ARTICLES
Executive Team
05.03.25Chief of Police
Al Murphy
Alan Murphy was named as the 24th Chief of Police for the Medicine Hat Police Service on December 5, 2022, and was officially sworn-in on January 20, 2023.
Prior to his arrival in Medicine Hat, he was a member of the Edmonton Police Service for 27 years and held the rank of Deputy Chief of Police for his last 4 years. From 2018 to 2021 he was the Deputy Chief in charge of the Community Policing Bureau which encompasses eight frontline patrol and investigative branches with over one thousand sworn and civilian employees. From 2021-2022 he was the Deputy Chief in charge of Corporate Services Bureau which consists of Human Resources, Training, Development and Recruiting, Finance, Supply Services, Procurement and Audit/Risk.
Alan was previously assigned to executive roles as a Superintendent in charge of a Patrol Division, an Inspector in charge of Professional Standards and the Executive Officer to the Chief of Police. He was also a member of the volunteer board of directors for the YMCA of Northern Alberta from 2019-2021.
In spring 2022 Alan graduated from the Major City Chief’s Association Police Executive Leadership institute (PELI) which prepares Deputy Chiefs for future career advancement. Alan was fortunate to be mentored by Chief Bill Scott from the San Francisco Police Department.
Since his arrival in Medicine Hat, Chief Murphy has been elected to the Board of Directors for the Canadian Mental Health Association Southeast Region.
Deputy Chief
Raj Saini
Raj Saini began his policing career in 1999 with the Brantford Police Service, where he developed a strong foundation in frontline policing and criminal investigations. In January 2022, Raj accepted the position of Deputy Chief of Police with the Nelson Police Department, where he was responsible for overseeing both the operational and administrative functions of the department. Raj has led diverse teams, managed complex investigations, and implemented technology-driven solutions throughout his career.
Academically, Deputy Chief Saini is deeply committed to advancing the professionalization of policing through education and evidence-based strategies. He holds a Bachelor of Arts in Psychology and a Master of Public Safety and is currently a Doctoral candidate in Public Safety. His academic pursuits align with his dedication to modernizing policing practices, fostering leadership development, and implementing progressive community safety strategies.
Deputy Chief Saini joined the Medicine Hat Police Service in January 2025 and in his current role oversees both the Operational and Support Service Divisions of the Service.
Inspector Jason Graham
Operational Services Division
Jason Graham began his policing career in 1999, starting with the Regina Police Service before joining the Medicine Hat Police Service in 2002. In 2024, he was promoted to the rank of Inspector.
Inspector Graham holds a Diploma in Criminal Justice and a Bachelor of Professional Arts, specializing in Law Enforcement.
In his current role, Inspector Graham oversees the Operational Division of the Medicine Hat Police Service, which includes the Patrol Section, Community Support Section, Community Support Unit, Downtown Patrol Unit, Forensic Identification Unit, Traffic Unit, and Bylaw Enforcement.
Throughout his career, Inspector Graham has gained extensive experience across a broad range of specialized units including the Patrol Section, Drug Unit, Criminal Intelligence Unit, Priority Street Crimes Unit, Court Unit, Recruiting Team, Organized Crime Unit (ALERT), and the Criminal Investigation Section. His passion for investigative work led him to focus on complex, high-level cases within the Organized Crime and Criminal Investigation Sections, where he was actively involved in major investigations.
Inspector Graham values the diverse opportunities he has had throughout his career and continuously reflects on his experiences to learn, adapt, and apply his knowledge. His commitment to enhancing policing strategies, supporting his teams, and contributing to community safety remains at the core of his leadership.
Inspector Joe West
Investigation and Support Services Division
Joe West has been a member of the Medicine Hat Police Service since 1997 and was promoted to the rank of Inspector in 2016.
Inspector West has served the community in a variety of areas including the; Patrol Section, Training Unit, Tactical Team, Major Crimes Section and Organized Crime Section.
As a member of the Executive Team, Joe provides leadership, support and oversight to the Administrative Services Division which includes the; Administrative Services Section, Information Processing Section and the Information Technology Section.
Inspector West previously served with the Calgary Police Service, joining in 1995 after completing a Bachelor’s Degree from the University of Calgary.
