---
title: "The Dickensfield Community Partnership"
type: "pdf"
year: "1999"
canonical: "/projects/400"
---

![img-0.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/99-15/img-0.jpeg)

# THE DICKENSFIELD 

COMMUNITY PARTNERSHIP

# Table of Contents

- [THE DICKENSFIELD](#the-dickensfield)
- [DICKENSFIELD COMMUNITY PARTNERSHIP (ABSTRACT)](#dickensfield-community-partnership-abstract)
  - [SCANNING](#scanning)
  - [ANALYSIS](#analysis)
- [RESPONSE](#response)
- [SCANNING](#scanning)
- [ANALYSIS](#analysis)
- [RESPONSE](#response)
- [ASSESSMENT](#assessment)
- [ADDITIONAL INFORMATION](#additional-information)
- [NEIGHBOURHOOD FACT SHEET](#neighbourhood-fact-sheet)
- [Social Characteristics](#social-characteristics)
- [Neighbourhood Profile for 1994 (January to December)](#neighbourhood-profile-for-1994-january-to-december)
- [Concern 1:](#concern-1)
  - [Concern 2:](#concern-2)
- [Concern 3:](#concern-3)
  - [Concern 4:](#concern-4)
  - [Complaints were made against the caretakers and Capital Housing itself:](#complaints-were-made-against-the-caretakers-and-capital-housing-itself)
- [DICKENSFIELD COMMUNITY PARTNERSHIP](#dickensfield-community-partnership)
  - [PARTNER LIST](#partner-list)
- [DICKENSFIELD COMMUNITY PARTNERSHIP PROGRAMS](#dickensfield-community-partnership-programs)
- [CRIME STATISTSCS](#crime-statistscs)

# DICKENSFIELD COMMUNITY PARTNERSHIP (ABSTRACT) 

## SCANNING

In 1994, the Edmonton Police Service expanded the ownership concept to all areas of the city, in the spring of 1995 Constable Linda FLOHR volunteered to work in the Evansdale/Dickensfield community. She was provided with the neighbourhood profile, crime statistics and a record of police activity in the form of monthly print-outs which were sorted by address.

Following examination of the information Constable FLOHR determined that the majority of the police activity was centered around 36 square blocks of multi-family dwellings in the heart of the community, while the rest of the area was relatively quiet. Many of the repeat calls for service related to families in the area. Spousal violence, other family violence, child abuse and neglect, and problems such as minor theft and damage to property associated to the youth were all too common. Constable FLOHR eventually defined the problem as a high-risk neighbourhood whose area residents lacked the ability to access the various social agencies that could have assisted them.

## ANALYSIS

The analysis involved three steps. First, Constable FLOHR identified the families who were responsible for a disproportionate number of calls for service. She became acquainted with the children of the families. Those attending neighbourhood schools, more often than not where experiencing learning

difficulties. Many families faced issues connected with poverty including violence, isolation, lack of support services, housing problems and poor nutrition.

The second phase examined the area itself. The primary concern were the multi-family dwellings which included row housing, townhouses, duplexes and walk-up apartments. The single family homes that bordered the complex were generally well maintained while the housing units and apartments showed sings of poor maintenance.

The last phase of the analysis involved identifying the agencies that were in the area, and learning what had been done in the past to affect the problem.

# RESPONSE 

Initially Constable FLOHR worked with Child Welfare and Social Services to develop plans that would assist the problem families and their children. Later a partnership was formed and soon other community agencies, schools and churches swelled the ranks of those wishing to help. Numerous community programs were developed that focused on creating a healthier, vibrant community.

In 1997 Constable Joe DOSRAMOS replaced Constable FLOHR. He continued to represent the police in the partnership and was instrumental in recruiting community and business representatives. A total of 22 organizations and citizen groups now meet regularly to determine the future of the Dickensfield area. Programs were developed which continue to address specific needs.

A positive change has occurred in the problem area. Crime and other disorder was significantly reduced as were calls for service. All agencies report an improved working relationship with each other. The area residents access the agencies regularly and have fully supported the programs and initiatives designed to improve the quality of life for all.

# SCANNING 

In 1994, following a number of formal evaluations of Neighbourhood Foot Patrols, the Edmonton Police Service expanded the ownership concept to include all areas of the city. Like other Patrol Divisions, North Division divided these patrol areas into new districts to correspond with existing community boundaries. Community constables, or "turf constables", were regular members of Patrol who volunteered for the newly established positions. They worked the regular patrol schedule including day, afternoon and night shifts. The expectation was that assigned constables would examine repeat calls for service and develop contacts in the communities to assist with the development of strategies which would reduce or eliminate the need for police response in relation to problem locations, people or groups.

