Strategic Plan | Two Hills

2026-2029
STRATEGIC PLAN

EXECUTIVE SUMMARY: PURPOSE OF THE STRATEGIC PLAN:

The Town of Two Hills Strategic Plan is a refresh of the January 2025 Strategic Plan, updated to reflect evolving conditions and new information that has emerged since its original creation. This updated Plan responds to changes in the regional economy, market conditions, provincial policy environment, and broader North American trends that affect rural communities like Two Hills.

The Strategic Plan sets out a three-to-five-year framework to help guide decisions, investments, and actions that shape the future of the community. It provides Council and Administration with a shared reference point for making coordinated, transparent, and fiscally responsible choices that support community well-being, economic resilience, and long-term sustainability.

In a small community like Two Hills, municipal resources—financial, administrative, and volunteer—are limited. This refreshed Strategic Plan helps ensure those resources are used intentionally and effectively, focusing effort where it will have the greatest impact while remaining responsive to a changing external environment.

The Strategic Plan:

Establishes clear strategic direction that carries forward across Council terms, providing continuity while allowing for adjustment
Provides a shared framework for prioritizing work and sequencing initiatives over time
Strengthens alignment between policy, budgeting, and day-to-day operations, helping decisions reinforce one another
Creates a clear and defensible foundation for grant applications, partnerships, and advocacy with other levels of government

The Strategic Plan is intended to be a living document—one that is referenced regularly, revisited as conditions evolve, and used actively to guide decisions rather than set aside once adopted.

PLANNING PROCESS OVERVIEW:

The refreshed Strategic Plan was developed through a facilitated planning process led by Alberta Counsel, designed to confirm priorities and adjust direction in light of changing external conditions. The process included a two-day strategic planning session with Town Council held on January 8 and 9, providing dedicated time for discussion, reflection, and alignment.

During the planning session, Council reviewed existing strategic direction, discussed current and emerging challenges, and considered how regional dynamics, market conditions, provincial policy, and broader North American trends are influencing the Town of Two Hills. Particular attention was given to economic conditions, infrastructure pressures, workforce availability, and the evolving role of partnerships in extending municipal capacity.

Throughout the process, Council emphasized realism, deliverability, and local context. The refreshed Strategic Plan focuses on actions that are achievable within the Town’s current capacity, while remaining flexible enough to respond to uncertainty and change. This approach ensures the Plan remains practical, relevant, and grounded in the realities facing Two Hills today.

WHAT HAS CHANGED SINCE THE JANUARY 2025 STRATEGIC PLAN:

The refreshed Town of Two Hills Strategic Plan builds on the strategic planning work completed in January 2025. While the core direction and long-term vision for the community remain consistent, several important changes have occurred that warranted a review and refinement of the Plan.

This refresh ensures the Strategic Plan remains relevant, practical, and responsive to current conditions.

CHANGES IN GOVERNANCE AND LEADERSHIP:

Since January 2025, the Town of Two Hills has seen the election of new Council members. The addition of new voices and perspectives provided an important opportunity to:

Reconfirm shared priorities
Reflect on emerging community needs
Ensure alignment between Council, Administration, and the Strategic Plan

The refreshed Plan incorporates the perspectives of the current Council while maintaining continuity with previously established direction. This approach supports stability while allowing the Plan to reflect the priorities and insights of today’s elected leadership.

EVOLVING REGIONAL, MARKET, AND POLICY CONDITIONS:

Since early 2025, the broader environment affecting Two Hills has continued to change. Shifts in:

Regional economic conditions
Housing and labour markets
Provincial funding and policy direction
Broader North American economic trends

Have reinforced the importance of readiness, prioritization, and partnership-based approaches. The refreshed Plan reflects updated assumptions about capacity, timing, and risk.

KEY AREAS OF CHANGE:

Greater Focus on Readiness and Capacity:

The refreshed Plan places increased emphasis on aligning ambitions with available administrative, financial, and community capacity. This includes clearer prioritization and more intentional sequencing of initiatives.

Stronger Integration Across Focus Areas:

Economic Development, Infrastructure, Partnerships, and Community Building are more clearly connected. Actions in one area are designed to support progress in others, reducing duplication and improving overall effectiveness.

Expanded Emphasis on Partnerships:

The updated Plan places greater importance on working with Indigenous communities, regional partners, provincial agencies, industry, and community organizations as a way to extend municipal capacity and access resources.

Refined Approach to Economic Development:

Business retention, tourism development, and investment readiness are more clearly integrated into a single economic development approach focused on resilience, incremental growth, and long-term sustainability.

Clearer Governance and Accountability:

The refreshed Plan provides clearer guidance on how Council and Administration work together, how decisions are informed by the Plan, and how progress is monitored and shared with the community.

WHAT HAS NOT CHANGED:

The Town’s long-term vision and commitment to community well-being
The importance of economic resilience, infrastructure sustainability, and quality of life
The value placed on collaboration, transparency, and responsible decision-making

MOVING FORWARD:

This refreshed Strategic Plan provides a stable yet flexible framework that allows the Town of Two Hills to respond thoughtfully to change while staying grounded in community values. It supports informed decision-making today and positions the community to adapt confidently in the years ahead.