Contact:
Office of the Chief
Email: mhps@mhps.ca
Phone: 403-529-8410
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Equity, Diversity and Inclusion Action Plan
04.03.22
The foundation of the Medicine Hat Police Service Equity, Diversity and Inclusion Action Plan is the belief that a diverse and inclusive organization will be stronger, more resilient and responsive to the needs of the community.
Striving to be an organization where all employees feel valued, respected and supported, requires focus and continued investment over several years in an effort to reach the goal of recruiting, developing and retaining a diverse workforce, representative of the community we serve.
Recognizing that the paradigm shift from “cultural fit” to one of “diversity and inclusion” will require more than well-intentioned policies and programs, the MHPS through this plan commits to clearly defined objectives, actions and deliverables to ensure progress centered around two main themes as follows:
1. Police Service Delivery
External focus on providing accessible, responsive and responsible policing services to all people in the community.
2. People and Process
Internal focus on ensuring equitable employment opportunities are available to all employees in an environment that is respectful and free of harassment and discrimination, and that organizational processes and policies represent and support the equity, diversity and inclusion strategy
Themes for Action
The plan sets out two strategic themes for action, which provide the framework for improving performance, and for delivering specific EDI results.
- Police Service Delivery:
The fundamental purpose of the MHPS is to serve and protect the community. To accomplish this, we must be aware of the needs of various groups to ensure we are providing accessible and responsible policing services to all people in the community equitably. Community stakeholders including; service organizations for persons with disabilities, immigration services, housing and social service agencies, local school communities and justice community partners were involved in the development of the objectives and actions under this theme in an effort to increase awareness of potential gaps in service.
It is recognized that continual effort must be made to ensure the MHPS stays connected to the community to be aware of and respond to issues or concerns. There are a variety of ways the MHPS can accomplish this both formally and informally. Informally the MHPS will continue to collaborate with community partners and stakeholders to maintain and expand a network of relationships. The MHPS will use a variety of communication tools to share information about our activities and community safety concerns.
The MHPS commits to the following activities to enhance service delivery to the community: click here to view
2. People and Process
Internal focus on ensuring equitable career opportunities are available to all employees in an environment that is respectful and free of harassment and discrimination, and that organizational processes and policies are representative and supportive of the equity, diversity and inclusion strategy.
The MHPS commits to the following activities to improve the workplace culture: click here to view
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EDI Background
06.05.21EDI > EDI Background
The concept of equity, diversity and inclusion encompasses acceptance and respect. It means understanding that each individual is unique, and recognizing individual differences in terms of; race, ethnicity, gender, gender identity, sexual orientation, socio-economic status, marital status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. The goal of the MHPS is to support these differences in a safe and positive environment. Doing so will create a success-oriented and cooperative environment that draws strength and produces innovative solutions from the synergy of its people.
Equity, diversity and inclusion means more than just acknowledging and/or tolerating difference. EDI is a set of conscious practices that involve:
- Practicing mutual respect for qualities and experiences that are different;
- Understanding that diversity includes not only ways of being but also ways of knowing;
- Recognizing that personal, cultural and institutionalized discrimination creates and sustains privileges for some while creating and sustaining disadvantages for others;
- Building alliances across differences so that we can work together to address all forms of discrimination.
- Recognizing and valuing differences
The belief that an EDI culture creates a stronger organization that is more resilient and responsive to the needs of the community is not a new concept to the MHPS. In the fall of 2016, as planning began for the 2017 recruitment and 2018 police cadet training began, the Office of the Chief initiated a process to survey staff internally with a goal to identify and remove barriers that exist.
A Diversity Plan released to the community in September 2017 included deliverables relating to; training on human rights legislation, respectful workplaces and implicit bias. Following a review of internal policies and procedures by the CMHHR and an external consultant, updates were made to ensure language was unbiased, free from barriers and reflected gender neutrality. There have also been several procedural changes made to enhance communication and transparency around internal processes, including recruitment and promotional processes, which now involves the CMHHR and a representative from an external law enforcement agency, in all stages of the process as well as the development of a training matrix to outline a clear pathway for career advancement.
