Family Transition Place staff during Woman Abuse Prevention Month
Annual Report 2016/17 Safety. Support. Hope. Family Transition Place 20 Bredin Parkway Orangeville, ON L9W 4Z9 Orangeville: 519-941-4357 | Caledon: 905-584-4357 24-Hour Crisis Line: 1-800-265-9178 www.familytransitionplace.ca
C o n t e n t s Message from Executive Director
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Our Mission
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Message from Board President
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About Us
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Our Impact
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Year in Review
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Strategic Plan
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Risks, Issues & Challenges
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Our People
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Board of Directors
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Volunteers
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Partnerships
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Fundraising, Community Engagement & Advocacy
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Financial Overview
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Connect with Us
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“I am once again the woman I always knew to be inside. I am forever grateful for everything you have helped me achieve.� Survivor, FTP client
Norah Kennedy
Executive Director we are committed to l ear n i n g about t h e various diverse commu n ities l ivi n g wit h i n t h e broader commu n ity to stre n gt h e n our service .
The first year of the current three-year strategic plan, “Steadfast in Our Purpose: Riding the Winds of Change,” has seen challenges and growth. The new plan was launched last year with a renewed commitment to service excellence within the context of an understanding that our community is changing and growing rapidly. Old ways of delivering service do not truly serve a population that no longer conforms to the stereotype of the rural farming community we once were. With the rapidly rising GTA housing costs, many families have been migrating northward in search of affordable housing, making Shelburne the second-fastest growing town in all of Canada. Increased ethnic diversity, more “bedroom” community commuters, as well as the large geographic challenge of transportation and isolation were all factors in deciding how we did our work this past year. The new satellite office in Shelburne housed the recently created “Rural Response” counsellor, whose mandate is to reach rural women as close to home as is safe and practical to do so. We have long expected women in crisis to find their way to us, situated in our shelter and counselling space in Orangeville, but we recognize that for many, especially in the more remote rural corners of our catchment, that is not practical. By offering service closer to home and utilizing technology in a more deliberate way to connect clients with counsellors or other professionals via teleconference, we are changing our service delivery model to become much more client centred. More evening hours available at our Orangeville counselling offices recognize that many who work outside the area are not available for daytime appointments. Our strategic plan also committed us to learning about the various diverse communities living within the broader community. This past year, staff training, participation in groups like the Regional Diversity Roundtable in Peel, and partnerships with local Indigenous groups have provided us with learning opportunities and insights into many different cultures. These new insights assist us in adapting so that we can provide services that are culturally sensitive, appropriate, and welcoming. The three pillars of the strategic plan are service excellence, exploring and engaging, and creating stability. Our efforts continue across these three pillars, always with our agency vision of “a community free of abuse” firmly set as our ultimate goal. Sadly, our service numbers show that this reality is still a long way off. In the meantime, we continue to explore and adapt our services, our philosophies and our approaches so that we can best serve those who are often among the most vulnerable in our community. We cannot do this alone. We appreciate the support and trust of our donors, funders, board members, volunteers, community partners, staff, and of course, the women, children, and men whom we serve.
Our Mission To be a leader in the work to eliminate woman abuse by supporting women, children, men, their families, and the community by: • Providing a welcoming, safe shelter for women and their children; • Counselling those who have experienced abuse and its associated impacts on a person’s wellbeing; • Educating to promote healthy relationships and end the cycle of abuse; • Advocating for systemic change; and • Providing responsible stewardship of our resources and our community’s goodwill through accountable and transparent processes.
Thank you to our funders, our donors and supporters, and most of all, the women and children and users of our services who place their trust in us and teach us so much every day. We continue to learn and change whenever and wherever it is necessary, so that we can do the best possible work and be worthy of that trust.