In the spring of 1995 Constable Linda FLOHR assumed responsibility for the Evansdale community which is also called Dickensfield. It is situated in north central Edmonton. Her initial tasks were to become familiar with the area and its residents. Through analysis of monthly printouts of activity, which are sorted by address, Constable FLOHR quickly realized that much of the work originated from homes in a 36 square block area of multi-family dwellings. The rest of the area was relatively quiet (see Appendix I). The majority of calls for service related to families living in the area. Spousal violence, family violence, child abuse, neglect, and problems associated to youths were all too common (see Appendix II).

Constable FLOHR realized that a very large percentage of the population lived below the poverty line. They faced daily issues related to drugs and alcohol abuse, family violence, isolation, unemployment, racism, lack of support services, community safety, language barriers, transciency, housing problems, low levels of literacy, poor nutrition and teen pregnancy.

Constable FLOHR also noted that, while the area was defined as a single community, in reality there were two neighbourhoods: one a healthy vibrant area of single family homes and another which could only be described as high risk where crime and social disorder were a major problem. She correctly determined that in order to create any significant improvement, the police working in isolation would be ineffective. Clearly, a different approach was necessary to deal with the problem that she identified as: "A high risk community unable to fend for itself where crime and disorder was increasing".

# ANALYSIS 

To fully understand the scope of the problem it was necessary to examine the dynamics that lead to it in the first place. Constable FLOHR continued to target the addresses that were identified by examining repeat calls for service and learning more about the larger issue.

Clearly a small number of families were responsible for a disproportionate number of calls, and children from these families tended to come to the attention of the police for a variety of reasons including: damage to property, minor thefts, runaways and general trouble with youth complaints. The activity of the problem families was easily captured by ongoing examination of repeat calls for service. Spousal abuse was particularly problematic.

An examination of the "where" of the problem showed that the majority of generated work originated from multi-family units in the heart of the community. Damage to properties and minor thefts were attributed to youths having too much time on their hands and little supervision. Seventy percent of the families living in the 300 Capital Housing units were single parent families and came from various cultural backgrounds. Needless to say, the youth activity spilled into the rest of the community and created additional problems. The residents of more affluent areas surrounding the complexes excluded their poorer neighbours from community activities. For example, the community league hall that was intended for use by all area residents, was seldom made available to the residents from the complexes. The community was truly fragmented.

The physical characteristics of the Evansdale/Dickensfield area were considered. The area is essentially a residential neighbourhood where sixty percent of the total land is devoted to residential use. Approximately half are single detached residences. Multiple family housing in the form of row housing, townhouses, tri-plexes and four-plexes make up sixteen percent of the available residential units. Walk-up apartments make up the remaining twenty-eight percent of housing stock.

Most single family homes were well maintained, while many of the housing units and apartments showed signs of neglect. The concentration of row housing and apartments in the central section of the neighbourhood created on-street parking problems for local residents and travelling motorists.

To complete the analysis, Constable FLOHR listed the various public and private agencies in the area that had the potential to address the underlying conditions that created the problems in the first place. She attempted to determine what each agency provided and to what extent they had worked together. One of the strengths of the area was its culturally diverse population of Aboriginal, Arab and Asian origin. The area had a variety of religious assemblies and representation of active and community minded schools.

# RESPONSE 

The response section addresses the strategies initially implemented by Constable FLOHR and continued by Constable Joe DOSRAMOS, who was assigned to the Evansdale/Dickensfield area in May 1997 when Constable FLOHR transferred to the Communications Section. More importantly, it describes other initiatives developed and maintained by agencies that became part of the team known as the "DICKENSFIELD COMMUNITY PARTNERSHIP".

Initially, Constable FLOHR spent the majority of her uncommitted patrol time getting acquainted with the area and its residents. She contacted schools and managers of apartments to establish a working relationship.

She assisted schools with youths that they identified as problems and began to work with their families. Several trends became apparent. The problem youths often came from the families where spousal abuse and family violence was common. Some of the families had been the subject of previous child abuse investigations. Realizing her limitations, Constable FLOHR contacted Child Welfare, a provincial agency and Family and Social Services to assist with investigations. It became abundantly clear that the police and the other agencies were dealing with the same clientele and so a partnership was born.