In the fall of 2018 and 2019 the MHPS held professional development days for all staff with guest speakers to highlight the importance of designing culture with intention, an appreciation of change management, respecting personal differences, and Indigenous awareness. The MHPS also conducted a review of internal fitness testing procedures with an EDI lens to ensure fairness and equity in physical testing standards. Unconscious bias training for all staff has deepened their understanding of unconscious bias and how behavior is influenced. In addition, the MHPS completed a review by an external contractor of all internal policies and procedures to determine if any pre-existing barriers. The results of this internal audit resulted in system changes and policy amendments.
Upon commencing his duties as Chief of Police in January 2021, Chief Worden engaged with the employees of the MHPS and the results of that engagement review were used to support the development of this strategic plan.
Externally, the MHPS has worked closely with community partners to develop collaborative approaches to address complex social issues such as addictions and mental health crisis response, family abuse, and have tried to connect with multicultural groups in the community. Reviews of programs and practices have been completed to draw knowledge and experience from successful evidence-based initiatives.
The Medicine Hat Police Commission has been updated and involved in each step of the previous diversity and inclusion efforts and was included as a primary stakeholder in the development of the current strategy.
The 2021-2022 Strategic Plan will continue on the path towards a goal of equity, diversity and inclusion. The strategy identifies two themes for action and demonstrates that working towards equity, diversity and inclusion is a continual process that must be employee centred and action plan driven to ensure success.
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EDI Fundamentals for Success
13.05.21EDI > EDI Fundamentals for Success
For this strategy to be effective it will require the commitment and support of all MHPS employees and volunteers including; police officers, community peace officers, civilian staff, and contract employees. The involvement of the Medicine Hat Police Commission, community stakeholders and partner agencies will also be critical to the success of desired outcomes.
- Senior Leadership Commitment:
Senior leaders are essential and must be visible champions for EDI inside and outside MHPS. Having a diverse and inclusive environment is a collaborative effort that must engage all employees. Leadership will help identify opportunities and support leaders in their roles as champions.
- Employee Involvement:
Providing employees with opportunities to become personally involved in diversity initiatives is critical to success. The MHPS will ensure that the “voice of our employees” is reflected in the initiatives.
- Stakeholder Engagement:
Understanding of diversity issues and the links between the social and economic considerations among all stakeholders are critical to success. Stakeholders include employees, prospective employees, private and public sector organizations, and the community at large.
- Accountability and Reporting:
Establish measurables that provide a clear, consistent and transparent way to communicate progress to stakeholders.
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EDI People and Process
24.05.24EDI > People and Process
In order for an EDI plan to be effective it must be strongly aligned with the workplace culture. Culture is the character and personality of the organization, based on values, traditions, beliefs, interactions, behaviors and attitudes. A positive culture will attract talent, drive engagement and retention, impacts employee and customer satisfaction and affects employee performance.
The desired culture as identified by employees of the MHPS is described as a work environment with open communication, free from harassment, where all employees feel included, valued, respected and supported.
The MHPS will foster the desired culture through open dialogue and examination of the many factors which influence the development of workplace culture including;
- Leadership – The way leaders communicate and interact with employees, including; what they communicate and emphasize, their vision for the future, what they celebrate and recognize, what they expect, how they make decisions, the extent to which they are trusted and the beliefs and perceptions they reinforce.
- Management – How the organization is managed – its systems, procedures, structure, hierarchy, controls and goals. The degree to which managers empower employees to make decisions, support and interact with them and act consistently.
- Workplace Practices - Practices related to recruiting, selection, onboarding, compensation and benefits, rewards and recognition, training and development, advancement/promotion, performance management, wellness, and work/life balance (paid time off, leave, etc.), as well as workplace traditions.
- Policies and Philosophies - Employment policies including, but not limited to, attendance, dress code, code of conduct, and scheduling, in addition to organizational philosophies such as hiring, compensation, pay for performance, and internal transfer and promotion.
- People - The people hired — their personalities, beliefs, values, diverse skills and experiences, and everyday behaviors. The types of interactions that occur between employees (collaborative versus confrontational, supportive versus non-supportive, social versus task-oriented, etc.).
