2023

ANNUAL REPORT
 TO VIEW THE FULL EPS 2023 ANNUAL REPORT, PLEASE VISIT:
WE’VE MOVED ONLINE!

EPSANNUALREPORT.CA
 EPS ANNUAL REPORT 2023

A MESSAGE FROM
DALE R. MCFEE, CHIEF OF POLICE
In looking back on the events of 2023, a remarkable highlight has been the Edmonton
Police Service’s (EPS) ability to adapt in a year filled with hurdles and significant
accomplishments. This commitment was evident as we worked to advance public
safety efforts, address crime trends, and engage with the public. Despite facing the
heartbreaking loss of two of our officers in the line of duty, the EPS emerged stronger,
demonstrating exceptional dedication and resilience.

The tragic deaths of Constables Brett Ryan and Travis Jordan will be carried with us forever.
I am deeply grateful for our sworn and civilian members’ unwavering dedication and
commitment, who continued to provide invaluable service to the community in the face
of unthinkable circumstances. Their resilience, compassion, and steadfastness in carrying
out their duties during such challenging times exemplify the true spirit of our organization.
I would be remiss if I did not also acknowledge the resounding support of the community,
who lifted us up when we needed it most.

Amidst these difficult times, the Service made strides in bolstering public safety efforts.
As crime and violence trends grew more concerning, we responded by reallocating
resources and reiterating that the city’s public spaces must be maintained for the safe
and appropriate use of all. Our parks, transit systems, and sidewalks should be free of
disorder and criminal activity, including open-air drug use and the often violent and
MESSAGE FROM LEADERSHIP

unpredictable behaviour the drug trade brings with it. To address high-crime areas, we
adjusted Divisional Beat boundaries and deployed focused units such as our Healthy
Streets Operation Centre (HSOC) Community Safety Teams and Transit and Community
Safety (TRACS) Teams. We have also pressed forward with our Guns and Gangs strategy,
standing up an additional Gang Suppression Team and taking advantage of new tools in
our Firearms Investigation Unit.

With the landscape of community safety changing, and many jurisdictions facing the same
social issues, EPS and the Edmonton Police Foundation hosted the inaugural Safety of Our
Cities conference. This gathering provided a platform for stakeholders to come together,
share insights, and collaborate on strategies to address existing gaps in the social safety
net and enhance public safety measures. It was inspiring to see so many in attendance,
several whom came from across North America, willing to contribute to the conversation,
help push the envelope, and advance critical initiatives on an international scale to combat
crime and enhance public safety.

Last year, we also introduced a new goal, Connect, Share, and Evolve, into our 2023-2026
Strategic Plan to reflect our continued commitment to learning from our communities
while delivering on our legal mandates under the Police Act, Criminal Code, and Provincial
standards. With this in mind, we actively worked to help the public better understand
EPS officers’ role through various public engagement efforts, including expanding our
Know Your Rights campaign and education on Officer Contact Reports. We also hosted
new public events like the Chief’s Pride Brunch and Ramadan Iftar to foster cultural
understanding and promote a sense of belonging within the community and throughout
our organization. Additionally, we expanded online reporting to include hate incidents,
providing those who do not feel comfortable calling police, or attending a police station,
another avenue for reporting.

In 2024, we aim to build upon this progress. Our approach continues to be one of balancing
empathy with accountability: where the justice system is needed, it is applied, but provide
connection to supports through PACT, HELP, the Integrated Care Centre, and other
community partnerships. We will continue to listen actively, ensuring that the voices of
Edmontonians are heard and considered, helping to guide our strategic and operational
decisions while maintaining a respectful and inclusive work environment, but we will not
shy away from difficult and important discussions, such as advocating for bail reform. We
will recognize and celebrate our successes, learn from our challenges, and use them to
propel us forward in the year ahead.

EPSANNUALREPORT.CA PAGE 1
EPS ANNUAL REPORT 2023

ABOUT EPS
WHAT WE DO

The City of Edmonton operates its own municipal police service – Edmonton Police Service (EPS), as
legislated under the Alberta Police Act. As outlined in the Alberta Provincial Policing Standards, the EPS is
responsible for maintaining peace and order, protecting lives and property, preventing crime, investigating
crime, and providing other policing services that are responsive to community needs.

