BUILDING UP THE POLICE COMMISSION
On December 2nd, Keith Gerein shared an important column that highlighted the tensions that exist in police governance. While more visible in recent years, civilian oversight of policing has always been complex and inherently political. Gerein poses the daunting question of whether the idea of independent police oversight is even possible in our current political climate.
In my three years on Commission, I've thought a lot about this question. As a Commissioner and a Councillor, I've felt the tensions on both sides of the table. I've also seen firsthand the difficult expectations that are placed on the Commission. With twelve volunteers, and what Gerein previously referred to as a shoe-string complement of less than ten staff, the Commission is expected to oversee a half-billion dollar organization that holds unique powers and responsibilities in our community. Commissioners, myself included, are often balancing other professional and personal obligations alongside Commission responsibilities.
Recent conversations have centered on who's sitting around the Commission table. This has included the question of whether Councillors should stay on Commission, and the Provincial announcement that they will be adding up to three more appointees. The Commission and City Council have also jointly advocated to the Province to support making the Chair of the Commission a full-time position.
Who sits in the Commissioner chair unquestionably matters. Individuals bring important professional skills, like social work, legal training, accounting and more, that strengthen the oversight role of the Commission. They also bring their own lived experience and connections to communities throughout the city. Their perspectives and background both help to shape the priorities and focus of the Commission and is a vital part of this work.
As essential as individual Commissioners are in this work, I've come to see that the Commission's composition alone can't solve a deeper structural issue. Having the exact right mix of Commissioners at all times is an impossible feat, especially as that right mix will shift with changing political, economic, and social realities.
Instead, I think we need to strengthen the Commission's capacity by investing in more staff who can support and elevate its oversight role.
The Commission is lucky to have an incredibly dedicated and hardworking team, including an Executive Director, Director of Public Complaints, Policy Advisor, Communications Advisor, and clerical staff. I think about what more we could do with additional staff, including roles like a Chief Financial Officer, a public engagement lead, a workforce wellness specialist, and research assistants to support Commissioners. These full-time experts could take ownership of these critical portfolios, rather than it falling to individual Commissioners to shepherd these important topics.
Long-term employees are better holders of corporate knowledge and culture than revolving Commissioners. Permanent staff would ensure there is consistent analysis and programming of service reviews, strategic planning, and public engagement. Staff appointments also allow us to clearly and consistently define core competencies and make sure they are filled, regardless of changes at the Commission table.
In this model, the role of Commissioners would pivot in practice from overseeing the entire police force - a near-impossible task for a group of volunteers - to governing the Commission itself. This shift wouldn't require changes to the Police Act but would profoundly enhance the Commission's capacity to fulfill its legislative responsibilities.
The benefits of this approach would extend beyond the Commission. Edmontonians would have a clearer line of sight on the largest expenditure in the City's budget. The public would also see more consistent communication and have more opportunities to engage with the Commission. The Service would benefit from consistent, professionalised reviews from staff within the Commission. And with additional support, the Commissioner role would be a less daunting task to recruit for, allowing more Edmontonians to get involved and contribute to an increasingly representative Commission.
By strengthening the Commission in this way, we can meet Gerein's challenge to create a governance structure that better equips the next Chief, Council, and Police Commission to work together more effectively. Most importantly, this approach empowers Edmontonians to play a greater role in shaping public safety in their community.
This isn't just a pragmatic solution - it's a transformative opportunity. A robust, professionalized Commission will not only address long-standing challenges but also build a stronger foundation for transparent, accountable, and effective police oversight in the future. The opportunity is ours to take.
Anne Stevenson is a City Councillor and Police Commissioner. This column represents her personal opinion and she doesn’t speak for the Commission as a whole.
