Plans, Reports and Studies
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.
Read the one-page overview document
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.
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.
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 |
|
Financial Reports |
|
CFO Reports |
|
Delivered by Chief Financial Officer Dennis Egert. |
|
Council Travel Reports |
|
ESTMA |
|
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. |
Council and administration plans
Development
Facilities, assets, operations and infrastructure
| Environment |
| Facilities |
|
Airport Runway Extension Assessment (2012) Facilities For The Future - final report |
| Parks, recreation and leisure |
|
Dogs in Off-Leash Areas Report Leisure Trails Development Plan Parks and Recreation Master Plan Regional Event Centre Phase 4 Feasibility Study South Saskatchewan River Recreation & Leisure Opportunities Report |
|
Traffic and transportation |
|
Downtown Parking Study (2011) Roadway System Master Plan (2013) |
| Waste |
| Waste Management Strategy |
Community support and emergencies
| Housing |
| Medicine Hat Housing Strategy |
| Emergency services |
|
Emergency Social Services Plan |
Budgets and finance
The City of Medicine Hat is committed to responsible fiscal management and transparent reporting.
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? |
|
|
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. |