- Mission, Vision, and Values - Clarity of mission, vision, and values and whether they honestly reflect the beliefs and philosophies of the organization, how inspiring they are to employees, and the extent to which the mission, vision, and values are stable, widely communicated, and continuously emphasized.
- Work Environment - Objects, artifacts, and other physical signs in your workplace. These include what people place on their desks, what the organization hangs on its walls, how it allocates space and offices, what those offices look like (color, furniture, etc.), and how common areas are used.
- Communication - The manner in which communication occurs in your workplace. Importantly, the degree, type, and frequency of interaction and communication between leaders and employees, and managers and employees, including the extent of transparency in sharing information and making decisions.
- In 2023 the Performance Assessment process was reviewed, re-designed and implemented for Sworn Police Officers. In unison with the updated training metrix it will provide guidance and structure to career development .
- The Service put tenure policy into place in May 2022. This policy prescribes recommended tenure periods for every qualifying unit; this ensures opportunities for specialized units are frequent and allow for career development and succession planning.
- Completion of consultation and review
- Review exit interview data.
- Continual evaluation of wellness programs and initatives to determine effectiveness and augment as required.
- Conduct environmental scan of industry best practices.
- Determine if current MHPS values and competencies are still valid.
- The MHPS will work closely with the Alberta Association of Chiefs of Police EDI Committee to contribute to the provincial recruitment strategy that will in turn drive the local strategy.
- Additionally the MHPS Recruitment Team will focus on outreach programs and implement preparation programs to assist candidates in navigating perceived barriers and increase interactions with post secondary and police training academies through participations in job fairs.
- To provide mentorship and external experience for future MHPS executive leaders through the Alberta Association of Chiefs of Police (AACP).
The chosen MHPS Staff Sergeants will be mentored by external law enforcement leaders from around Alberta over the course of the year. They will engage in frequent conversations with their assigned mentor as well as working with their mentor at his or her agency for several days throughout the program. The mentees will also attend the spring and fall AACP meetings where they will be exposed to high level trends in policing in our province.
Feedback on candidate progress and understanding of the issues will be received by the Chief of Police from the assigned mentors.
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EDI Police Service Delivery
24.05.24EDI > Police Service Delivery
The fundamental purpose of the MHPS is to serve and protect the community. To accomplish this, we must be aware of the needs of various groups to ensure we are providing accessible and responsible policing services to all people in the community equitably. Community stakeholders including; service organizations for persons with disabilities, immigration services, housing and social service agencies, local school communities and justice community partners were involved in the development of the objectives and actions under this theme in an effort to increase awareness of potential gaps in service.
It is recognized that continual effort must be made to ensure the MHPS stays connected to the community to be aware of and respond to issues or concerns. There are a variety of ways the MHPS can accomplish this both formally and informally. Informally the MHPS will continue to collaborate with community partners and stakeholders to maintain and expand a network of relationships. The MHPS will use a variety of communication tools to share information about our activities and community safety concerns. Formally the MHPS commits to the following activities:
Topics in the survey include; general safety, communication initiatives, road safety, uniformed patrols, bylaw enforcement, criminal investigation, trends and emerging issues and victim services.
- On October 17, 2023 the MHPS hosted a professional development day for staff with Russell Garnett as the keynote speaker discussing policing during the Holocaust. Tyler Pelke also spoke on the topic of finding peace after trauma and Pam August on how to change your mindset from problem to potential.
- In 2024 all MHPS staff were assigned to complete the Cultural Awareness and Humility Course, provided online by the Canadian Police Knowledge Network.
- On February 27, the MHPS Training Unit hosted a webinar on Neurodiversity & Educated Emergency Responses for over 150 attendees from agencies such as the Calgary Police Service, Edmonton Police Service, Lethbridge Police Service, Tsuut’ina Nation Police Service, Lacombe Police Service, RCMP, Alberta Women in Public Safety, Alberta Health Services, Calgary Fire Department, HALO Air, Calgary Paramedic Services, Search and Rescue Southern Alberta Region and Victim’s Assistance.