KEY SERVICES TO EDMONTONIANS:

• Responding to calls for service
• Investigating crimes
• Working with partners to connect individuals to support services
• Providing crime prevention, diversion, and early intervention services
• Supporting victims of crime and trauma
• Delivering traffic safety and education
• Engaging with the community

10 YEAR TREND OF EDMONTON’S CRIME RATE AND CRIME SEVERITY INDEX

Total Crime Rate Crime Severity Index (CSI)

Edmonton’s total crime rate is trending down, positively, from Despite a decline in the total crime rate, the severity of crime
the peak in 2019. In 2023, the crime rate declined by 7.2% compared has shown an uptick in the last two years due to a rise in
to 2022, largely due to a drop in the non-violent crime rate violent crime, which has a higher severity weighting.
Crime Rate per 100,000 people
11,000 10,624 140
10,511
10,118 128 128
130
10,000 9,580 123
119 116
120 116
8,853 8,699 8,865 113
9,000 111
8,210 8,223 110 106
7,976
98
8,000 100

90
7,000
80
6,000
70

5,000 60
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

Source: Source:
EPS, Canadian Centre for Justice Statistics EPS, Canadian Centre for Justice Statistics

EDMONTON EPS EDMONTON CMA (CENSUS METROPOLITAN AREA) ALBERTA CANADA

EPSANNUALREPORT.CA PAGE 2
EPS ANNUAL REPORT 2023

CITIZEN PERCEPTION SURVEY

WHAT EPS HEARD FROM EDMONTONIANS
The citizen perception survey was developed and conducted by an independent third-party research firm,
Advanis Inc. This firm also conducts an annual Canada-wide survey. Data for last year’s surveys were collected
from May to June 2023. Participants were randomly selected and invited to participate. The survey included
20,176 participants from across Canada, with 1,727 specifically from Edmonton.

CONFIDENCE IN POLICE
Citizen Perception on the Overall Job of Police in their community.

2023 6% 9% 28% 35% 22%

2022 10% 12% 28% 31% 20%

2021 8% 11% 24% 37% 20%

VERY POOR POOR AVERAGE GOOD EXCELLENT

FEELINGS OF SAFETY
Citizen Perception on how safe they feel when walking alone in their community after dark.

2023 12% 21% 46% 21%

2022 13% 21% 45% 21%

2021 11% 17% 47% 26%

NOT AT ALL SAFE NOT VERY SAFE SOMEWHAT SAFE VERY SAFE

EPSANNUALREPORT.CA PAGE 3
EPS ANNUAL REPORT 2023

POLICE RESPONSE TIMES

Citizen Perception of responding quickly to calls for assistance.

2023 11% 16% 20% 37% 16%

2022 14% 17% 18% 37% 14%

2021 12% 14% 16% 42% 16%

NEITHER AGREE
STRONGLY DISAGREE DISAGREE AGREE STRONGLY AGREE
NOR DISAGREE

KEY HIGHLIGHTS
• Edmontonian’s confidence in police improved in 2023, returning to the 2021 level (57% rated Good or
Excellent). This indicates a positive response to EPS’s efforts in 2022-2023 to strengthen public trust.

• The majority of Edmontonians continue to feel safe, after dark, in their communities. Perceptions of
safety can be influenced by multiple factors, including life experiences, media reports about crime,
environmental factors, and real threats to safety.

• Citizen’s belief that the police will come when needed is an important factor for establishing trust
between law enforcement and residents. EPS continues to invest in frontline police resources and
emergency call evaluations to ensure that Edmontonians can rely on the service to respond quickly
to emergencies.

EPSANNUALREPORT.CA PAGE 4
EPS ANNUAL REPORT 2023

2023 – 2026 STRATEGIC PLAN

The Edmonton Police Service’s Strategic Plan is the overarching strategy that identifies the priority areas for the Service. It is a culmination of
extensive engagement with the communities it serves. Shaped by direction from the Edmonton Police Commission, ongoing dialogues with
community groups, consultations with arms of government and law enforcement agencies, collaborations with social service agencies and
non-profits, as well as feedback from EPS employees.

VISION: A forward-thinking police service that strengthens public trust through addressing crime, harm and disorder.
MISSION: To be relentless on crime and a leading partner in building community safety.
VALUES: Integrity | Accountability | Respect | Innovation | Courage | Community

GOAL 1 GOAL 2 GOAL 3 GOAL 4 GOAL 5

BALANCE SUPPORT PARTNER CONNECT, SHARE, INNOVATE AND SUPPORT AND GROW
AND ENFORCEMENT AND ADVOCATE AND EVOLVE ADVANCE AS ONE TEAM DIVERSE TALENTS

