STRATEGIC PLAN 2020-2022 Edmonton Police Service STRATEGIC PLAN 2020–2022 A Message from Leadership 3 EPS by the Numbers 6 TABLE OF CONTENTS TABLE State of Policing 8 Our Planning Process 10 At a Glance 12 GOAL 1 : BALANCE SUPPORT AND 15 ENFORCEMENT GOAL 2: PARTNER AND ADVOCATE 16 GOAL 3: INNOVATE AND ADVANCE 17 GOAL 4: GROW DIVERSE TALENTS 18 Reporting Process 21 Indicators 22 B Edmonton Police Service STRATEGIC PLAN 2020–2022 Edmonton Police Service STRATEGIC PLAN 2020–2022 1 VISION A forward-thinking police service that strengthens public trust through A MESSAGE FROM addressing crime, harm Dale R. McFee Chief of Police and disorder. Few things of great measure can be accomplished without teamwork, and the same is true of the Edmonton Police Service’s 2020-2022 Strategic Plan. Forging a new path that focuses on reducing demands for service and being relentless on crime requires strong partnerships, and the Edmonton Police Service (EPS) is fortunate to have the Edmonton Police Commission (EPC) and the Edmonton Police Association (EPA) help in setting a new direction for success. MESSAGE FROM LEADERSHIP MESSAGE VISION, MISSION AND VALUES VISION, MISSION Edmonton is a growing city, and as it evolves so must our approach to policing. MISSION Calls for service are consistently increasing, placing more and more strain on our frontlines. Repeat calls have created an arrest/remand/release cycle that has grown to consume too much of our time and resources. We can only ask so much more of To be relentless on crime the frontlines: instead, we are asking ourselves how we can do things differently. and a leading partner in In choosing to be relentless, we are addressing crime on all fronts. We are going building community safety. beyond enforcement to strengthen community partnerships, use data and evidence to prevent crime, leverage technology to alleviate workload and find ways to off-ramp those who can be supported to break out of the cycle. When creating this plan, we challenged ourselves to look at policing from perspectives that reflect the city’s diverse social issues. To serve Edmonton to the best of our abilities, we must partner with the community and be mindful of the people who depend on us for a safe, resilient city. We are also conscious that modern policing requires innovation. This plan creates space for exploration and encourages us to seek different solutions, technology and approaches that push EPS outside of a traditional policing-through-enforcement box. We strive to be a VALUES smarter, more effective service and are better-prepared for the future when using our creativity and talents to shape new ways of thinking and operating. Integrity As with venturing into any new territory, there will be challenges. However, the goal Accountability of this plan is not perfection; it is to continuously improve our service. There will be no shortage of learnings, and we will work alongside the EPC and EPA to adapt. Respect We built this plan together, and each of our organizations will have an important role to play in ensuring we continue to meet the needs of Edmontonians now and Innovation into the future. Courage Community 2 Edmonton Police Service STRATEGIC PLAN 2020–2022 Edmonton Police Service STRATEGIC PLAN 2020–2022 3 A MESSAGE FROM Micki Ruth Chair - Edmonton Police Commission On behalf of the Edmonton Police Commission We cannot achieve this vision alone. It is imperative (EPC), I am pleased to present and support the that the Service receives the help and support from A MESSAGE FROM Edmonton Police Service’s 2020 - 2022 Strategic the various communities and groups in Edmonton Plan. The members of the Commission, along to ensure that the members of EPS can continue to Michael Elliot with representatives from the Edmonton Police improve in providing policing services in Edmonton. President – Edmonton Police Association MESSAGE FROM LEADERSHIP MESSAGE Association (EPA), civilian and sworn members of Success of this plan will hinge on committed the Edmonton Police Service (EPS) collaborated to partnerships and relationships to increase The Edmonton Police Service (EPS) and the The EPA is more than collective bargaining. We design this three-year plan which focuses on community safety. As guardians of the public trust, Edmonton Police Association (EPA) enter 2020 with are a part of EPS and a part of the community. We building community safety. the Commission commits to representing the citizens changes on the horizon which we have not observed were invited to be a part of the 2020-2022 Strategic of Edmonton and will work with EPS to set priorities in our careers until now. We have been changing Plan to provide input and be a part of the changes This plan illustrates the areas in which the Service and ensure that the service delivery models provide since the creation of the Edmonton Police in 1892 to our future. We also ensured our members were will focus on in coming years as we all work the greatest value to Edmontonians. when