Plans, Reports and Studies

We Have Energy booklet

Medicine Hat City Council Strategic Plan 2023-2026

The 2023-2026 Strategic Plan outlines Council’s strategic priorities and is intended to communicate Council’s vision and goals to our community, and partners, and provide strategic direction to City Administration.  

View as PDF  

Read the one-page overview document


Corporate Strategic Objectives

Corporate Strategic Objectives 2024-2026

The Corporate Strategic Objectives reflect how the City of Medicine Hat's administration team will support Council's Strategic Plan.

View as PDF


Mid-Term Report cover page

Mid-Term Report

The Medicine Hat City Council Mid-Term Report provides a high-level summary of some of the significant achievements of City Council from November 2021 to November 2023.

 Read the Mid-Term Report

view of bridges over river at sunset in Medicine Hat

2022 Annual Report

A review of activities, initiatives and the financial summary for the City of Medicine Hat in 2022.

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Community Survey 2022


This is the first ever scientific community survey done in Medicine Hat. Conducted by Ipsos, the report outlines resident satisfaction on a number of City services, which services are most important to residents and other indicators. Click here to learn more!




Financial reports

Annual Reports

2022 Annual Report

2021 Annual Report

2020 Annual Report

2019 Annual Report

2018 Annual Report

2017 Annual Report

2016 Annual Report

2015 Annual Report

2014 Annual Report

2013 Annual Report

2012 Annual Report

2011 Annual Report

2010 Annual Report

2009 Annual Report

2008 Annual Report

2007 Annual Report

Financial Reports

2023 Financial Report

2022 Financial Report

2021 Financial Report

2020 Financial Report

2019 Financial Report

2018 Financial Report

2017 Financial Report

2016 Financial Report

2015 Financial Report

2014 Financial Report

2013 Financial Report

2012 Financial Report

2011 Financial Report

2010 Financial Report

2009 Financial Report

2008 Financial Report

2007 Financial Report

CFO Reports

Delivered by Chief Financial Officer Dennis Egert.

CFO Annual Report as of December 31, 2023

CFO Tri-Annual Report as of August 31, 2023

Council Travel Reports

2023 Council Travel Report

2022 Council Travel Report

2021 Council Travel Report

2020 Council Travel Report

2019 Council Travel Report

2018 Council Travel Report

2017 Council Travel Report


The Extractive Sector Transparency Measures Act (ESTMA) introduces reporting and transparency standards. The ESTMA states that the City must report on payments made through the financial year and publish a report within 150 days following.

ESTMA Annual Report 2022

ESTMA Annual Report 2021

ESTMA Annual Report 2020

ESTMA Annual Report 2019

ESTMA Annual Report 2018

ESTMA Annual Report 2017

ESTMA Annual Report 2016

Council and administration plans


Area structure plans (ASP) and neighbourhoods

Airport ASP (PDF)

Box Springs ASP (PDF)

Brier Run ASP (PDF)

Burnside Estates ASP (PDF)

Burnside Heights ASP (PDF)

Canyon Creek ASP (PDF)

Cimarron ASP (PDF)

Cimarron ASP Amendment (PDF)

Coulee Ridge Outline Plan (PDF)

Downtown Plan (Non-statutory) (PDF)

Hamptons ASP (PDF)

Hamptons ASP Amendment - May 20, 2020 (PDF)

Hamptons ASP Amendment - Sept 8, 2021 (PDF)

Herald ARP (PDF)

NE Crescent Heights ASP (PDF)

NECH Phase 4 Conceptual Scheme (PDF)

North Sector ASP (2000) (PDF)

North Sector ASP (2009) (PDF)

Northwest Industrial ASP (PDF)

Parkview ASP (PDF)

Ranchlands ASP (PDF)

Ranchlands Phase 1 Conceptual Scheme (PDF)

Ranchlands Phase 2 Conceptual Scheme (PDF)

Ranchlands Phase 3 Conceptual Scheme (PDF)

River Flats ARP (PDF)

River Flats ARP Amendment (PDF)

Riverside ARP (PDF)

Saamis Heights ASP (PDF)

Southlands ASP (PDF)

Southlands Phase 6 Conceptual Scheme (PDF)

Southlands Phase 6 Amendment (PDF)

Southview ASP (PDF)

South Flats ARP (PDF)

South Vista Heights ASP (PDF)

River Ridge Estates Conceptual Scheme (PDF)


Downtown Parking Study (2011)

Downtown Redevelopment Plan

Economic development 
Strategic Economic Development Priorities and Implementation Considerations
Municipal development plan (MDP)

myMH Master Plan

myMH Master Plan (MDP)

Tri-Area Intermunicipal Development Plan

Growth Management Study (2019) - Note: This report was prepared as one of several inputs into the Municipal Development Plan (approved in 2020).  

Facilities, assets, operations and infrastructure


Airport Area Structure Plan

Airport Runway Extension Assessment (2012)

Regional Event Centre Phase 4 Feasibility Study

Veiner Centre Structural Review (2013)

Recreation and leisure

Cycling Master Plan

Dogs in Off-Leash Areas Report

Leisure Trails Development Plan

Parks System Management Plan

Playground Management Plan

Recreation Master Plan

Regional Event Centre Phase 4 Feasibility Study

South Saskatchewan River Recreation & Leisure Opportunities Report

Traffic and transportation

Cycling Master Plan

Downtown Parking Study (2011)

Roadway System Master Plan (2013)

Snow and Ice Control Review

Waste Management Strategy

Community support and emergencies

Medicine Hat Housing Strategy
Emergency services

Emergency Social Services Plan

Fire Services Strategic Plan

Water Shortage Management Plan

Budgets and finance

The City of Medicine Hat is committed to responsible fiscal management and transparent reporting.

Budgets and finance

Alberta Municipal Benchmarking Initiative

The Alberta Municipal Benchmarking Initiative (AMBI) is a collaboration of 10 cities and towns in Alberta, including City of Medicine Hat, to develop and build upon a framework for an ongoing benchmarking process.

The first AMBI report, which focused on drinking water, was released Nov. 16, 2015. The participating municipalities are finalizing the data collection and analysis of additional service areas and will release reports as they are finalized.

AMBI reports 

What is benchmarking?

A benchmark is an established point of reference against which things can be measured and compared. In this case, the benchmark is municipal service delivery metrics over time. The information sets the stage for each municipality to identify trends, establish priorities, and effect positive change in the delivery of services to their residents.

Why benchmarking?

  • Benchmarking is a sound business practice often used by governments and the private sector
  • It assists municipalities in sharing knowledge and best practices and builds awareness of the value of collaboration
  • It identifies opportunities to improve service delivery and cost savings 
  • It helps to align service requirements with budget
  • It encourages a culture of continuous improvement
  • It demonstrates transparency and accountability and value for money

Who is participating?

Participating municipalities include Airdrie, Banff, Beaumont, Canmore, Cochrane, Red Deer, Lethbridge, Medicine Hat, Okotoks, and Wetaskiwin.

Initiative history

The program began in November 2012 with a grant from Municipal Affairs’ Regional Collaboration Program. The grant was used to engage a consultant for initial data collection from 2009 to 2012, comparative analysis and reporting. Participating municipalities in phase two updated the data from 2012 to 2014. Other service areas include wastewater, snow and ice management, parks provision, solid waste, and roads.

Using the data

While each community in Alberta is unique and faces local factors that impact their service delivery, such as population growth, commercial/residential mix, and geography, in general, benchmarking assists elected officials, administration and residents to understand how their municipality is performing over time.

Next steps

The next steps are for each participating municipality to review results with managers and employees who are experts in the measurement areas.