Understand individual circumstances Use EPS knowledge and experience to As Edmonton and the world are As one team, make decisions with EPS Support the well-being of individuals
and ensure people are appropriately changing, EPS is listening, learning, overall in mind, and encourage a culture that make up EPS and foster an
transitioned to systems that provide that together drive community safety. and evolving with our community. of innovation and advancement. inclusive workforce and environment
support and/or enforcement to increase EPS will share more about policing
that leverages diversity and grows
community safety. OUTCOMES and our people to further humanize OUTCOMES talent to create a resilient organization.
the individuals within our membership.
• EPS increases public safety through • EPS increases data driven
OUTCOMES OUTCOMES
partnerships with communities and OUTCOMES decision making to better predict
• other stakeholders in the social • EPS enhances the physical and
• Public understanding of EPS’ role
to identify, respond to, and services ecosystem. re-direct resources to where they mental wellbeing of employees
in community safety is increased
reduce high harm crimes. are most needed. through impactful health and
• through engagement.
• EPS members consistently and sustainability of partnerships • EPS fosters a culture of idea wellness programs.
• EPS uses feedback and input from
achieve investigative by using joint ownership of goals generation, innovation, and • EPS is strengthened through a
the public to inform strategic and
excellence resulting in and outcomes. tolerance for smart risk taking. diverse and inclusive workforce
operational decisions.
enhanced police legitimacy. whose employees have a strong
•
• a ‘One EPS’ approach to capital sense of belonging.
through proactive policing. budget planning and allocating. • EPS addresses modern policing
needs through a refreshed
perspective and approach to
recruitment and training.
• EPS employees have
diversified skillsets and
access to new opportunities.

EPSANNUALREPORT.CA PAGE 5
EPS ANNUAL REPORT 2023

GOAL 1 BALANCE SUPPORT AND ENFORCEMENT

What it means: Understand individual circumstances and ensure people
are appropriately transitioned to systems that provide support and/or
enforcement to increase community safety.

EPS PERFORMANCE MEASURE RESULTS

INDICATORS
2021 2022 2023

Violent Crime Rate 1,221 1,396 1,488

Non-Violent Crime Rate 6,990 7,468 6,735

Property Crime Rate1 4,420 5,056 4,514

Violent Crime Severity Index 124.2 128.9 138.4

Non-violent Crime Severity Index 97.7 104.8 108.2

Violent Crime Weighted Clearance Rate 57.6% 53.6% 53.1%

Non-violent Crime Weighted Clearance Rate 31.2% 28.8% 26.2%

MEASURES
2021 2022 2023

Social Disorder Occurrences 37,520 32,374 32,544

Domestic Violence Occurrences 9,299 9,634 9,302

Violent Crime Clearance Rate 53.2% 49.9% 49.6%

Non-Violent Crime Clearance Rate 43.6% 40.1% 39.6%

Referrals – Crime & Trauma-Informed 1,931 1,445 2,099

Support Services2

Youth Diverted 231 302 322

HELP3 branch interactions

NA NA 4,198
with community members

Source: EPS

Notes:

1 Poperty crime is categorized as a subset of non-violent offenses and is also reflected in the overall non-violent crime rate.

2 Crime and Trauma-Informed Support Services is a non-investigational unit, responsible for providing emotional support,
information and referrals to victims of a crime and/or tragedy.

3 HELP (Human-centred Engagement and Liaison Partnership) - HELP is composed of police officers and civilian navigators from partner organizations. HELP teams
assist in diverting vulnerable individuals from unnecessary involvement with the criminal justice system and into the social supports they require.

EPSANNUALREPORT.CA PAGE 6
EPS ANNUAL REPORT 2023

WHAT THIS TELLS US

• There is an increasing trend in violent • In 2023, HELP’s services were expanded

crime and severity since 2021. This is driven to EPS Patrol branches across Edmonton,
by increased frequency of high-harm with a triage system to manage the
violent crimes like assault, sexual assault, complex needs of those struggling with
robbery, and uttering threats. In 2024, addictions, mental health issues, and
EPS is addressing this negative trend houselessness. HELP branch teams are
with a crime reduction plan focused on made up of EPS officers and social agency
addressing violent crime. navigators who engage directly with
vulnerable individuals and enable frontline
• Edmonton witnessed a marginal increase Patrol officers to concentrate on crime and
in social disorder occurrences in 2023 public safety responsibilities.
compared to the previous year. However, it
is well below the 2021 level. Social disorder • The new HELP branch teams have
occurrences include noise complaints, had 4,198 interactions in 2023 with
mischief, and public disturbances. Some vulnerable individuals. This includes the
of this decline can be attributed to more team’s primary response to 1,378 calls
visible presence of front-line police officers for service, 1,290 proactive outreaches,
in high frequency areas. 943 consultations offering advice and
resources, and 579 on-scene assists to
• In 2022 and 2023, EPS diverted more Patrol officers.
vulnerable youth away from the justice
system to better suited community
support services.

