations throughout ProvinceCapital Maintenance and Renewal (including Infrastructure Maintenance and Renewal) Various Locations throughout ProvinceCommunity Health Clinics Municipality of Wood BuffaloDiagnostic Imaging Strategy Various Locations throughout ProvinceEdmonton Clinic (Capital Health Portion) EdmontonElectronic Health Record Various Locations throughout ProvinceEmergency Dept Redevelopment and Endoscopy Suite Upgrade -Queen Elizabeth II Hospital

Grande Prairie

Health Systems Development Various Locations throughout ProvinceLong-Term Care Facility Replacement Partnerships -Various Buildings Edmonton

Project Name


Location(s)

Health FacilitiesNew Facility -Strathcona County Hospital and Health Centre Sherwood ParkNew Orthopedic Surgical Facility EdmontonNew Replacement Facility -Eastwood Primary Health Care Centre EdmontonQueen Elizabeth II Hospital Replacement Grande PrairieRedevelopment - Foothills Medical Clinic CalgaryRedevelopment -Chinook Regional Hospital LethbridgeRedevelopment -Peter Lougheed Centre CalgaryRedevelopment -Rockyview General Hospital CalgaryRegional Shared Health Information Plan Various Locations throughout ProvinceRenovation and Expansion -Barrhead Healthcare Centre BarrheadRenovation and Expansion -Edson And District Healthcare Centre EdsonRenovation and Expansion -Viking Health Centre VikingRenovations -Richmond Road Diagnostic and Treatment Centre CalgaryReplace Food Production Kitchen -Alberta Hospital Edmonton EdmontonReplacement Facility -Fort Saskatchewan Health Centre Fort SaskatchewanReplacement Facility -High Prairie Health Complex High PrairieRoof Replacement and Phase 1 Upgrading -Fairview Health Complex FairviewSouth Calgary Health Campus CalgaryStollery Children's Hospital - Pediatric Surgical Suite Expansion -Walter C. MacKenzie Health Sciences Centre

Edmonton

Upgrade Inpatient Unit and Emergency Dept Medication Rooms at Peter Lougheed Centre, Rockyview, and Foothills Medical Centre

Calgary

Project Name

Appendix 3: Projects in Progress or Announced (continued)

School FacilitiesNew - Airdrie Elementary School AirdrieNew - 5-12 School AnzacModernization and Addition - Bassano School BassanoNew - K-12 Replacement School - Ecole Des Beaux - Lacs BonnyvilleNew - Shawnessy Middle School (Grade 5-9) CalgaryNew - McKenzie Towne K-4 School CalgaryNew - Panorama K-4 Public School CalgaryNew - Taradale Elementary School CalgaryModernization - Bishop Carroll High School CalgaryModernization - St. Margaret CalgaryModernization - Western Canada High School CalgaryModernization - Ecole de la Source CalgaryModernization - Ecole Notre-Dame de la Paix CalgaryModernization - Camrose Composite High School CamroseNew - School to Replace Lawrence Grassi Middle School (Part of Canmore Solution) CanmoreNew - Canmore Catholic K-12 School - shared with Francophone CanmoreNew Carstairs Elementary School CarstairsModernization - Theresetta Roman Catholic School CastorNew - Chestermere Lake Elementary School -Our Lady of Wisdom ChestermereNew - Chestermere K-6 School ChestermereModernization - West Meadow School ClaresholmReplacement - Cold Lake High School (Replacement of R. A. Reynolds School) Cold LakeModernization - Assumption Jr. / Sr. High School Cold Lake


School FacilitiesNew - Clairmont K-8 School ClairmontNew - Catholic Grade 9-12 School Drayton ValleyReplacement - for H. W. Pickup Junior High School Drayton ValleyModernization - Drumheller High School - Drumheller Solution DrumhellerNew - Catholic K-12 School (St. Anthony's), Includes Demolition of Old School DrumhellerModernization and Addition -Duchess School DuchessNew - East Prairie Settlement School East PrairieModernization - Archbishop McDonald High School EdmontonModernization - Holyrood Elementary School EdmontonModernization and Addition - St. Francis Xavier Catholic High School EdmontonModernization and Addition - Balwin Junior High School EdmontonNew - Lillian Osborne Grades 10-12 High School EdmontonModernization and Replacement - Victoria School Of Performing And Visual Arts EdmontonModernization - Strathcona High School EdmontonModernization - Prince Charles School EdmontonModernization - Forest Heights School EdmontonModernization - Ellerslie North Campus EdmontonModernization - Ecole Gabrielle-Roy EdmontonModernization - Eastglen High school EdmontonModernization - Westwood Community High School Fort McMurrayNew - Ecole McTavish Junior High School Fort McMurrayNew - Ft. McMurray Catholic High School Fort McMurrayModernization - Phase II - Alexander Forbes School Grande PrairieNew - Crystal Lakes Elementary School Grande PrairieNew - K-12 Ecole Nouvelle Frontiere Replacement School Grande PrairieNew - Mother Teresa K-9 School Grande PrairieModernization - Harry Collinge High School HintonModernization and Addition - Hythe Elementary Junior High School HytheModernization - Delnorte School InnisfreeModernization - Sand Hills Elementary La CreteModernization - Father Lacombe Catholic School LacombeNew - K-9 School to replace Bishop Routhier School PeavineNew - Grades 7 - 12 School Slave LakeNew - West Lethbridge Public High School - part of Joint Facility (West Lethbridge EducationCentre)