Information sharing became commonplace. Plans involving problem families were developed in a matter of days, whereas in the past, the formal lines of inter-agency communication would have resulted in weeks of delay. The

early success of obtaining assistance for problem families prompted a decision to approach other interested parties and extend an invitation to work together.

Soon Amity House, a community based organization which provides social, educational and recreational programs for individuals of all ages, swelled the ranks of the partnership. Amity House also offered referral services, babysitting, a mother's day out program, sewing and craft classes and an assortment of children's programs. The next year saw additional resources added to the partnership. Local schools, churches, the Boys and Girls Club as well as representatives from the adjoining Northmount community and the Canadian Arab Friendship Center joined.

Constable FLOHR met with Child Welfare and Edmonton Family and Social Services on a weekly basis to discuss common files and to develop plans to direct problem youths and families to agencies most suited to provide the help that was needed. Through her work with the apartment managers, she obtained up to date tenant lists that assisted tracking problem families who were transient.

Prior to her transfer, Constable FLOHR and her partners made application to form a society so that grants could be accessed to fund expanded programming. At the time of her transfer Constable FLOHR commented that the Edmonton Police Service had helped her reach some of her personal goals. She felt the community had taken steps in the right direction. Judging by the complimentary letters received by the Service, her efforts were greatly appreciated by the partnership members and families with whom she had worked.

In May 1997 Constable Joe DOSRAMOS stepped in where Constable FLOHR left off. He quickly introduced himself to the partnership and after having noted an ongoing decrease in some crime groups, he committed to continue the Police Service's involvement. Soon after his arrival, the partnership was incorporated as a society and additional funding became available to facilitate the development of additional community programs.

Constable DOSRAMOS spent all of his uncommitted patrol time in his community and remained a key player in problem identification. During his regular duties he had the opportunity to respond to the calls and observe the behaviors of the people. This brought an additional perspective to the bi-weekly interagency problem solving meetings.

Constable DOSRAMOS brought a new dimension to the partnership. He currently serves as the treasurer for the partnership after having acted as vice president for one year. His primary focus during 1998 was on the community members and businesses. He actively recruited residents from the Capital Housing complexes to provide representation on the partnership committee and they are now actively involved in the decision making process (see Appendix III).

The area businesses were approached and several have joined forces with the partnership. The owner of the Dickensfield Mall offered to rent a store front office to house the partnership. Constable DOSRAMOS approached the Superintendent in charge of North Division and secured (\$900) for start-up costs. Since that time, the Mall owner has donated space free of charge. His rationale was that there was ample evidence the community was changing for the better.

It is important to note that the office was the last available space in the Mall, which is situated in the heart of the problem area.

The Dickensfield Community Partnership continues to expand. What began as a small group of agencies identifying some common ground, has developed into a multi-agency team that has, through commitment and innovation, made a significant change in the community it serves (see Appendix IV).

A brief description of the programs is included. Each was developed to address specific identified needs in the community. They play a major role in improving the quality of life in the Dickensfield area (see Appendix V).

# ASSESSMENT 

The Dickensfield Community Partnership grew out of the desire of community agencies to work more effectively together to spark grassroots changes in a community that was identified as being high risk. The problem clearly extended beyond a police function. Crime and disorder that plagued the area was merely a symptom of the underlying problem: "a fractured community where the residents were unable to access the help needed to create positive change and improve the quality of life".

From a police perspective, the evidence of reduced crime and calls for service indicates a positive change. Assaults, break and enters, thefts of property, vehicle theft and damage to property have dropped significantly (see Appendix VI). While calls to Communications have been reduced proportionately Constable DOSRAMOS reports that many area residents now call him directly by leaving voice mail messages or by contacting him on his pager.

The only category that showed no significant change was spousal/family violence. The increased awareness and the accessibility of the police and other agencies facilitated the reporting of assaults. In the past complainants may have been reluctant or unable to file complaints.

The agencies that form the partnership have provided feedback that was very useful for evaluation. They all report an increased working relationship between community organizations as well as increased interaction between the residents and the organizations. In a recent summary the following was said:

"Our activities will foster both health and sustainability while enhancing the partners' and community member's ability to grow and work together. We are guided by the belief that together we are stronger and that measurable, sustainable and positive growth works through inclusion and ownership. The partnership recognizes that in order to develop a truly sustainable community for future generations, much work is left to be done and we are committed to long term efforts and continued success".