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Elaine Capes
Board President A MESSAGE FROM OUR PRESIDENT In my five years of being a member of the Board of Directors with Family Transition Place (FTP), I have been continually impressed with the high calibre of leadership, compassion, and work excellence and ethic consistent across the entire FTP organization. I have witnessed two highly challenging strategic plans come to fruition, as well as the progress of a third strategic plan that pushes the bar higher yet again for achieving the FTP vision and executing the mission for eliminating woman abuse. The work and the commitment of the leadership, staff, and volunteers is something to be proud of and to celebrate. Also in these five years there have been, what seems to me, more headlines, more tragic stories, and a continuing plea to do something to end women abuse. While this saddens, disturbs, and sometimes enrages me, I ask myself, “Is this also to be celebrated?” I am hopeful that we are raising the level of awareness, raising the voices of women who have been victimized, raising hope for those who are being victimized, and increasing societies attention, to focus and resolve this human problem. Deepa Mehta, is a transnational artist and a screenwriter, director, and producer whose work has been called “courageous,” “provocative,” and “breathtaking.” In an interview I heard her say “society needs to put a stop to violence.” I agree with her statement. I invite you to participate in any way you can to stop violence. And I invite you to support the work being done by FTP to see our community free of abuse and thriving with healthy relationships. Please consider making a donation.
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Family Transition Place is an agency serving Dufferin and Caledon, dedicated to supporting women and their children who have experienced abuse and unhealthy relationships. FTP was founded in 1984 and currently offers services in five program areas: Emergency Shelter, Second Stage Housing, Transitional Support Services, Counselling (Addictions, Sexual Assault & Women Abuse), and Youth & Community Education.
Our Impact Everyone deserves to live a life free of violence and abuse. Emergency Shelter—103 women and 65 children Woman Abuse Counselling—388 women Sexual Abuse Counselling—151 women and 22 men Crisis/Info Line—3,742 calls Addictions and Outreach—80 women Child Witness—45 women and 31 children Transitional Support Services—318 women and 5 men Support Within Housing/Outreach—51 women Support Within Housing Wait List—14 women Second Stage Housing—20 women and 23 children Rural Response Program—32 women Youth Education—1,571 youth THIS YEAR, WE EXPERIENCED A 10% AVERAGE INCREASE IN CLIENTS SERVED PER PROGRAM.
“From the broken pieces, I found the peace to pick up the pace and dance again. I am so grateful for you.” Survivor, FTP client
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Year in Review We are proud to share some highlights of the year. •
our lived experiences, our support system, and our positions in the physical world. The finished product was a powerful Métis symbol that encouraged strength and resiliency. The Infinity Charm is a symbol of the healing journey. We so appreciate the Métis Nation guiding these sessions and look forward to more wonderful workshops in the future.
Employer of the Year: We were pleased to accept the 2016 Dufferin Board of Trade Employer of the Year Award. While the utmost attention is placed on providing excellent service to our clients, we believe that creating a healthy workplace is just as important. A small group of FTP managers make up a committee called the Motivation, Engagement and Health (MEH) committee, which is responsible •
FTP is fortunate to be able to take part in the Dreams Take Flight Program, which provides a whirlwind trip to Disney World to children who might otherwise never get the experience. Four lucky children of FTP clients were invited to take part and make happy memories that will last a lifetime.
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Rural Response Program: We received a two-year grant funded by the Ministry of Community and Social Services. The Violence Against Women – Rural Realities Fund enabled us to develop the Rural Response Program, which focuses on breaking down barriers to service for women who have experienced or are experiencing abuse in their relationships and reside in the rural areas of Dufferin/Caledon. One of the focuses of this program is being more “mobile” and accessible; with our new office space in Shelburne, we can be closer to the rural areas of North Dufferin. We are able to deliver community education, immediate support, and short-term counselling to those residing in Shelburne, Grand Valley, and North Dufferin, allowing us to support women as close to their homes as possible. We are determined to reach as many people as possible, as the information provided could benefit our neighbours, friends, and family members.
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The demand for the Youth Education Programs for last year’s school programming was extraordinary, resulting in a waitlist for the 2016/2017 school year. An additional educator was hired for the third semester to take some programs off the waitlist. Staff ran a total of 66 programs. The Youth Education Programs are consistently booked 12-18 months in advance.
for running numerous small gratitude activities throughout the year to help make our workplace great and our staff feel appreciated. •
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Our Support Within Housing Program partnered with the Métis Nation of Ontario, and through this wonderful partnership, we were able to provide some exciting new workshops to our Drop-In Program. One workshop centred around coping with stress and anxiety with a focus on grounding skills and the practice of smudging. Another workshop was a reflective afternoon of creating an Infinity Charm. The workshop gave participants the opportunity to create a keepsake that was a physical representation of their journey through life. The various beads on the strand represented our connection to Mother Earth, our guiding principles,
an individual or family is at an acutely elevated risk and if multi-level agency intervention is required. The committee consists of 17 engaged community partners with a willingness to identify and communicate systemic issues to improve community safety. Last year, 11 individuals were supported through this collaboration.