EPSANNUALREPORT.CA PAGE 7
EPS ANNUAL REPORT 2023

GOAL 2 PARTNER AND ADVOCATE

What it means: Use EPS knowledge and expertise to facilitate effective
strategic partnerships that together drive community safety.

EPS PERFORMANCE MEASURE RESULTS

measures
2021 2022 2023

Referrals – Police and Crisis Team (PACT) 5,031 * 6,692 5,916

Breaches - Violations 23,277 22,277 19,462

Source: EPS
*Only includes data from January 1 to October 4, 2021

WHAT THIS TELLS US

• The Police and Crisis Response Team • For Breaches–Violations, these offences
(PACT) is a partnership with Alberta include the Criminal Code violations of
Health to assess the client’s mental health failure to comply with conditions, failure to
needs and determine the appropriate appear, and breach of probation. EPS has
action/support in line with the Mental recorded a decline in these breaches over
Health Act and the Criminal Justice the past 3 years with a 13% drop recorded
System. The number of referrals supported, in 2023. While these are commonly
managed or coordinated by the PACT charged offences in Alberta, a reduction
team decreased slightly in 2023. We expect in breaches indicates increased regard for
the number of referrals to increase in 2024 the justice system and the legal obligations
it sets. Individuals who comply with their
conditions are more likely to reintegrate
into society successfully, reducing the
likelihood of re-offending.

EPSANNUALREPORT.CA PAGE 8
EPS ANNUAL REPORT 2023

GOAL 3 CONNECT, SHARE AND EVOLVE

What it means: As Edmonton and the world are changing, EPS is listening,
learning, and evolving with our community. EPS will share more about
policing and our people to further humanize the individuals within our
membership.

EPS PERFORMANCE MEASURE RESULTS

measures
2021 2022 2023

Public Complaints/Concerns 1,294 1,184 1,115

Language Support Services 223 472 474

Source: EPS

WHAT THIS TELLS US

• EPS observed that the total number of • Language support services were provided
public complaints to EPS Professional through the EPS language support services
Standards Branch (PSB) have been team and through the Interpret Manager
decreasing since 2021. This is a good sign app. Access to the app was expanded in
and the way that EPS would like to see October 2023 and it is now available to
the trend continue to go. EPS continues over 1,000 EPS frontline members who can
to provide training and assistance to now conduct interactions with non-English
members to improve the outcomes of speakers by accessing professional
interactions with the public. interpreters through the app. This is a
positive step to making EPS services more
accessible.

EPSANNUALREPORT.CA PAGE 9
EPS ANNUAL REPORT 2023

GOAL 4 INNOVATE AND ADVANCE AS ONE TEAM

What it means: As one team, make decisions with EPS overall in mind, and
encourage a culture of innovation and advancement.

EPS PERFORMANCE MEASURE RESULTS

measures
2021 2022 2023

Dispatched Calls for Service 176,956 177,341 185,997

Occurrences in Suppression Zones1 121,481 123,681 125,820

Traffic Fatalities2 18 14 23

Proactive Police Time3 13.6% 18.8% 20.4%

Source: EPS

Notes:

1 Occurrences in Suppression Zones: Number of occurrences within the defined crime suppression zones. An occurrence is an incident or a series of connected
incidents reported to police that results in the creation of a police report. An occurrence can be criminal requiring investigation or non-criminal requiring follow-up.

2 Traffic Fatalities: Measures the number of deaths as a result of vehicle collisions. This measure also includes pedestrian deaths.

3 Proactive Police Time: Measures the percentage of patrol shift time that is dedicated to proactive activities that serve to prevent or deter crime and disorder from
occurring. Examples include conducting probation checks on known prolific offenders, patrolling a known high crime hot-spot, or attempting to locate an offender
with outstanding criminal warrants. Additional examples include directed patrols, selective traffic enforcement, problem solving initiatives and community contacts.
d disorder from occurring. Examples include conducting probation checks on known prolific offenders, patrolling a known high crime hot-spot, or attempting to
locate an offender with outstanding criminal warrants. Additional examples include directed patrols, selective traffic enforcement, problem solving initiatives and
community contacts.