OVERVIEW OF STRATEGIC PRIORITIES AND DESIRED OUTCOMES:

To respond to these challenges and opportunities, the Strategic Plan is organized around four integrated Focus Areas:

Economic Development – Supporting local businesses, attracting investment, and strengthening economic resilience
Infrastructure – Maintaining and optimizing municipal assets to support community needs and future growth
Partnerships – Expanding municipal capacity through collaboration with Indigenous communities, regional partners, other governments, industry, and community organizations
Community Building – Strengthening connection, recreation, and quality of life for residents of all ages

Together, these Focus Areas support the following desired outcomes:

A more resilient and diversified local economy
Sustainable and well-sequenced infrastructure investments
Expanded municipal capacity through effective partnerships and collaboration
A connected, welcoming, and engaged community where people choose to live, work, and invest

STRATEGIC PLAN IMPLEMENTATION FRAMEWORK:

FOCUS AREA 1: Economic Development

Strategy 1: Implement a structured Business Retention and Expansion (BRE) Program

Actions:

Establish and maintain a prioritized employer list using transparent criteria and review it annually.
Conduct structured, scheduled business visits using standardized discussion guides.
Create a formal process for issue logging, ownership assignment, escalation, and follow-up.
Develop tailored response pathways including municipal actions, partner referrals, and advocacy.

Strategy 2: Use Business Intelligence to Inform Workforce, Land, and Policy Decisions

Actions:

Conduct annual business surveys and targeted interviews to identify opportunities and constraints.
Facilitate sector-specific and cross-sector business roundtables.
Analyze findings to identify recurring barriers and opportunities.
Translate findings into recommendations that inform Council decisions, land use, infrastructure, and policy.

Strategy 3: Develop Market-Ready Tourism and Hospitality Experiences

Actions:

Inventory and annually update tourism assets.
Assess assets for market readiness.
Develop packaged visitor experiences through experience design workshops
Pilot priority tourism experiences and refine them based on feedback.

Strategy 4: Strengthen Business Attraction and Investment Readiness

Actions:

Complete an inventory of industrial and commercial lands.
Develop sector-specific investment packages.
Create standardized investor response processes and templates.
Maintain a Council-approved investment incentive framework.

FOCUS AREA 2: Infrastructure

Strategy 1: Optimize Above-Ground Transportation, Utility, and Placemaking Assets

Actions:

Coordinate utility corridors with future land use planning.
Implement a transparent road and paving prioritization framework.
Complete placemaking, streetscape, and wayfinding improvements.
Coordinate above-ground infrastructure through an annual capital work plan.

Strategy 2: Maintain and Modernize Below-Ground Infrastructure Systems

Actions:

Complete condition and risk assessments of underground infrastructure.
Develop a prioritized infrastructure renewal plan.
Strengthen inspection, maintenance, and contingency planning.
Evaluate the feasibility of underground fibre infrastructure.

Strategy 3: Optimize Community and Regional Infrastructure Assets

Actions:

Develop business cases for priority municipal assets.
Engage users, operators, and partners throughout planning.
Pursue regional and provincial partnerships where appropriate.
Advance assets to Council for decisions on investment, repurposing, partnership, phasing, or divestiture.

FOCUS AREA 3: Partnerships

Strategy 1: Advance Indigenous, Regional, and Inter-Municipal Partnerships

Actions:

Establish formal engagement protocols and regular meetings.
Identify shared priorities and collaborative opportunities.
Develop joint initiatives, agreements, and funding applications.
Implement processes to resolve partnership issues early.

Strategy 2: Build Strong Provincial Government Partnerships

Actions:

Maintain active relationships with provincial ministries and agencies.
Align municipal priorities with provincial objectives and funding programs.
Coordinate evidence-based advocacy supported by strong business cases.
Track provincial engagement activities and outcomes.

Strategy 3: Strengthen Industry, Workforce, and Community Organization Partnerships Actions:

Formalize partnerships with employers, training providers, and community organizations.
Align workforce initiatives with Business Retention and Expansion findings.

Develop partnership agreements with clear governance and accountability.
Coordinate service delivery and community programming.

FOCUS AREA 4: Community Building

Strategy 1: Strengthen Volunteerism and Civic Engagement

Actions:

Develop leadership pathways and mentorship opportunities for volunteers
Support succession planning within community organizations.
Implement volunteer recruitment and matching initiatives.
Recognize and celebrate volunteer contributions.

Strategy 2: Enhance Family, Youth, Senior, and Newcomer Supports

Actions:

Conduct regular community needs assessments.
Support aging-in-place initiatives.
Strengthen youth and family programming through partnerships.
Implement newcomer welcoming and community integration initiatives.

CONCLUSION:

Two Hills has always been a community that gets things done—through hard work, strong relationships, and a clear sense of pride in place. This refreshed Strategic Plan builds on that foundation. It acknowledges the realities we face today—capacity pressures, infrastructure needs, housing and workforce challenges, and a changing regional and provincial environment—while also recognizing the real advantages that make Two Hills a place people choose to live, work, and invest.

This Plan is both a shared direction and a practical roadmap. It brings Council, Administration, residents, businesses, and partners onto the same page, so that day-to day decisions and long-term investments reinforce one another. It also positions Two Hills to take advantage of opportunities as they arise—whether through partnerships, grants, investment interest, or community-led initiatives—without losing focus on what matters most.

Most importantly, this Plan reflects the community’s belief that Two Hills can shape its future. By working steadily across Economic Development, Infrastructure, Partnerships, and Community Building—while keeping a clear lens on population growth and retention— Two Hills is choosing to move forward with confidence, clarity, and momentum.

The next chapter for Two Hills is not about doing everything at once. It’s about doing the right things, in the right order, together—and building a community that remains welcoming, resilient, and proud for generations to come.