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EDI Key Principles
13.05.21EDI > EDI Key Principles
Key Principles
The MHPS is committed to the values of equity, diversity and inclusion and strives to be an employer of choice. Six key principles establish the framework for expected behavior and decision making in our strategy as follows:
1. Inclusive Work Culture:
We will build a fair and respectful workplace at every level where diversity is harnessed as a strength and where people are valued as individuals and are helped to flourish whatever their unique background or characteristics.
2. Legal Obligations
We will follow The Alberta Human Rights Act (AHR) which prohibits discrimination in employment based on the protected grounds. We will ensure all our relevant policies and practices reflect the intent of the AHR Act to ensure all employees are protected from discrimination, harassment and unfair treatment.
3. Moral and Ethical Obligations
The principles of equity, diversity and inclusion relate to social justice, fairness, human rights and equitable access to opportunities. The Office of the Chief is committed to ensuring all MHPS staff work towards these principles.
4. A Diverse Workforce
We will proactively cultivate a workforce that reflects the diversity of the community we serve. We believe that a workplace that embraces the diverse community it serves will help us to attract, retain and develop the best people from a broad range of backgrounds.
5. Inclusive Practices
We will continue to develop and embed inclusive policies, processes and practices at every level in the Police Service. We believe inclusive and diverse teams bring variety of thought, innovation and creativity that will help us better understand the needs of our staff and community.
6. Community Engagement
We need to know and understand our community and customize our services to meet their diverse needs through engagement and consultation. We always aim to provide a fair and equitable services to anyone who interacts with us irrespective of their background or personal circumstances.
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Indigenous Reconciliation Action Plan
17.09.24In the final report of the National Inquiry into Missing and Murdered Indigenous Women and Girls there are 11 “Calls for Police Services” (recommendations) and 21 related sub categories for Police Services and government bodies to implement. These can be found in the final report under Calls for Police Services Pages 190 - 218, paragraphs 9.1- 9.11.
Building Trust & Credibility with Alberta’s Indigenous People through Cultural Competency
Developing future strategies to build and improve trust between MHPS and the indigenous community of Medicine Hat is an important first step in the journey of reconciliation. Building cultural competency is an integral part of improving trust between MHPS and Medicine Hat’s indigenous community. A consequence of obtaining cultural competency will translate into effective policies that will improve MHPS service delivery when meeting needs of the local indigenous population.
Joint Statement - Police Chief & Police Commission Chairperson
We recognize that all First Nations, Inuit, and Métis families can raise their children in Medicine Hat with the same safety, security, and human rights that non-Indigenous families living in Medicine Hat do. When providing Police Services to all indigenous persons, we will recognize their distinctions and these distinctions will include self identification, regional specific information and the gendered lens of 2SLGBTQQIA.
Local History
The Medicine Hat area, including South Eastern Alberta, the Cypress Hills, and the South West Saskatchewan area, is rich in indigenous history such as First Nations cultures of the Blackfoot Confederacy, Nakoda/Assiniboine, Cree and Metis.
Medicine Hat’s Indigenous Population
According to the Stats Canada 2016 census the following makes up the indigenous population residing in Medicine Hat. According to the latest census the overall population is 62,935. Of this general population, the ‘Aboriginal Identity’ population according to the 2021 census is 3,225 citizens.
According to Stats Canada, ‘Aboriginal identity' includes persons who are First Nations (North American Indian), Métis or Inuk (Inuit) and/or those who are registered or Treaty Indians (that is, registered under the Indian Act of Canada) and/or those who have membership in a First Nation or Indian band. Aboriginal peoples of Canada are defined in the Constitution Act, 1982, section 35 (2) as including the Indian, Inuit and Métis peoples of Canada.
According to the 2021 census the breakdown of the indigenous population in Medicine Hat is as follows:
First Nations (North American Indian) 1,020
Métis 2,065
Inuk (Inuit) 40
Multiple Indigenous responses 45
Indigenous response not included elsewhere 55
This action plan recognizes the influences of other indigenous persons who regularly visit, shop or live in Medicine Hat and travel here from other areas around South Eastern Alberta and South West Saskatchewan and who are not included in the enumerated census for the indigenous population of Medicine Hat.