Schools continue to be big supporters of the costrecovery nature of these programs and continue to believe in the validity of programs that build skills and attitudes that foster healthy life-long relationships. We are continuing to run programs in partnership with the Orangeville Library, William Osler, as well as our school-based programs.
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In partnership with Dufferin Child and Family Services, we offered two 17-week Caring Dads Workshops as a resource for community agencies looking for a low-cost, Dufferin-area service delivered to men who have abused or neglected – or are at high risk to abuse – their child(ren) and/or child(ren)’s mother. This group offers a unique opportunity for men to connect as fathers by u sing non-threatening and nonjudgmental strategies, and by combining active group discussions and exercises for men to foster healthier relationships and learn strategies to strengthen the father–child relationship.
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New Staff: After 21 years of loyalty, we were sad to see Janice Hansen, our Manager of Finance retire. However, we are delighted that Lisa Goodison, the new Manager of Business Operations was appointed to lead the financial and business elements of the agency into the future. Lisa brings a wealth of experience, knowledge, and charisma to the role, and we are grateful to have her.
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Family Transition Place is part of the new Dufferin Situation Table. The committee’s goal is to clearly define a process of determining if
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We participated in the 20,000 Homes Campaign as part of the Homelessness Partnering Strategy (HPS). The HPS is a community-based program that relies on communities to determine their own needs and to develop appropriate projects. The HPS supports 61 designated communities and some small, rural, northern and Aboriginal communities to develop local solutions to homelessness. Dufferin County is one of the designated communities.
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As part of Woman Abuse Prevention Month in November, we partnered with Theatre Orangeville to present Rage Against Violence. This theatrical reading was written by Gary Kirkham and Dwight Storry, originally produced for Kitchener Women in Crisis. We were grateful for the support of high-profile community members who partcipated as “actors,” including MPP Sylvia Jones, the Chief of Orangeville Police Services, leaders in the community, professional actors/singers, as well as other well-known community members. As volunteers, they presented the often difficult but important, dramatic, and traumatic stories of survivors to help others understand the impacts of abuse. The performance was succesful in educating audiences on the impact of abuse and why a community needs to band together to end violence against women.
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Strategic Plan 2016-2019 Riding the Winds of Change
B ui l di n g o n t h e fou n datio n of t h e previous p l a n but bei n g respo n sive i n our u n waveri n g commitme n t to service exce l l e n ce .
We will build on the momentum of the recently completed 2013–2016 strategic plan to deliver service that is responsive to the changing and emerging needs of abused women and their children, and the families they are a part of in this community. This responsiveness will ensure that our unwavering commitment to service excellence remains resolute. The communities and clients served by FTP are changing. In the face of change, we are being called upon to both be responsive to the transformation and yet remain steadfast in our well-established history of service excellence, collaborative community partnerships, and the provision of education, engagement, and advocacy related to healthy relationships, healthy communities, and the end to violence against women. Our plan is focused around safety, support, and hope and has three main pillars: service excellence, stability, and exploring and engaging our community. Pillar 1: Service excellence focuses on identifying new models of service delivery that will increase access to service based on geography, demographics, cultural diversity, and emerging societal trends, including generational and gender diversity, and advances in technology-based communications. We recognize that staff need to be trained and supported in order to meet emerging client needs with the required knowledge and skills to serve the changing client population. We also want to deliver services that are based
on the current best or promising practices for supporting victims of woman abuse, and foster healthy relationships within families. Pillar 2: We will ensure stability in providing service by ensuring clients are receiving quality service measured by sector standards and client feedback. We will continue to seek out new expansion funding opportunities that will serve to enhance our core services and engage all citizens and policy makers so that they may understand the prevalence of violence against women and the potential impact that ending this violence offers our society. Pillar 3: We will seek to understand how the changes in our community will require us to respond by actively seeking out engagement with new groups within our community. In response to a rapidly changing community landscape, it is imperative that awareness of our programs and services be widely encouraged within our community. We intend to develop a community outreach strategy to increase awareness among primary care providers, service providers connected to housing developments, and ethnic and cultural groups that may be first point of contact for potential clients. We will also develop partnerships with faith-based, cultural, ethnic, and community support groups to increase access to FTP services and programs. To learn more about our strategic plan goals and objectives, visit our website: www.familytransitionplace.ca.