Lethbridge

New - West Lethbridge Catholic High School - part of Joint Facility (West Lethbridge Education Centre)

Lethbridge

Modernization - Ecole La Verendrye LethbridgeModernization - Gilbert Patterson Middle School LethbridgeModernization - Nampa Public School NampaModernization - Percy Pegler School OkotoksNew - Starter School OldsReplacement - Olds Junior Senior High School OldsModernization - Oyen Public School OyenModernization and Addition - St. Catherine's School Picture ButteModernization - Ponoka Composite High School PonokaAddition, Modernization and Demolition - Raymond Junior Senior High School Raymond




Post-Secondary FacilitiesBow Valley College - Renovation and Expansion CalgaryBuilding Envelope Renewal Program -Various Buildings (Grant MacEwan College, U of L) Various Locations throughout Province

Capital Maintenance & Renewal (including Infrastructure Maintenance and Renewal) Various Locations throughout ProvinceCode, Safety and Security Upgrades -Various Buildings (U of A, U of L, Lethbridge College, NorQuest College)

Various Locations throughout Province

Edmonton Clinic (U of A Portion) EdmontonEndowment Funding for Health Innovation Centres Edmonton and CalgaryLethbridge College - Trade Shop & Lab Renewal LethbridgeMedicine Hat College - F Wing Expansion Medicine HatOlds College - Canadian Equine Centre of Innovation Expansion and Upgrading Olds Roof Replacement -Various Buildings(Keyano College, Lakeland College, Northern Lakes College, Portage College, NAIT, SAIT, U of A, U of C)


University of Alberta - Biological Sciences ventilation upgrade EdmontonUniversity of Alberta - Centennial Center for Interdisciplinary Science (Phase II) EdmontonUniversity Of Alberta - District Utility System upgrade Edmonton

School FacilitiesModernization - St. Thomas Acquinas Junior High School Red DeerModernization - G.W. Dawe Community School Red DeerAddition -St. Albert Catholic High School/Vincent J. Maloney - joint project St. AlbertModernization - Racette School St. PaulModernization - Ecole Elementaire St. Paul Elementary School St. PaulReplacement - Ecole Du Sommet School St. PaulModernization - William E. Hay Comp High School StettlerReplacement - Memorial Composite High School Stony PlainActual and Project Various locations across the ProvinceCapital Maintenance and Renewal (including Infrastructure Maintenance and Renewal) Various locations across the ProvinceAlberta Schools Alternative Procurement Project (ASAP):

Calgary School District - Saddle Ridge K-4 CalgaryCalgary School District - Evergreen K-4 CalgaryCalgary School District - Bridlewood K-6 CalgaryCalgary School District - Cranston K-4 CalgaryCalgary School District - Royal Oak K-4 CalgaryCalgary School District - West Springs K-4 CalgaryCalgary Roman Catholic School District - Evergreen K-4 CalgaryCalgary Roman Catholic School District - Cranston K-9 CalgaryCalgary Roman Catholic School District - Saddle Ridge K-9 CalgaryEdmonton Catholic School District - Terwilliger Heights K-6 EdmontonEdmonton Catholic School District - Lewis Farms K-9 EdmontonEdmonton Catholic School District - Heritage Valley K-9 EdmontonEdmonton School District - Palisades K-9 EdmontonEdmonton School District - Meadows K-9 EdmontonEdmonton School District - Terwilliger Heights K-9 EdmontonEdmonton School District - Lake District Belle Rive K-9 EdmontonEdmonton School District - Lake District Belle Rive K-9 EdmontonEdmonton School District - Pilot Sound K-9 Edmonton