WHAT THIS TELLS US

• In 2023, EPS experienced an increase in • The proportion of proactive time in Patrol’s

the number of dispatched calls for service. overall work has noticeably increased since
This means that there was an increase in 2021. EPS continues to prioritize resources
demand for EPS services. to our patrol function, allowing them to
focus more time on crime prevention
• Traffic fatalities are unique events, and through proactive efforts.
the trend varies widely. In 2023, there
was an unfortunate quadruple fatality
which contributed to the trend of a higher
number of traffic fatalities in 2023 when
compared to previous years.

EPSANNUALREPORT.CA PAGE 10
EPS ANNUAL REPORT 2023

GOAL 5 SUPPORT AND GROW DIVERSE TALENTS

What it means: Support the well-being of individuals that make up the EPS
and establish a diverse and inclusive workforce and environment to grow
talent and create a resilient organization.

EPS PERFORMANCE MEASURE RESULTS

measures 2021 2022 2023

Women Employees (percentage) 36.19% 36.58% 37.21

Proportion of Sworn to Civilian Employees 70:30 69:31 68:32

Employee Attrition (percentage 5.5% 7.2% 6.1%

Source: EPS

WHAT THIS TELLS US

• The proportion of sworn to civilian • The Employee attrition rate decreased in

employees has remained relatively 2023 after it peaked in 2022 over a five-year
consistent over the years. EPS continues period. It is a good sign to see this rate
to focus on sworn member recruitment decreasing as EPS continues efforts to
with larger class sizes in 2023 and 2024 foster a positive work environment
to maintain and increase police officer focused on the wellness of employees.
complement. EPS is also assessing
opportunities to complement sworn
officers with civilian skillsets.

EPSANNUALREPORT.CA PAGE 11
EPS ANNUAL REPORT 2023

FINANCIAL SUMMARY
EPS OPERATING BUDGET

2022 2023

($000) BUDGET ACTUAL BUDGET ACTUAL

Revenue

Traffic Safety Act Fines $ 11,198 $ 7,729 $ 11,060 $ 7,545

Transfer from Reserve 22,292 22,292 1,982 1,982

Provincial Grants 30,099 32,256 31,574 40,600

Other Revenue1 34,706 34,681 35,027 36,403

Total Revenue 98,295 96,958 79,643 86,530

Expense

Personnel 394,977 394,898 403,892 412,412

Non-Personnel

Furniture, Equipment, IT,

21,390 21,908 24,223 24,602
Materials and Supplies

Contracts and Services 29,222 28,359 28,544 31,982

Vehicles 8,600 8,979 9,767 9,627
Facilities 24,337 20,693 23,803 20,565
Other Expenditures 2
10,101 9,246 11,958 11,299

93,650 89,185 98,295 98,075

Total Expense 488,627 484,083 502,187 510,487

Position before Adjustments 390,332 387,125 422,544 423,958

Transfer to/(from) EPS Operating Reserve - 3,207 - (1,414)

Net Position (Tax Levy Funding) $ 390,332 $ 390,332 $ 422,544 $ 422,544

Total Budgeted Full Time Equivalent 2,833.70 2,914.60

Notes:
1. Other Revenue includes Secondments, Tow Lot, Police Information Checks, Alarm Control, Extra Duty, School Resource Officers, etc.
2. Other Expenditures includes travel and training, insurance premiums, debt servicing costs, memberships, etc.

EPSANNUALREPORT.CA PAGE 12
 EPS ANNUAL REPORT 2023

FINANCIAL SUMMARY
OPERATING BUDGET HIGHLIGHTS

OPERATING BUDGET BREAKDOWN 2023 SOURCES OF OPERATING BUDGET FUNDING 2023

Non-personnel Tax levy funding Grant Funding

Cost 19.6% (City) 84.1% (Provincial) 6.3%

Personnel Cost Other Revenue

80.4% 9.6%

OPERATING AMOUNT
(in millions)
PERCENTAGE
BUDGET
Tax Levy Funding (City of Edmonton) $422.5 84.1%
FUNDING 2023
Grant Funding (Provincial) 31.6 6.3%

Other Revenue * 48.1 9.6%

Total $502.2 100%

Notes:
Other Revenue includes Traffic Safety Act Fines, Police Information Checks, Tow Lot, School Resource Officer, etc.