“We want to deliver services that are based on the current best or promising practices for supporting victims of woman abuse, and that foster healthy relationships within families.� Strategic Plan
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Risks, Issues & Challenges Once a year, the Executive Director (ED) uses a Ministry of Community and Social Services risk assessment tool to help determine the level of risk for the agency. Each year, FTP scores a very low level of risk, determined by an in-depth risk assessment tool. Factors that are considered risks to the agency include, but are not limited to, the overall risk score, environmental factors, program level risks, the ED’s experience with the agency, the appropriateness of the risk mitigation strategies, and/or estimates of likelihood and the impact of the risks materializing. The Governance and Organizational risk structure scored low risk for various reasons, one being the regular ED interaction with the Board of Directors. The Board consists of nine community members who reflect a variety of diverse skills and experience. They meet monthly and review financial statements and projections regularly, and help guide a strategic planning process every three years. The ED presents a “risk assessment dashboard” quarterly to the Board to identify any potential risks to the agency. Risk mitigation strategies are also presented. Current areas for mitigation include the development of a succession plan for the Executive Director position. The low risk score is also due to good service delivery processes that include an internal complaints process and emergency protocols. Service delivery also scored low in risk management due to the regular review and processes currently in place. Staff sit at numerous community planning and advisory tables to ensure we are meeting the needs of our community and our service users. In the finance category, FTP scored very low risk because the agency has no outstanding loans, has clean financial audits, and follows all Ministry, Canada Revenue Agency, and accounting guidelines for financial policies. FTP’s recent accreditation plan achievement also allowed us to examine policies and procedures with an in-depth focus to ensure that risk management is in place.
“Thank you for the stay and your help and support so I could cope. It’s helped me build a whole new future for us. I will always remember this place as a second home.” Survivor, FTP client
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The Executive Director has a strong belief that an agency is only ever as good as its people —and its people will be excellent if they believe in what they are doing. Working in a nonprofit is challenging, and the rewards are rarely monetary. The first thing we do to create an exceptional work place is to ask the staff what they want. We do this by surveying them— both formally and informally. Acting on their suggestions, over the past two years we have implemented flexible work arrangements, discounted gym memberships, on-site yoga, stand-up desks, pedometers, and a workplace walking challenge. We have assembled a small committee of managers, called the Motivation, Engagement and Health committee, which is responsible for running numerous small appreciation activities throughout the year. Focus on staff appreciation and retention is embedded in our current strategic plan. And it’s working—in a recent evaluation,
100% of staff say they feel good about their job.
Our People W e we l come a l l peop l e , regard l ess of age , l a n guage spoke n , race , pare n t status , cu l ture , spiritua l be l iefs , A B I L I T I E S , socioeco n omic status , sexua l orie n tatio n , citi z e n s h ip status or p h ysica l , me n ta l or emotiona l hea l th . F T P u ses g ender and anti oppressio n exp l oratio n to u n dersta n d vio l e n ce agai n st wome n a n d a l l staff h ave participated i n trai n i n g o n i n tersectio n a l ity .
FTP employs 45 full-time, part-time and relief staff. Annually, each full-time staff member identifies a list of specific goals and objectives that relate to the agency’s mission and strategic plan.
enormous barriers in their lives—every day can be demanding and difficult. Regular staff meetings are held for the departments to keep open lines of communication and allow for debriefing.
The Executive Director and managers set operational goals that align with the strategic directives as identified by the Board. Monthly reports are delivered to the Board to ensure the agency’s goals are met, and to ensure that there is ongoing discussion of risks and challenges to mitigate risk.