The final evaluation element focuses on the residents themselves. Several questions required a response, however evaluation was problematic. The citizen satisfaction survey that is conducted by the Police Service does not capture information from smaller areas such as Dickensfield. Subsequently, the only conclusion that could be reached was that the increased willingness to bring their concerns forward to the partnership and their involvement in finding solutions, was an indicator of their overall satisfaction.

Changes were noted in the physical characteristics of the area. The annual spring clean-up and beautification project has resulted in tidier yards and homes. Abandoned automobiles have been removed and parking problems are addressed in a timely fashion. Damage to property, graffiti and minor theft were symptoms of the area youth having too much time on their hands. Their involvement in the programs that were offered likely resulted in the reduction of these crime types.

In conclusion, the multi-agency approach taken by the Dickensfield Community Partnership has been successful in creating positive change. A once tired and overwhelmed community has been mobilized into taking action.

# ADDITIONAL INFORMATION 

1. Constable DOSRAMOS and FLOHR have now completed eight years of service. After assignment to the Dickensfield community both were still assigned to regular patrol duties, and worked a variety of shifts yet still found time to make significant contribution to the Partnership.
2. In 1991 the Recruit Training syllabus was amended to include community policing and problem solving using the SARA process. Both Constable DOSRAMOS and FLOHR were members of the first few classes to receive the training.
3. During the assignment to Dickensfield both constables had the opportunity to change their shifts or days off, on occasion, to address specific needs of the Partnership.
4. Beat and community constables are provided with copies of Problem Solving Quarterly. The Service library has a variety of publications on Community Policing and problem solving.
5. The majority of previous problem solving initiatives in Edmonton had an easily definable beginning and an end. The Dickensfield Partnership has longevity and is expected to continue into the foreseeable future. The question is raised as to when the Assessment Stage would be most appropriate.
6. Other than the additional $\$ 900$ for rental space and the purchase of bulletin boards for the apartments no additional funding was provided. The office was furnished with surplus furniture from Central Stores.

7. Contact person:
i Superintendent Mike BRADSHAW
9620-103 A Avenue
Edmonton, AB T5H 0H7
i Phone: (780)426-8105
Fax: (780)426-8111.

![img-1.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/99-15/img-1.jpeg)

# NEIGHBOURHOOD FACT SHEET 

![img-2.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/99-15/img-2.jpeg)

# Social Characteristics 

- The 1991 population for Evansdale totalled about 6,280 residents, which reflects little change from 1983. This neighbourhood appears to have reached its peak in terms of population growth.
- Stability is evident in the tenure data. Over $46 \%$ of residents lived at the same address for 5 years or more ( $6 \%$ more than the Edmonton average). The proportion of residents who rented and owned their homes approximated the City average.
- The proportion of young people from birth to 20 years decreased in all age groups except 15 -19 yrs. old between 1986-1991. Young people however remain a significantly large part of this community ( $37 \%$ vs. $25 \%$ for the City).
- There was a slightly lower than City average full-time employment rate.
![img-3.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/99-15/img-3.jpeg)
- Seniors increased by over $45 \%$ between 1986 - 1991. Because of the $68 \%$ increase in pre-seniors ( 60 65 yrs. old), this trend is expected to continue. They still however, are under-represented in the neighbourhood ( $4 \%$ ) compared to the City as a whole ( $9 \%$ ).
- The proportion of single-parent families was significantly greater than the City average ( $20 \%$ vs. $15 \%$ City) in 1986.
- The average income of families in Evansdale was significantly less than across the City in 1986. Incidences of low income among Evansdale families was quite high in 1986 ( $27 \%$ vs. $17 \%$ City).
- The latest data (Census Canada - 1986) indicates that the ethnic origins of Evansdale residents generally reflects that of the City. However, community representatives who were contacted indicated greater cultural diversity (particularly residents of Arabic, Lebanese and Greek ethnicity).