The Missing and Murdered Indigenous Women & Girls Report (MMIWG)
The MMIWG report provides this action plan with several “Calls to Police Services” that provide a framework for MHPS to follow in the reconciliation journey. Several of the Calls for Police Services in the MMIWG report are either not applicable to MHPS as they fall to the jurisdiction of the Provincial and/or the Federal Government to action or because MHPS already follows the recommendation as a policing best practice.
Our Commitment to the Calls for Police Services
We will continue to build respectful working relationships with all Indigenous Peoples by creating an enhanced cultural understanding and by recognizing them as community members we serve.
Our Action Plan
Create a Chief’s Indigenous Advisory Committee and invite indigenous community leaders to meet and consider matters relating to policing services for Indigenous peoples in this community. The Committee will be made up of the Chief of Police, Chair of the Medicine Hat Police Commission, local Indigenous leaders, Métis Elders, as well as other MHPS staff.
Action Item: The committee will meet four times throughout the year, coinciding with the beginning of every new season, to connect and advise the police service on current issues relating to Indigenous and police relations within the community.
Status: Ongoing. The first meeting was held on June 23, 2021. This group helps to guide the MHPS by advising us on our path towards reconciliation efforts and ensuring we are meeting the needs of our local community. Meetings are held three to four times per year.
Action Item: Complete policy review through the lens of inclusiveness and understanding of Indigenous culture, values and norms and to ensure no barriers or implicit biases exist within policies or practices.
Status: In Progress
To assist with this review the MHPS has contacted the Blood Tribe Police Service who have committed to conducting a review of all MHPS policies through an Indigenous lens.
The MHPS Police Indigenous Liason Officer (PILO) will lead the services’ efforts in community liaison work, community relationship building, and community crime-prevention programs within and for Indigenous people in Medicine Hat in a respectful way.
Action Item: Establish a PILO who will be responsible to identifying and liaising with any local elders and Indigenous organizations.
Status: Completed Cst. Lori Parasynchuk is the current MHPS PILO.
At a ceremony held on September 23, 2022 Cst. Parasynchuk was honoured with the name Naato Awo’taan Aakii, ‘Holy Shield Woman’ in recognition of her commitment to building relationships with the local Indigenous population. During the ceremony Elder Fox shared stories of survival in his lifetime, blessings he passed on to Cst. Parasynchuk before she received her new Blackfoot spirit name, then gently pushed her forward as a symbol of stepping into her new identity.
The MHPS Police Recruit Training Program to include anti-bias training and indigenous culture training. All training will be distinctions-based and relevant to the land and local Indigenous people being served.
Action Item: Indigenous People and Cultural Awareness training has been incorporated into the police recruit training program curriculum. This training is continually reviewed and updated, in partnership with the Blood Tribe Police Service, to ensure participants of the training understand and recognize local Indigenous history, culture, and the challenges facing Indigenous persons in contemporary society.
Status: Ongoing
Action Item: Administrative Services to develop policy to allow indigenous persons to use a sacred Eagle feather. The Eagle Feather is to be offered as an option for providing an oath swearing by a traditional Indigenous form of conscience binding. This will be offered in addition to the swearing on a religious text or making a non-religious affirmation.
Status: Completed. On June 25th,2021 the MHPS Executive Team along with RSM Fishley and the Indigenous Liaison Cst. Parasynchuk traveled to Standoff, AB to take part in a ceremony where the MHPS was gifted a sacred Eagle Feather. A gift from the Blackfoot community - the feather was transferred to the MHPS after being blessed in a smudging ceremony on Friday. The feather will be used as an option for newly hired police officers to use to promise their oath, or to provide culturally significant support to victims or witnesses. The feather was beaded specifically for the MHPS and it is a great honour for the organization to receive this gift.
Action Item: MHPS Administrative Services to develop a policy or practice to include local Indigenous land acknowledgment for all community boardroom meetings held by outside agencies and with outside agencies.
Status: Completed
Action Item: Renaming of the MHPS Community Boardroom
Status: Completed
On September 23, 2022 the MHPS, in collaboration with the Miywasin Friendship Centre, held a traditional Blackfoot naming ceremony. During the ceremony a Blackfoot name was bestowed upon the community space, to honor and acknowledge the Indigenous history of the land.
