Chief 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

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

Background

Fundamentals for Success

Key Principles

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.

1. 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

References

EDI > 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.

EDI > 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.

1. 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.

2. 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.

3. 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.

4. Accountability and Reporting:

Establish measurables that provide a clear, consistent and transparent way to communicate progress to stakeholders.

EDI > 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.

EDI > 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: 

EDI > 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.

In 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

Waiving of Fees for Administrative Costs

Action Item:  In recognition of not only the historical trauma but to acknowledge the living trauma of the Survivors of residential schools and the Sixties Scoop, in September 2023 the MHPS, along with all police agencies in Alberta, announced that the fees associated with criminal record checks and fingerprints required for Indigenous people who wish to reclaim their Indigenous name would be waived.

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.

 

Status: Completed

 

 

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:

1. 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/

EDI > EDI Definitions

Documents referenced to guide the development of the MHPS Equity, Diversity and Inclusion Plan include:

1. Department of Energy and Climate Change: Equality, Diversity and Inclusion Strategy: Delivery Action Plan and Impact Indicators, June 2012 to June 2015
2. Peel Police - Current State Inclusivity Assessment, February 2019
3. Wiltshire and Swindon PCC: Equality, Diversity & Inclusion Strategy, 2019-2021

The 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.