The Medicine Hat Police Service (MHPS) continues to receive numerous reports from community members who have fallen victim to phone scams. Fraudsters will often represent themselves as police officers or as employees of Revenue Canada and the calls can either be a real voice or a recording prompting you to press a number to connect with an agent. Notable recent scams include;

The scammer will pose as a police officer who claims the victim’s SIN has been compromised and used in fraudulent activity. The individual called is asked to confirm their SIN and other personal information. The scammer then tells the victim that they owe money and must pay in Bitcoin or else the officer will arrest the victim. Victims are instructed to withdraw money from their bank account and deposit into a local bitcoin machine or requested to purchase google play cards, scratch the code on the back and provide that to the scammer.

The MHPS reminds citizens to always be wary of phone calls from anyone claiming you are under investigation, or that your personal information has been compromised, that there is a warrant for your arrest or that you owe money for some other purpose, especially from callers who are aggressive in demanding money.

As a reminder, no police agency or Revenue Canada employee will ever demand you pay money through bitcoin, Google Play cards or request that you send cash money in the mail.

Bank Investigator Scam

Common with this fraud is a scammer will call to ask for help to catch a bank employee who has been stealing money. To help, the person needs to go to their bank and make a cash withdrawal from their account.

The scammer tells the person not to let the bank teller know what you're doing because the teller might be involved.

After the withdrawal, the scammer meets the individual in a nearby parking lot, where the cash is exchanged.

The MHPS reminds citizens that banks will never have a customer withdraw money from their account to try and help catch a bank employee.

Immigration extortion

With this scam, the scammer calls and claims to be with Immigration, Refugees and Citizenship Canada (formerly Citizenship and Immigration Canada). They tell the person that they've failed to complete or register certain immigration documents. They insist that the individual needs to pay fees immediately or risk:

• deportation
• loss of passport
• loss of citizenship

Taxpayer or Canada Revenue Agency

This common scam involves a scammer who claims to be an employee of either the Canada Revenue Agency or Service Canada. They state that the person:

• owe back taxes
• have unpaid balances; or
• has committed a financial crime

They insist that if the money is not paid immediately, the person will be arrested, fined or even deported.

The scammers sometimes request payment via money service businesses, pre‐paid cards/gift cards (iTunes, Google Play or Steam cards) or Bitcoin.

How to protect yourself

Don’t be the victim of a scam. If it sounds too good to be true, it probably is. These scams can result in:

• identity theft
• fraud
• loss of cash monies
• theft from your bank account or credit card and
• computer viruses

Remember:

• Canada Revenue Services or Bank employees will never:
• Telephone you to collect money or payments
• ask you to deposit money into a personal bank account
• ask you to transfer money through private money transfer service such as Bitcoin, ITune cards or Google Play Cards
• threaten you
• offer special deals to people who want to immigrate or

Don't be a victim of phone fraud

These tips will help keep you from getting victimized by telemarketing​ scammers:

• Don't believe everyone who calls with an exciting promotion or investment opportunity.
• Don't disclose personal information about yourself, your bank accounts, credit cards or address over the telephone.
• Don't be afraid to hang up.
• Don't be afraid to ask for documentation to verify a product or investment. But remember, even the unscrupulous have professionally prepared literature, catalogues and invoices.
• Don't be pressured into making a decision. Any legitimate gift or prize will still be available tomorrow.
• Do take the time to call a friend, relative, banker or a police agency before making a decision to send money.
• Do take the opportunity to ask the caller questions about their offer or promotion. No legitimate company will refuse your inquiries.
• Do ask for literature so you can read about the company before making a commitment.
• Do ask the company for references from other customers who live in your area.

If you receive a call and are unsure of its legitimacy please call the MHPS at 403 529-8457 to speak with an officer.  If you have received a fraudulent call but are not a victim, there is no need to call police but you may report to the Anti Fraud Centre here

The Medicine Hat Police Service has grown into one of the most progressive and respected organizations within the Province and in western Canada.  With over 15 specialized policing areas, using leading edge technology, sound recruiting and training practices, the Service continues to attract excellent men and women who are dedicated to continuing to make Medicine Hat a safe community to live, work and raise a family.

The Police Chief is the Chief Executive Officer of the Police Service and is responsible for overall leadership and direction of the organization.  As the senior leader, the incumbent reports directly to the Police Commission, ensuring accomplishment of their overall strategic objectives. The Police Chief progressively develops the Service, ensuring alignment with the Police Service Mission and Core Values. The incumbent maintains responsibility for all aspects of policing in Medicine Hat, including planning, coordination, administration and implementation of Police Service operations.

The Chief will be a visible and inspiring leader in the community. Working collaboratively for the common good of the City of Medicine Hat, the Chief will be a strong communicator, approachable and engaged in the community, and demonstrate confidence in leadership with a commitment to continuous improvement.

To be considered as the next Police Chief you will:

• possess a relevant education and career background; a combination of education and experience may be considered.
• have significant experience in a progressive policing environment within a community with varied and complex issues.
• ideally possess a minimum of 10 years’ experience in a unionized police service.
• have progressive leadership experience including at least 5 years in senior management roles
• possess strong people skills.
• have a track record of community leadership experience collaborating with multiple key stakeholders.
• have demonstrated success and experience integrating strategy, people and business practices.

If this opportunity Interests you, find out more through Leaders International at this link: https://lnkd.in/gBQGZ-V

NOTE: For all inquiries and interest, contact Leaders International directly.  Only applications submitted directly to Leaders International will be reviewed for consideration.

The Medicine Hat Police Service has partnered with Bike Index and is encouraging cyclists to register their bikes.

Bike Index is a non-profit, online bike registry to prove ownership, alert the community if a bike has been stolen, search a found bicycle to identify its owner and help police return recovered bicycles to their rightful owners as soon as possible.  Similar partnerships with the Edmonton, Calgary and Lethbridge Police Services have proven to be effective.

Bike Index enables owners to create a free account and in just a few minutes their bike is registered. Owners can create an account at BikeIndex.org, including the bike’s serial number, make, model, and colour. A photo can be added as well as additional details like aftermarket parts and other distinguishing features. 

Register your bike here:

Non-Stolen Bike

Stolen Bike

In addition to registering with Bike Index, citizens are also reminded to safeguard their bikes by taking steps to help reduce the risk of theft. 

On average, each year the MHPS receives 150 reports of bikes stolen, with only 15-20 of those returned to the owner.  However the total number of recovered bikes each year is in excess of 200 which suggests thefts are under reported. The MHPS currently has a number of recovered bikes in our compound located on the east side of the annex building located across from the station at 884 2^nd Street SE. Anyone whose bike has been stolen is encouraged to attend the station and take a look. If you observe your bike, call 403-529-8479 during business hours to speak to a Property Clerk. Bikes are held for a minimum of 30 days then sent to auction.

While there is no way to completely eliminate the risk of theft, police advise cyclists to always use a good lock – a U-lock is recommended. Lock your wheels and frame together, use a designated bike rack as sign poles, trees, fences, etc. are not as secure, lock bikes in well-lit, well-traveled areas, when possible do not leave a locked bike on a public street overnight and at home secure your bike – locked up if possible – in a locked garage or shed.

If your bike is stolen report it to police online here, via the MHPS mobile app, or by calling 403-529-8481 to file a police report.  

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.