EPSANNUALREPORT.CA PAGE 13
EPS ANNUAL REPORT 2023

FINANCIAL SUMMARY
2023 TAX-SUPPORTED OPERATING EXPENDITURE BUDGET

2023 expendatures

Source: 2023-2026 Operating Budget and Plans, City of Edmonton

FUNDING FORMULA UPDATE IN 2023 CHALLENGES IN CAPITAL BUDGET IN 2023 AND 2024
On August 23, 2023, City Council The 2023-2026 Capital Budget is comprised of 10 active profiles
approved the revised EPS Funding (4 standalone profiles and 6 composite profiles). The total
Formula and final budget allocation 2023-2026 Capital Budget is $89.108 million which includes
for 2024-2026 was made during the the initial approved budget, 2019-2022 budget carryforward,
Fall Supplemental Operating Budget 2023 Spring and Fall Supplemental Capital Budget Adjustments
Adjustment process. (SCBA), and Year-end Administrative Adjustments.

In December 2022, City Council approved approximately 25%

of the Commission supported budget requirement for Police
Equipment, Radio Lifecycle, IT Applications and IT Infrastructure
renewal projects for 2023-2026. In December 2023, during the
2023 Fall SCBA, City Council approved the City Administration
2024 funding recommendation of $10.610 million for a portion
of the unfunded renewal profiles. This results in 41% of the
Commission supported budget requirement for Police
Equipment, Radio Lifecycle, IT Applications and IT Infrastructure
renewal projects for 2023-2026 and a $40.489 million shortfall.

EPSANNUALREPORT.CA PAGE 14
EPS ANNUAL REPORT 2023

APPENDIX A
CORPORATE PERFORMANCE FRAMEWORK

EPS uses a corporate performance management framework to drive accountability and use data and
information to assess and improve organizational performance. The framework is based on and aligns with
the Canadian Police Performance Measurement Framework that was co-developed between the Canadian
Association of Police Chiefs and Statistics Canada. The indicators and measures in this report are part of
the corporate performance framework. It is important to highlight the differences between indicators and
measures, as outlined below:

indicators CHALLENGES IN CAPITAL BUDGET IN 2023 AND 2024

These broad data points are indicative Our goals and corresponding initiatives are identified in the EPS
of the safety and wellness of the 2023-2026 Strategic Plan, while targeted outcomes are laid out
communities that EPS serves. EPS in our 2023-2026 Business Plan along with allocation of resources
believes that the actions it takes and expected timelines.
to influence indicators must be
complemented by many other partners EPS leadership provides an update on its Business Plan to the
and stakeholders to make a meaningful Edmonton Police Commission (EPC) twice a year in March and
difference. in September.

• An update is also provided to the EPC on the Strategic Plan

once a year in March.
• The Annual Report functions as a public update on the
measures
progress made toward goals and outcomes set in the
These data points are more targeted Strategic Plan.
and speak to things that are more • Timely information on crime statistics and trends is also
within the span of control of EPS to available to the public through the Community Safety and
directly influence. Data Portal.

EPS also reports regularly to EPC on its activities. Some of these

reports include:

• Provincial Police Standards Audit: Edmonton Police Service

• Criminal Flight Report
• EPS Control Tactics Statistical Report
• Street Check Audit Report

Through these data driven and evidence-based mechanisms,

we hold ourselves accountable to the people of Edmonton
and provide a means for them to assess our performance as an
organization that plays a leading role in improving public safety
and community well-being.

EPSANNUALREPORT.CA PAGE 15
EPS ANNUAL REPORT 2023

APPENDIX A
CORPORATE PERFORMANCE FRAMEWORK

ELEMENT MEASUREMENT ACCOUNTABILITY MEDIUM OF FREQUENCY

REPORTING OF REPORTING

Edmonton as Annual Report Dependent on

Goal Indicator
a Community (External) Data Source

Strategic Chief and Annual Report

Outcomes Measures Annually
Outcomes Deputy Chiefs (External)

Deputies and
Bureau Operational Plans
Outcomes Measures Superintendents/ Bi-Annually
Outcomes (Internal)
Executive Directors

Initiatives/ Strategic Initiatives

Projects Measures Project Sponsor Quarterly
Projects Dashboard (Internal)

Outcomes Measures
Public
Programs Output Measures Branch Leadership and Internal Varies
Dashboard
Process Measures

EPSANNUALREPORT.CA PAGE 16
EPS ANNUAL REPORT 2023

APPENDIX B
EDMONTON POLICE SERVICE GOVERNANCE FRAMEWORK

Police in democracies need to be both free from political interference and accountable to the public. To
balance these needs, Alberta’s Police Act requires that the City Council appoint an independent police
commission for the police to report to, instead of reporting directly to Council. While the Council still
approves the total police budget, only the Edmonton Police Commission can direct how the budget
is spent. The Commission also supervises the police chief, sets police policies, and monitors the police
conduct complaint process.