FTP is a supportive employer and has ensured that it has incorporated this philosophy into the three-year strategic plan by stating, “We want to retain skilled, experienced employees through the development of a recognition and reward strategy for staff contribution and loyalty.” This can be challenging in the not-for-profit environment, due to lack of resources; however, staff are shown they are valued by the agency through opportunities for flexible work arrangements, support for family/home needs, health and wellness initiatives, a good benefits package, and longterm service awards.
Staff work tirelessly and in partnership with each other in order to provide the best possible service to our community. The agency cares about the staff and understands that by the very nature of our work—helping women overcome
“ I love working for Family Transition Place and the job I do. I feel lucky in so many ways.” FTP staff member
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Board of Directors e l aine capes ( president ) • N I C O L E h A M B L E T O N • T R I S H k E A C H I E • n A N C Y m O N G E O N • P a u l N anc E k ive l l • mi k e post • c Y N T H I A r A Y B U R N • Karen webster ( treas u rer )
(Left to right: Mike Post, Elaine Capes, Karen Webster, Nancy Mongeon, Nicole Hambleton, Pete Renshaw (served until August 2016) and Cynthia Rayburn (Missing from photo: Trish Keachie and Paul Nancekivell)
FTP is governed by a volunteer Board of Directors consists of individuals who have a broad range of experience and a commitment to ending violence in our community. The Board governs through policies that set the organizational goals, the processes to achieve these goals, and management limitations. The Board of Director’s key role is to provide strategic leadership and to focus efforts that support the agency to meet the changing needs of our community, while simultaneously ensuring that FTP’s mission and values are front and centre. Board members, individually and collectively, will evaluate their effectiveness and efficiency annually, in order to identify areas for growth and development.
New Board members are recruited by the Governance Committee. This committee is also responsible for reviewing the terms, expertise, and diversity reflected in current members, and identifying expertise gaps. Once a new Board member is recruited, they are included in the slate of directors, which is put forth for election at the Annual General Meeting held each June. New members are given a comprehensive orientation as dictated by Board policies and procedures. Board meetings are held monthly throughout the year, and require a fiveperson quorum for decisions that will affect the operation of the agency.
“The overall culture at FTP is one of caring and support. Being an FTP Board member I feel my voice is acknowledged and has an impactful role in the running of the organization.” FTP Board Member
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Volunteers In conjunction with Volunteer Appreciation Week, we host an annual appreciation event to celebrate our volunteers. These loyal and committed individuals bring diverse educational and experiential perspectives that improve the quality of our programs and services, and in general, life in our community. Thank you to our dedicated volunteers: A drian B ita • G u s B o g ner • Kevyn bos • S teve B u nyan • E l aine C apes • M e l anie C orri g a l e • S tacey C o u p l and • emi l y C u ssen • Kirby C u ssen • P a u l ene D eife l • Liesje D o l ders u m • J erry g o u l d • D anie l l e Gray • T ravis Green l ey • N ico l e H amb l eton • R obert H orner • Kathie I n g l eson • J ennifer I nnis • M anda J ones • trish Keachie • M e l yssa Kerr • B renda Laird • P ai g e M aywood • M ary M aw • T ony M a x we l l • J eanette M c C u rdy • Kae l ynn M cG u ire • E mma M cLa u g h l in • N ancy M on g eon • P a u l N ance k ive l l • D avid N airn • Lenora N et z k e • Lisa post • M i k e P ost • Ke l l ey P otter • eric P rentice • D ave Q u inton • C ynthia R ayb u rn • S u z anne R ayfie l d • P eter R enshaw • A driana R oche • b l air R u sse l l • A ndrea S tewart • J i l l S u ther l and • J im W addin g ton • C ory W i l l iams • Gi l l ian V anderb u r g h • D ebbie V an W yc k • Leisa W ay • Karen W ebster
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Partnerships P art n ers h ips wit h l oca l service providers are desig n ed to improve t h e l ives of our c l ie n ts .