# Neighbourhood Profile for 1994 (January to December)

|  Neighbourhood | Robbery | Sex Related | Assault | B & E Residential | B & E Commercial | Theft | Theft - Vehicle | Fraud | Mischief | Morality | Liquor | Drugs | Weapon  |
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
|  North Division |  |  |  |  |  |  |  |  |  |  |  |  |   |
|  Platoon A |  |  |  |  |  |  |  |  |  |  |  |  |   |
|  Athlone | 1 | 11 | 34 | 44 | 3 | 88 | 44 | 4 | 39 |  |  | 1 | 10  |
|  Baranow | 3 |  | 2 |  | 2 | 110 | 6 | 26 | 7 |  | 5 | 1 | 1  |
|  Batunyn | 2 | 2 | 11 | 28 | 1 | 40 | 12 | 3 | 21 |  |  | 1 | 3  |
|  Beaumaris | 4 | 3 | 12 | 23 | 10 | 74 | 26 | 14 | 20 |  | 4 | 5 |   |
|  Caernarvon | 4 | 18 | 20 | 39 | 3 | 80 | 24 | 9 | 40 | 1 |  | 3 | 2  |
|  Calder | 4 | 20 | 42 | 54 | 17 | 157 | 84 | 7 | 70 |  | 4 | 13 | 6  |
|  Carlisle | 2 |  | 17 | 45 | 2 | 71 | 18 | 6 | 30 |  |  | 3 | 2  |
|  Castle Downs Extension | 2 | 2 | 7 | 9 |  | 17 | 9 | 5 | 19 |  |  |  | 1  |
|  CFB Griessbach | 4 | 2 | 13 |  | 7 | 56 | 2 | 16 | 10 |  | 4 | 8 | 8  |
|  Dordoce | 3 | 3 | 30 | 43 | 4 | 104 | 32 | 7 | 51 |  | 1 | 9 | 5  |
|  Elsinore |  |  |  |  |  | 1 |  |  | 2 |  |  |  |   |
|  Kensington | 2 | 3 | 25 | 61 | 10 | 68 | 39 | 5 | 30 |  | 1 | 2 | 4  |
|  Lauderdale | 1 | 2 | 16 | 59 | 4 | 98 | 37 | 4 | 42 |  |  | 5 | 2  |
|  Lorelei | 3 | 9 | 25 | 40 |  | 65 | 27 | 3 | 39 | 1 |  |  | 2  |
|  Roestyn | 5 | 4 | 24 | 35 | 7 | 97 | 26 | 16 | 37 | 1 | 3 | 6 | 2  |
|  Rural North West |  |  |  |  | 1 | 1 |  |  |  |  |  |  |   |
|  The Palisades | 1 |  | 4 | 5 | 1 | 28 | 7 | 17 | 8 |  |  | 3 |   |
|  Wellington |  | 5 | 5 | 75 | 4 | 72 | 31 | 3 | 32 |  |  |  |   |
|  Platoon A Total | 40 | 84 | 287 | 550 | 75 | 1,227 | 424 | 145 | 497 | 3 | 22 | 60 | 48  |
|  Platoon B |  |  |  |  |  |  |  |  |  |  |  |  |   |
|  Balwin | 11 | 9 | 40 | 66 | 10 | 134 | 51 | 29 | 59 |  | 1 | 3 | 5  |
|  Belvedere | 15 | 11 | 87 | 79 | 22 | 382 | 86 | 32 | 92 |  | 4 | 13 | 8  |
|  Casselman | 8 | 7 | 36 | 21 | 1 | 64 | 27 | 4 | 50 |  |  | 2 | 3  |
|  Clareview Business Park |  |  |  |  |  |  |  |  |  |  |  |  |   |
|  Delwood | 2 | 5 | 8 | 61 | 1 | 71 | 31 | 4 | 45 |  | 1 | 15 | 4  |
|  Ebbers Industrial |  |  |  |  |  |  |  |  |  |  |  |  |   |
|  Evansdale | 4 | 15 | 51 | 79 | 6 | 115 | 64 | 10 | 68 |  | 3 | 4 | 5  |
|  Evergreen |  | 1 | 5 | 12 | 2 | 19 | 2 | 3 | 15 |  |  |  | 1  |
|  Glengarry | 3 | 3 | 17 | 34 | 9 | 235 | 26 | 28 | 56 |  | 3 | 2 | 2  |
|  Gorman Industrial East |  |  |  | 1 | 5 | 2 | 1 |  | 1 |  | 1 |  |   |
|  Gorman Industrial West |  |  | 1 | 2 |  | 1 | 1 | 1 |  |  |  |  |   |
|  Kildare | 7 | 9 | 19 | 25 | 2 | 244 | 22 | 45 | 34 |  | 2 | 2 | 3  |
|  Kilkenny | 9 | 11 | 41 | 46 | 6 | 166 | 37 | 17 | 65 |  |  | 4 | 5  |
|  Killarney | 10 | 9 | 45 | 70 | 8 | 162 | 59 | 17 | 96 |  | 2 | 4 | 4  |
|  Lago Lindo | 1 | 2 | 5 | 33 |  | 40 | 14 | 3 | 13 | 1 | 1 | 2 |   |
|  Lake District North Portion | 3 |  |  | 5 |  |  | 3 | 6 | 1 |  |  |  |   |
|  Lake District South Portion | 1 | 1 | 4 | 17 |  | 44 | 10 | 1 | 12 |  |  | 1 | 1  |
|  Matt Berry |  | 3 | 5 | 4 |  | 15 | 2 | 1 | 9 |  |  |  |   |
|  McLeod |  |  | 9 | 32 |  | 36 | 11 |  | 24 |  |  |  | 1  |
|  Miller Industrial |  |  |  |  |  | 2 |  |  |  |  |  |  |   |
|  Northmount | 1 | 4 | 13 | 36 | 3 | 107 | 34 | 20 | 28 |  |  |  | 3  |
|  Pilot Sound West Portion |  |  | 1 | 2 |  | 10 | 4 |  | 3 |  |  |  |   |
|  Rural North East Horse Hill | 1 | 5 | 20 | 11 |  | 6 | 2 | 2 | 7 |  |  | 2 | 1  |
|  Rural North East North Sturgeon |  | 1 | 3 | 2 |  | 1 | 4 |  |  |  |  |  |   |
|  Rural North East South Sturgeon | 2 | 1 | 2 | 5 |  | 1 |  |  | 1 |  |  |  | 2  |
|  York | 2 | 13 | 16 | 45 | 2 | 86 | 33 | 3 | 54 |  |  | 4 | 7  |
|  Platoon B Total | 78 | 110 | 428 | 688 | 77 | 1,941 | 549 | 226 | 732 | 1 | 18 | 58 | 55  |