POLICE OVERSIGHT

Government of Alberta & Alberta

Justice and Solicitor General

KEY LEGISLATION

Police Act Policing Standards

GOVERNING BODY CITY COUNCIL

Police Commission • Appoint Police

Commissioners
• Develop Budget & Plan • Establish policies
• Approve Budget
• Allocate Funds • Appoint & Instruct Chief

RESPONSIBILITIES

Edmonton Police Service

EPSANNUALREPORT.CA PAGE 17
EPS ANNUAL REPORT 2023

APPENDIX C
DESCRIPTION OF MEASURES

GOAL 1: BALANCE SUPPORT AND ENFORCEMENT

MEASURE WHAT IT MEANS WHY IT MATTERS

Social Disorder Social disorder can be defined as a grouping of These selections of measures highlight the
Occurrences non-criminal occurrences that cause a community state of different types of crime, harm, and
member to come into contact with law disorder in Edmonton. These measures
enforcement due to the community member also indicate the progress that police
having unmet basic needs such as inadequate enforcement a nd support activities made
food, shelter, income, and health care (inclusive in reducing the crime rate or containing it
of addiction and/or mental health treatment). at a reasonable and stable level.

Domestic Domestic Violence is defined as any use of

Violence physical or sexual force, actual or threatened, in
Occurrences an intimate relationship. It may include a single
act of violence, or a number of acts forming a
pattern of abuse through the use of assaultive and
controlling behavior. An “Intimate Relationship” is
defined as a relationship between opposite-sex or
same-sex partners. These relationships vary in
duration and legal formality, and include current
and former dating relationships, current and
former common-law relationship, current and
former married relationship, and persons who are
the parents of one or more children, regardless of
their marital status or whether they have lived
together at any time.

Violent Crime The violent clearance rate represents the These measures show the proportion of
Clearance Rate proportion of violent incidents solved by the criminal incidents solved by the police.
police. Police can clear an incident by charge or They therefore give an indication of the
by means other than the laying of a charge. The effectiveness of police in solving crimes.
most common reasons for clearing an incident by
other means include: departmental discretion, the
complainant declines to press charges, referral
to a diversion program or departmental policy.

Non-Violent The non-violent clearance rate represents the

Crime Clearance proportion of non-violent incidents solved by the
Rate police. Police can clear an incident by charge or
by means other than the laying of a charge. The
most common reasons for clearing an incident by
other means include: departmental discretion, the
complainant declines to press charges, referral to
a diversion program or departmental policy.

EPSANNUALREPORT.CA PAGE 18
EPS ANNUAL REPORT 2023

APPENDIX C
DESCRIPTION OF MEASURES

GOAL 1: BALANCE SUPPORT AND ENFORCEMENT

MEASURE WHAT IT MEANS WHY IT MATTERS

Referrals – Crime Number of referrals supported, managed or This measure indicates the level of
Trauma Support coordinated by CTSS Team. emotional support, information, and
Services referrals services provided by EPS to
victims of a crime and/or tragedy.

Youth Diverted The youth diverted by police Youth referral shows EPS’ efforts to strike
participation that includes a balance between enforcement and
support by diverting youth out of the
[i] diversion only (counsel and release); justice system and transitioning them to a
[ii] diversion with referral to services; and support network. This is a restorative
[iii] diversion with police-led, justice partner justice approach that aims to keep people
collaborations that include restorative justice away from a life of crime and the
components. arrest-remand cycle

HELP branch Number of interactions the Branch HELP Team This measure shows EPS and its partners’
interactions with had with community members. This includes support to vulnerable persons for their
community dispatched calls for service, on scene patrol day-to-day needs and challenges in order
members assists and self-generated interactions. to connect and transition them to
better-suited community support services.
This is a direct off-ramp for vulnerable
people to get out of the justice system
and into the social, health, and community
resources they truly need.

EPSANNUALREPORT.CA PAGE 19
EPS ANNUAL REPORT 2023

APPENDIX C
DESCRIPTION OF MEASURES

GOAL 2: PARTNER AND ADVOCATE

MEASURE WHAT IT MEANS WHY IT MATTERS

Referrals – Police Number of referrals supported, managed or This proxy measure highlights EPS and its
and Crisis Team coordinated by the PACT Team. partner - Alberta Health Services' efforts
(PACT) to drive community safety and well-being
by providing support to individuals who
are in crisis with mental illness and addic-
tion issues.

Breaches – These offences include the Criminal Code viola- A proxy for measuring the execution of
Violations tions of failure to comply with conditions, failure our strategy to divert those that should
to appear, and breach of probation. not be in the justice system.