two Constables, a bicycle and two whistles represented, treated with respect and that the plan together and strive to make Edmonton as safe as were the foundations of our service. We have been is equal and equitable for all. possible for all its residents. The Commission’s role We all value the richness and diversity that makes forward-thinking leaders in our community which will be to focus on our core job of police governance up our community and will continue to look for other services across North American have emulated In our profession, we have an onerous task of dealing and oversight. We know that through effective innovative ways and ideas that support the ongoing decade after decade. with difficult and volatile situations while upholding and independent oversight we inspire trust and modernization of policing in Edmonton. We call on the rule of law and protecting the rights of every innovation in policing that directly contributes to everyone to become visionaries and thought leaders Changes are nothing new for us. In 1965 Police Chief individual. This three-year plan has the potential to creating a safer city. The Commission is committed to help develop solutions to complex problems in M.F.E Anthony stated “The police service is moving create more assistance to our frontlines, specialty to continual accountability and transparency to policing. If we work together we can accomplish the through a significant period of transition; scientific units and coverage across the city. The Association our residents along with being the stewards of the vision of becoming a forward-thinking police service and technological advancement have affected isn’t afraid of forging ahead with new strategies, valuable resource that is EPS. and assist in building a safe, thriving community. procedures, methods and concepts within the shifting our traditional thinking and having a vision whole area of law enforcement. What is considered to go where no other service has tried before. Our unbelievable yesterday is common practice today.” Service, membership, Commission and community should embrace what we can achieve when working Fast forward 55 years later, and Chief McFee is as one. This new plan has the potential to be a implementing a redesign of our own methodology in catalyst of change. the way we police and function for our community. Together, we must move as one unified organization and work collaboratively with our partners and our community. We must take on new challenges, roles and responsibilities to achieve our goals of reducing crime, disorder and calls for service while guiding and assisting those in need. 4 Edmonton Police Service STRATEGIC PLAN 2020–2022 Edmonton Police Service STRATEGIC PLAN 2020–2022 5 16 BY THE NUMBERS BY THE NUMBERS Crime Severity vi Index (CSI) 124.7 for 2019 Gender identity of citizens 49.5% Male vii The greatest rise was: 972,2235 Edmonton City area The Crime Severity Index (CSI) measures 50.3% Female Shoplifting under Population of the level of severity of crime. To calculate v 0.2% Other 2 $5,000: +66% over 2018 Edmonton in 2019 9,438.86 km the index, all crimes are assigned a weight based on their seriousness, with Majority of these were liquor store thefts: more serious crimes assigned a higher weight. The index is standardized so that 1 patrol member for every a score of 100 corresponds to the 2006 592 22% 31% value for Canada. A higher CSI means 3306 9595 km2 a higher level of crime severity. liquor store liquor store Sworn members in female sworn of sworn female 15.9 thefts in 2018 thefts in 2019 Patrol Squads 2019 ocers in 2019 new hires in 2019 In 2018, the CSI scores CSI Average dispatch of calls were Violent CSI i iv (Response times for Western Canada were : Non-Violent CSI 475 calls per day in 2019 92% Priority 4 or 5 in Appendix 1) 1.8 161.44 81.8 1.6 128.57 117.38 63.5 126.63 120.39 1.5 120.94 118.01 119.43 114.89 49.2 1.4 107.2 104.03 38.1 41.4 109.09 91.53 89.96 88.1 82.4 1.2 84.3 77.99 72.16 75.01 68 2015 2016 2017 2018 2019 2015 2016 2017 2018 2019 % of all calls answered in # of complaints CANADA Calgary, AB Edmonton, AB Regina, SK Saskatoon, SK Vancouver, BC Winnipeg, MB 50 seconds or less per 1,000 dispatch calls (53.4% increase from 2018) (33% decrease over previous year) ii City Crime Rate in 2018 Crime rate per 100,000 population 424,378 6,704 12,949 CANADA 5488 Number of dwellings in Edmonton Break and Enter violent crime Calgary, AB 6176 (1.8% unoccupied)iii in 2019 incidents in 2019 victimizations in 2019 Edmonton, AB 8779 Regina, SK 9521 Saskatoon, SK 8795 Edmonton residents who Edmontonians who 41% Edmontonians who 81% strongly/somewhat agree with 66% agree/strongly agree indicate they feel Vancouver, BC Edmonton Police Service STRATEGIC6750 PLAN 2020–2022 6 the statement, "I have a lot of that, overall, Edmonton connected to Winnipeg, MB 7863 confidence in the Edmonton is a safe cityix their communityx Police Service” viii The environmental context for the impacts on policing.