![img-4.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/99-15/img-4.jpeg)

9620 - 103A AVENUE EDMONTON, ALBERTA CANADA TBHOHT PH: WO3I 421-3333 $\mathrm{FA}_{*}(403 \cdot 425-9963$

June 1, 1998

DearTtesident:
The Dickinsfield Community Partnership is an important voice in your community with the goal of making this area a vibrant, positive, healthy, aware and safe place to live. The Partnership has over 15 community organizations and area residents represented in it's decision making process. On April $16^{\text {th }}, 1998$ we sponsored a residents meeting at Dickinsfield Amity House to discuss our mission and the concerns we were hearing from this particular housing complex. The feedback from those in attendance was invaluable. Several issues were raised and some inj^ortant action has been taken in addressing your concerns. This letter serves to update all tHSEtesidents of the action taken to rectify these issues:

# Concern 1: 

School buses speeding through the complex (endangering children):
$\cdot$ All three bus companies that service the complex have been notified of the complaints and advised that very strict enforcement action will be taken should this continue.

## Concern 2:

Too many abandoned cats roam around the complex, this is a health concern.for small children playing in the same areas and we have reports of youth torturing çats:

- According to Capital Housing Authority there are no pets allowed in the complex. The Partnership recognizes the value of pets to children however, so the following compromise has been worked out. As Qf June $30^{\text {th }}$, any stray cats left out to roam will be trapped and taken to the SPCA. Owners of these trapped cats must pay a large fee to retrieve their cat. Residents must keep their cats inside their homes or their yards to avoid this action. Letting your cat run loose after June $30^{\text {m }}$ will not be tolerated.

# Concern 3: 

Too many unsupervised youth causing trouble late at night:

- The Partnership has received funding for a "community connections worker" who will be working a lot of evening hours and will get to know the kids and assist them in directing their energy into positive recreational activities.
- This worker will also work very closely with the police in developing a safety audit for the area and eventually a "safety watch" neighbourhood program.
- We must stress however, that the ultimate responsibility for these kids lies with the parents. For the past few weeks, there has been an increase in police patrols in the area at night. As of June $8^{\text {th }}$, youth found in the complex after dark will be identified. Should it be determined that they are too young to be out at that hour, the youth will be transported home and the parents will be spoken to about the problem. If the same youth is found again late at night they will be taken to the crisis unit and the parent can explain to Child Welfare why their child is out at an inappropriate hour without supervision. The parent will also be investigated by police and face charges under the Child Welfare Act.

These actions are expected to curb the youth problem as well as the vandalism occurrences immediately.

## Concern 4:

## Complaints were made against the caretakers and Capital Housing itself:

- The Partnership has scheduled a meeting with a representative from Capital Housing on June $8^{\text {th }}$ where the residents concerns will be brought to their attention. Anyone with concerns they want to address regarding the maintenance of the complex should contact me before this date.