Location(s)Post-Secondary Facilities

University Of Alberta - Health Research Innovation Facility Fit Up (Faculty of Pharmacy and medical research facilities)

Edmonton

University of Calgary - Faculty of Veterinary Medicine CalgaryUniversity of Calgary - Health Sciences Centre - Renovations CalgaryUniversity of Calgary - Institute for Sustainable Energy, Environment and Economy (ISEEE) Building

Calgary

University Of Calgary - Taylor Family Digital Library CalgaryUniversity of Lethbridge - Markin Building (for Health Sciences & Management) LethbridgeWorld Skills Equipment Acquisition Unspecified Site

Housing, Government Facilities and Equipment, and Other CapitalAffordable Housing - Supportive Living -Supportive Living Various Locations throughout ProvinceAffordable Housing Project Assistance to Municipalities Various Locations throughout ProvinceCanada/Alberta Affordable Housing Trust Funds - Provincial Matching Funds Various Locations throughout ProvinceCanada/Alberta Affordable Housing Trust Funds (Affordable & Off Reserve Aboriginal) -Provincial Matching Funds


Preservation of Social Housing Portfolio - Social Housing Various Locations throughout ProvinceSeniors Self-Contained Housing Various Locations throughout ProvinceAcquistion of government equipment and inventories Various Locations throughout ProvinceAir Tanker Aircraft Upgrade (Retrofit 3 CL-215s) Various Locations throughout ProvinceAir Tanker Bases - Upgrades to meet Transport Canada Systems Safety Standards & Program Requirements

Manning, Whitecourt, Springbank, Fort McMurray, Edson

Calgary Courts Centre -Provincial Court North Tower CalgaryCourt of Appeal Historical Site Renovations -Calgary Courts Centre/Parkade CalgaryHinton Training Centre Multifacility Maintenance HintonCapital Maintenance and Renewal Various Locations throughout ProvinceLand Purchases for Various Buildings and Utility Corridors Various Locations throughout ProvinceLodge Regeneration Various Locations throughout ProvinceOS Longman Building Renewal (Agriculture) EdmontonProvide Video Arraignment and Courthouse Perimeter Security Various Locations throughout ProvinceProvincial Grazing Reserves Renovation program Various Locations throughout ProvinceRemand Centre - Replacement of Facility EdmontonRenovations to the Bow Habitat Station, Phase 2 -Sam Livingston Fish Hatchery CalgarySustainable Resource Development Staff Offices and Housing Various Locations throughout ProvinceStrategic Information Technology Initiative -Solicitor General And Public Security Various Locations throughout ProvinceSwan Hills Treatment Plant Swan HillsUninterrupted Power Supply (UPS) - Edmonton Data Centre -John E. Brownlee Building Edmonton

Upgrade to Raven Brood Trout Station CarolineUpgrades and purchase of government information technology systems Various Locations throughout Province

Community FacilitiesSafety, Security and Protection - Provincial Heritage Facilities Various provincial historic sites and museums

throughout AlbertaRefurbishment and Expansion of the Royal Alberta Museum EdmontonProvincial Park Infrastructure Renewal/Reinvestment Various Locations throughout ProvinceProvincial Park Drinking Water and Sewage System Upgrades Various Locations throughout ProvinceMajor Community Facilities Program Various Locations throughout Province

Project Name



Location(s)

Community FacilitiesEdmonton Northlands and Calgary Stampede Facilities Edmonton, CalgaryCommunity Facility Enhancement Program Various Locations throughout ProvinceCalgary Olympic Development Association - Calgary Olympic Park Calgary

Water and Wastewater ManagementCarseland-Bow River Headworks System Rehabilitation Various Locations throughout ProvinceVarious Irrigation District infrastructure Grants Various Locations throughout ProvinceMunicipal Industrial Wastewater Infrastructure for Agricultural Processing Program Various Locations throughout ProvinceMunicipal Water/Wastewater Grants Various Locations throughout ProvinceOther Water Rehabilitation Projects Various Locations throughout ProvinceRegional Water/Wastewater Projects Various Locations throughout ProvinceSt. Mary to Milk River Ridge Reservoir Rehabilitation RaymondWater and Air Monitoring Program Various Locations throughout ProvinceWaterton to St. Mary Canal Rehabilitation Hill Spring

Capital for Emergent ProjectsVarious Projects Various Locations throughout Province

Project Name

the 20-year strategic capital plan - alberta · to gauge and anticipate these needs, alberta’s...

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