KPI 1 | KPI 2 | KPI 3 |
|---|---|---|
300% efficiency increase | 2 FTEs avoided needing to hire | 20 hrs/week freed from administration |
The City of Medicine Hat is the 6th largest city in Alberta and unique among Canadian municipalities. Known for its massive natural gas fields, Medicine Hat owns and operates its own natural gas production and distribution utilities, earning it the nickname “The Gas City.” Five internal workgroups within the Department of Natural Gas and Petroleum Resources (NGPR) collaborate to identify the economic value of assets. As a government entity that thrives on natural gas revenue, a key objective of the NGPR is cost reduction, including manpower, to ensure maximum profitability and shareholder returns.
Medicine Hat’s asset management team was overwhelmed. A single Environmental Coordinator, Tyler Britton (Environment Lead – Asset Liability & Closure), was responsible for consolidating data coming in from 15 to 20 different environmental consultants, all working on different sites, submitting information in different formats, at different times.
An impossible workload with no budget to fix it. One project manager was attempting to track and manage data across roughly 2,750 active sites. The workload was clearly too much for one person, but the department had no funding to bring on additional coordinators.
Folder chaos and version control nightmares. Without a cohesive information management strategy, storing and retrieving critical wellsite data was a constant drain on city resources. One manager would label a folder “wellsite data” while another used “well site data,” making it a regular pain to search out complete and accurate data sets. Important spreadsheets had version control issues, and worse, they were at risk of being lost or deleted entirely.
Consultants working in silos. With 15 to 20 consultants each using their own systems and formats, there was no standardized way to receive, validate, or track project data. City employees were caught in an endless loop of emailing contractors for updates, and the data management problem kept mounting as project data piled up.
Manual consolidation consuming the week. Every report, update, and deliverable from consultants had to be manually compiled, cross-referenced, and organized. The coordinator spent more time managing data than managing projects.
Medicine Hat implemented Fieldshare as their centralized project management and data platform. The fundamental shift was simple but transformative: instead of consultants sending data to the city for manual processing, consultants now enter their data directly into Fieldshare.
Fieldshare introduced project maps as a standardized visual format for storing and accessing well data. No longer were individual naming conventions and folder structures a problem to navigate. Storing field data on Fieldshare’s project map enabled the Environmental Coordinator to keep all data in a single system of record where it could be referred back to at any time.
The map-based system also made it easier to coordinate multiple workers deployed to the same geographic area. With no nested folders or hard-to-find features, the system was easy to learn and intuitive to use, which meant adoption happened quickly across all stakeholders.
Seamless data migration with live support. In just 5 business days, Medicine Hat had historical well site data imported into Fieldshare. To ensure a smooth transition, Fieldshare staff provided no-cost help to the NGPR team to migrate data, configure the software interface, and customize it to their preferred workflows.
Coordinator capacity tripled from 250 to 750 sites. The most dramatic change was in raw capacity. A single coordinator went from struggling to keep up with 250 projects to confidently managing 750 sites within a few months of launch. Medicine Hat didn’t just improve efficiency; they fundamentally changed the operating model. The coordinator went from being a data consolidator to being an actual project manager.
20 hours per week saved on administration. “Fieldshare saves us 20 hours per week in administration and data maintenance, updating records, organizing project data, and reporting,” Tyler Britton confirms. That’s over 1,000 hours per year redirected from data wrangling to actual project oversight.
2 FTE positions avoided. The city needed at least two additional project managers but had no budget to hire them. Fieldshare eliminated that staffing gap entirely. The efficiency gains meant one coordinator could handle the workload that previously would have required three.
Data retrieval twice as fast within one month. Once the transition was complete, records stayed up to date without constant email chains. Continuously updated project status information could be sent and received instantly, resulting in a substantial decrease in project-related emails.
300% productivity boost confirmed one year later. After a full year on the platform, Medicine Hat attributed the 300% increase in overall project volume directly to Fieldshare. The city now requires contractors working gas sites within its jurisdiction to use Fieldshare for project and data management purposes. With every quarterly software update, Medicine Hat gains another set of tools to meet their efficiency and financial goals.
Data lies at the heart of neural networks, and our services start with understanding your unique data landscape. We work closely with you to identify and collect relevant data sources, ensuring that your neural network models are built on a solid foundation. Our data scientists employ cutting-edge techniques to preprocess and clean the data, making it ready for training the neural network models.
- Pacific hake false trevally queen parrotfish black
- Prickleback moss revally queen parrotfish black
- Queen parrotfish black prickleback moss pacific
- Hake false trevally queen
production