The Dickinsfield Community Partnership is committed to making this community a clean, safe, enjoyable place to live. We can only accomplish this with your help. We are holding a second residents meeting this Thursday, June $4^{\text {th }}, 7: 00$ PM at Dickinsfield Amity House. It is with your involvement that we can make a difference. Bring your concerns and be a part of the solutions. If you have concerns you would like to address with me in private, I would be glad to meet with you.
![img-5.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/99-15/img-5.jpeg)

Edmonton Police Service
$424-7248$ pag $=\mathrm{r} \# 110$

# DICKENSFIELD COMMUNITY PARTNERSHIP

## PARTNER LIST

|  PARTNERS | CONTACT PERSON(S) | PHONE NUMBER | FAX NUMBER | ADDRESS | POSTAL CODE  |
| --- | --- | --- | --- | --- | --- |
|  A \& H Flowers | Ailien Holdis | 476-1717 | 476-9119 | 9204 - 144 Avenue |   |
|  Alberta Family \& Social Services | Bervin Garraway | 427-2102 | 422-3670 | #401, 10130 -1 03 St. | T5J 3N9  |
|  Boys \& Girls Clubs of Edmonton / Kinsmen Site | Janet | 475-4016 | 426-6216 | 9425 - 109 A Avenue | T5H 1G1  |
|  Canadian Arab Friendship Center | Nora Aou-Absi | 473-7214 | 475-1039 | #18, 9228 - 144 Avenue | T5E 6A9  |
|  Capital Health / North Central | Sharon Boechler | 413-5600 | 457-5638 | #25, 9228 - 144 Avenue | T5E 6A9  |
|  Capital Housing Authority | Vicki Glowitski | 420-6161 |  | $2^{\text {nd }}$ FI, 10242 - 105 Street | T5J 3L5  |
|  Cardinal Leger School | Joe Buissen | 475-6262 | 475-5882 | 8808 - 144 Avenue | T5E 6G7  |
|  Collective Kitchens | Diane Thursby | 478-5022 | 473-8979 | 9213 - 146 Avenue | T5E 2J9  |
|  Community Resident | Nadia Jarvis |  |  |  |   |
|  Community Services (Family Services) | Lynda O'Brien |  |  |  |   |
|  Community Services (Recreation) | Sandi Draper | 944-5431 | 496-1910 | 12830 - 58 Street | T5A 4L3  |
|  Dickensfield Amity House | Michelle Fillion | 478-5022 | 473-8979 | 9213 - 146 Avenue | T5E 2J9  |
|  Dickensfield Junior High School | Ross Tyson | 476-4646 | 473-4295 | 14320 - 88 A Street | T5E 6B6  |
|  Dickensfield Mall Owner | Larry Helland |  |  |  |   |
|  Dickensfield Shell | Len Crotty | 476-6455 |  | 9330 - 144 Avenue |   |
|  Edmonton Police Service | Joe Dosramos Doug Korek | 426-8100 | 426-8111 | 6504 - 137 Avenue | T5A 3L8  |
|  Evansdale Community League | Gwen Graham | 473-2872 |  |  |   |
|  Evansdale School | Tony Kernaghan | 476-3331 | 473-7013 | 9303 - 150 Avenue | T5E 2N7  |
|  First Church of Nazarene | Gary Mullen | 475-9485 | 473-1610 | 14320 - 94 Street | T5E 3W2  |
|  Northmount Community League |  |  |  |  |   |
|  Northmount School | Peter Onyschuk | 475-5162 | 476-5116 | 14020 - 88 A Street | T5E 6G7  |
|  St. Annes Elementary School | Don Wacowich | 478-3288 | 473-0475 | 14105 - 94 Street | T5E 6B2  |
|  St. Phillips Elementary School | Gerry Thiel | 475-3566 | 478-9659 | 8720 - 132 Avenue | T5E 6G7  |

# DICKENSFIELD COMMUNITY PARTNERSHIP PROGRAMS 

Breakfast Buddies: In partnership with Capital Health, the Partnership provides breakfast to underprivileged children at the Evansdale Elementary school.

Welcome Wagon Program: The Partnership operates a Welcome Wagon Program for new families who move into the area. Donations are received from area businesses and volunteers inform these new families about the Partnership as well as the different resources available in the community. This program assists the police greatly as part of the mandate of the volunteers is to identify who is moving into the neighbourhood in order for police to be aware of any new criminal elements as soon as possible.