Medicine Hat is situated on Treaty 7 and Treaty 4 territory, traditional lands of the Siksika (Blackfoot), Kainai (blood), Pikani (Peigan), Stoney- Nakoda, and Tsuut`ina (Sarcee) as well as the Cree, Sioux and the Saulteaux bands of the Ojibwa peoples and is also on the Métis Nation within District Two, Battle River Territory. According to the most recently available census data (2021), Medicine Hat is currently home to approximately 3,225 residents who identify as Indigenous.
One of the goals of the MHPS Indigenous Reconciliation Action Plan developed in 2021, was to create a respectful working relationship with all Indigenous people and enhance cultural understanding. Working with members of the Chief’s Indigenous Advisory Committee, it was felt that renaming the boardroom would pay tribute to the history of this area being a traditional gathering spot for Indigenous communities.
During the ceremony the name, Aahkoinnimaan ni, was selected by Elder Charlie Fox of the Kainai Nation, a word that translates as the sacred pipe, a symbol of justice and peace that has a traditional role in the resolution of issues.
After the ceremony a come-and-go celebration was held to allow all community members an opportunity to attend and view a mural painted by local Métis artist, Ray-Al Hochman. The room also has four canvas art pieces installed that were created by JoLynn Parenteau, an Indigenous housing and homeless navigator with the Miywasin Friendship Centre and a member of the Chief’s Indigenous Advisory Committee. Each of the four paintings highlights the traditional language of the Blackfoot, Michif, Ojibwe and Plains Cree peoples.
The decision supports The Truth and Reconciliation Commission of Canada: Calls to Action report recommendation:
“17. We call upon all levels of government to enable residential school Survivors and their families to reclaim names changed by the residential school system by waiving administrative costs for a period of five years for the name-change process and the revision of official identity documents, such as birth certificates, passports, driver’s licenses, health cards, status cards, and social insurance numbers.”
The Government of Alberta also waives the application fees for residential school Survivors and persons who were part of the Sixties Scoop that wish to reclaim their Indigenous name. Descendants such as children, grandchildren, great grandchildren and spouses/partners of residential school and Sixties Scoop Survivors are also eligible for name changes.
In Alberta, anyone requesting a legal name change requires both a criminal record check and fingerprints, and the payment for these services falls within the scope of Alberta policing agencies. To further remove barriers for all Indigenous people who wish to complete the name change process, there will be no charge from Alberta policing agencies for these services for those seeking to reclaim their Indigenous name.
The MHPS is committed to working collectively with other Alberta policing agencies and Indigenous people across the province on a path toward reconciliation. This work is ongoing and will strive towards restoring trust and confidence in policing among Indigenous people and in communities across the province.
We recognize that walking the journey together toward truth and reconciliation first requires us to understand truth. The truth is that for many Indigenous people, the reclaiming of their Indigenous names is but one step toward the reclamation of much more. As policing agencies across Alberta, seeking to remove barriers for this powerful reclamation is one way we can continue together toward truth and only then, reconciliation.

Way Forward
This action plan is a way forward that provides some initial concrete steps in recognizing the complexity of intergenerational trauma suffered by Indigenous Peoples and represents a commitment by MHPS and MHPC to work towards maintaining a mutual understanding and respect in the context of providing quality Police Services to all citizens of Medicine Hat.
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References:
- Reclaiming Power and Place: The Final Report of the National Inquiry into Missing and Murdered Indigenous Women and Girls.
Census Profile, 2016 Census Medicine Hat Population. https://www12.statcan.gc.ca/
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EDI References
12.05.21EDI > EDI Definitions
Documents referenced to guide the development of the MHPS Equity, Diversity and Inclusion Plan include:
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Land Acknowledgement
05.10.22The MHPS honors and acknowledges that we are situated on Treaty 7 and Treaty 4 territory, traditional lands of the Siksika (Blackfoot), Kainai (blood), Pikani (Peigan), Stoney- Nakoda, and Tsuut`ina (Sarcee) as well as the Cree, Sioux and the Saulteaux bands of the Ojibwa peoples. We also honour and acknowledge that we are on the homelands of Métis Nation within District Two, Battle River Territory.
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