GOAL 3: CONNECT, SHARE AND EVOLVE

MEASURE WHAT IT MEANS WHY IT MATTERS

Public The metrics refers to the total number of public This proxy measure will provide an
Complaints/ complaints or concerns lodged to Professional indication how citizens are viewing their
Concerns Standard Branch to EPS. This includes citizen interactions with EPS and will help EPS
contact and police act complaints. to take necessary actions to improve
service delivery.

Language These offences include the Criminal Code viola- This proxy measure showcases the
Support tions of failure to comply with conditions, failure progress that EPS is making in removing
Services to appear, and breach of probation. or minimizing language barrier to access
its services for the people whose first
language is not English.

EPSANNUALREPORT.CA PAGE 20
EPS ANNUAL REPORT 2023

APPENDIX C
DESCRIPTION OF MEASURES

GOAL 4: INNOVATE AND ADVANCE AS ONE TEAM

MEASURE WHAT IT MEANS WHY IT MATTERS

Dispatched A citizen or police generated call that results in This proxy measure indicates the
Calls for an event and where a police officer(s) attends effectiveness of EPS in reducing the
Service the call. These situations are fluid and emotionally demand for police resources through
charged and initial complainant accounts are innovative solutions and data driven
often fractured, evolving and lacking context. resource planning.
Changing dynamics may result in changes in
both priority of dispatch and event type over
the course of a call (e.g. event type at dispatch
is Trouble with Person but changes to and event
type of Assault upon arrival and evaluation by
an EPS member).

Occurrences Number of occurrences within the defined crime This measures EPS’ ability to use data and
in Suppression suppression zones. An occurrence is an incident intelligence to identify hotspots and
Zones or a series of connected incidents reported to deploy appropriate resources to reduce
police that results in the creation of a police cri me and disorder in such locations.
report. An occurrence can be criminal requiring Suppression also requires innovative
investigation or non-criminal requiring follow-up. solutions to address complex and
persistent problems.

Traffic Measures the number of deaths as a result of This indicates if police traffic enforcement
Fatalities vehicle collisions. This measure also includes activities are leading to a safer environment.
pedestrian deaths.

Proactive Measures the percentage of patrol shift time This proxy measure indicates the progress
Police Time that is dedicated to proactive activities that that EPS made at resolving or improving
serve to prevent or deter crime and disorder underlying conditions that lead to violations
from occurring. Examples include conducting of law and/or public disorder. Proactive
probation checks on known prolific offenders, policing also requires effective analysis of
patrolling a known high crime hot-spot, or data to make better predictions of policing
attempting to locate an offender with outstanding needs, efficient workload management, and
criminal warrants. Additional examples include engagement of resources accordingly.
directed patrols, selective traffic enforcement,
problem solving initiatives and community
contacts.

EPSANNUALREPORT.CA PAGE 21
EPS ANNUAL REPORT 2023

APPENDIX C
DESCRIPTION OF MEASURES

GOAL 5: Support and Grow Diverse Talents

MEASURE WHAT IT MEANS WHY IT MATTERS

Women This measure shows percentage of permanent This measure highlight EPS’ progress
Employees employees who are women within EPS. This towards having a diverse and inclusive
aggregate measure includes both sworn workforce by supporting and/or growing
members and civilian staff. the less-represented population groups
(i.e., women) across the organization. A
stable share over the years or growth in
share will tell us that these employees feel
comfortable joining and staying with EPS
for a longer period.

Proportion This measure indicates the ratio of all permanent This proxy measures also indicate the
of Sworn to sworn members and civilian staff within EPS. diversity of perspectives and skillsets at
Civilian EPS. Civilian members offer non-policing
Employees skillsets to support the work of the sworn
members. They also represent a diversity of
perspectives that enhance the capacity of
EPS in delivering services to its constituents.
The objective is not necessarily an increase in
civilian staff members but to have a balanced
workforce that is composed of sworn and
civilian staffs which is comparable to other
police services in Canada.

Employee Employee Attrition rate refers to a permanent High turnover rates may be indicative
Attrition sworn and civilian employees' separation from of an inadequate growth environment,
EPS due to resignation, retirement, termination disengaged, or dissatisfied workforce.
and death. Turnover measures are valuable because
they can also uncover unconscious bias,
discriminatory practices, or reveal a
workplace climate that deters
under- represented groups (e.g. women,
indigenous or racialized) from
remaining at the organization.

EPSANNUALREPORT.CA PAGE 22