Youth Worker: In Partnership with Amity House, a youth worker has been hired five days a week between the hours of 5 pm and 9 pm . This youth worker's mandate is to get to know on a personal level the 25 high risk youth as identified by police who reside in the area. The youth worker provides programs for the youth and has been incredibly successful to date.

Performing Arts North: The Partnership was one of the founding members of the Performing Arts North project, which provides quality music and drama instruction to youths who could not otherwise afford it. The program currently runs out of two schools, Evansdale and Norwood, and is expected to expand into other north end neighbourhoods within the near future. This program had been a pilot project run by the Edmonton Social Planning Council and was scheduled to be cut unless there was an organization willing to administer it. The Partnership stepped in and rescued the project and is committed to expansion into other area schools.

Young Chefs: A program that teaches youth how to cook simple meals for themselves after school while waiting for their parents to come home from work. The program was started in September 1998 and has had 50 graduates to date. The program has expanded to all area schools and is held in the school home education kitchens.

Tutor Program: Each of the five schools in the area have been provided with a tutor who works four hours a week and tutors problem youth within that school. These tutors are members of the community and are funded by the Partnership on a contract basis.

Beautification Project: The Partnership has recently obtained funding from the Federal Community Animation Program in order to improve the appearance of the community. Part of this money will be spent to purchase gardening and repair supplies such as paint, hammers, nails and wood. A small group of community volunteers will be given the task of repairing any damage or vandalism that occurs within their neighbourhoods.

Woman's Issues: Once a week, women from within the community attend a woman's issues group held at the Partnership office. This group has been extremely well attended and continues to be one of our more popular programs given the number of single parent families in the area. A member of our Partnership who works for Edmonton Social Services runs the group.

Children Who Have Witnessed Family Violence Support Group: To date, the Partnership has run 3 sessions with a total of 20 children involved in this group. The

group is run by a psychologist who has volunteered her time and the youth are identified by police as well as other social agencies and schools in the area.

Bike Identification Program: Youth in the area are encouraged to drop into the Partnership Office in order to have their bike's serial number noted in order to identify their bikes in case of theft which remains a large problem within the area. To date, we have well over 200 bikes on file.

Women's Self Defence Program: Two sessions have been scheduled within the past 4 months but have been poorly attended. Many women sign up for the classes but then fail to show due mainly to self-esteem issues.

Resident Watch Program: Within the 2 Edmonton Housing complexes, several responsible residents have been identified as potential members of a neighbourhood watch program that may be established in the near future. In the meantime, these individuals continue to report any suspected criminal activity to police.

Christmas and Spring Break Camps: The Partnership in conjunction with Parks and Recreation sponsors 5 youths from within the area to attend these camps.

Three Annual Community Events: For the past 3 years, the Partnership has sponsored 3 events each year. These include the Multicultural Event, the Christmas Event and the annual Spring Clean-up. These events have all been extremely well attended and people from the community look forward to these events.

Inside Out Single Parent Support Group: Weekly support group where single parent families can discuss issues and get a break from their children as free babysitting services are included.

Youth Summer Program: In conjunction with Parks and Recreation, Amity House and the Boys and Girls Club, the Partnership sponsors 4 step students who run our summer programs which involve many of the youth within the community.

Annual Breakdance Competition: Held at a different area school every year and attended by 50 youths from within the community. Prizes awarded for everyone who attends.

Oilers Street Hockey Program: Informal league that operates throughout the summer at Evansdale school grounds supervised by step students.

Crisis Accommodation Program: This program is still in the developmental stage. Given the support that is available in the community and the fact that families should suffer the least amount of disruption in their lives when leaving an abusive relationship, the Partnership is committed to establishing a residence within the community that would be used for families in crisis. Capital Housing has agreed to provide us with a townhouse free of charge within the near future. A focus group has been established within the Partnership to develop this program as quickly as possible as family violence seems to be on the rise within our community.

# CRIME STATISTSCS

JAN - SEP

|  EVANSDALE | 1994 | 1997 | 1998  |
| --- | --- | --- | --- |
|  |   |   |   |

|  ASSAULTS | 51 | 35 | 23  |
| --- | --- | --- | --- |
|  B&E | 79 | 34 | 12  |
|  THEFTS | 115 | 68 | 51  |
|  THEFT/
CARS | 64 | 16 | 10  |
|  MISCHIEFS | 68 | 37 | 18  |
|  FAMILY
DISPUTES | 60 | 60 | 61  |