FTP partners with local social service agencies, community leaders, and local businesses in many ways. Partnerships with local service providers are designed to improve the lives of our clients. Community members, while collaborating with local businesses, assist our fundraising and public awareness initiatives such as Woman Abuse Prevention Month, Sexual Assault Prevention Month, vigils in recognition of the National Day of Remembrance, and Action on Violence Against Women on December 6th. These are all examples of events made possible through community support. FTP makes every effort to promote education and awareness about ending violence against women within the community by partnering with various agencies including, but not limited to Bethell House, Canadian Mental Health Association Peel/Dufferin, Catholic Family Services Peel/Dufferin, Central West LHIN, Choices Youth Shelter, Compass Community Church, County of Dufferin, Dufferin Child and Family Services (DCAFS), Early Years Centre, Good Friends Fellowship Church, Headwaters Healthcare Centre, John Howard Society, Métis Nation of Ontario, Orangeville Police Services, Salvation Army, Services and Housing In the Province (SHIP), Theatre Orangeville, Victim Services, Victim Witness Assistance Program, Dufferin County Cultural Resource Circle (DCCRC), and White Owl Native Ancestry Association.
Poster from May 2016 Sexual Assault Campaign in conjunction with community partners.
“Family Transition Place is a well-run, respected community organization. Its strengths lie in its community involvement and outreach, as well as its positive impacts on the lives of women and children impacted by violence.” Community Partner, Accreditation Report
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Fundraising, Community Engagement & Advocacy we strive to influence, educate, and partner with the community to end violence against women and to promote the array of services that the agency offers to its community.
Every donation helps us in our mission to provide safety, support, and hope through delivery of the critical programs and services to the women and children that need our services, and to help create a community free of violence through education initiatives. We believe that by educating youth about the importance of respect, self-esteem, and non-aggressive behaviours, we can influence the next generation of families, to break the cycle of violence. The agency’s cost of fundraising is watched closely by our Executive Director and Board members. We strive to be efficient, transparent, and effective with our donor dollars. Fundraising efforts consist of various year-round activities including direct-mail asks, engaging the community to encourage support for third-party event fundraisers, the
Wrapped in Courage Purple Scarf Campaign (and other fundraising merchandise), annual lottery, online/social media solicitation, and two major fundraising events—our spring International Women’s Day Celebration Luncheon and the HOPE Project fundraiser held in the fall. Our fundraising events account for approximately one-third of our fundraising revenue. Our fundraising strategies align with our mission, vision, and values, and allow us to simultaneously fundraise while advocating for systemic change. We also publish two magazines a year—Celebrating Women and HOPE magazine; each featuring stories and articles that provoke reflection and discussion about women’s issues. These two publications are released at each event and circulated throughout the community. They are also available online. These publications serve as an additional fundraising source.
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Financial Overview A u dited financia l statements are avai l ab l e u pon req u est
Family Transition Place’s programs and service delivery are made possible by the stable funding and continued support of our funders: • Ministry of Community and Social Services • Central West LHIN • Headwaters Health Care Centre • County of Dufferin
* This year, a substantial charitable donation was given to FTP to recognize and support our work.
FTP thanks our funders, donors, and supporters for helping ensure the ongoing financial viability that is necessary in order to deliver critical services in our community.
• Ministry of Attorney General • Region of Peel • Service Canada 4%
3%
2016-17 Operational Revenue $2,969,140
19%
74% Provincial/Federal/Municipal Funding 19% Donations & Fundraising* 4% Special Project Grant Funding 74%
7%
2016-17 Service Delivery Expense $2,712,030
5% 38%
9%
3% Other Income
38% Residential Services 31% Counselling Services 10% Outreach Services
10%
9% Agency Unfunded Programs 7% Youth & Community Education 31%
5% Special Project Grants
“We are committed to providing responsible stewardship of our resources and our community’s goodwill through accountable and transparent processes.” FTP mission statement 16
Connect with Us fo l l ow us o n facebook , i n stagram , A N D twitter or subscribe to our newsletter on our website at www.familytransitionplace.ca
DO YOU NEED SUPPORT? Do you need information about woman abuse counselling, shelter, or have general inquiries about how to help someone, including yourself? contact 24 hours a day: 519-941-4357 | 905-584-4357 1-800-265-9178 be a partner in our work Interested in donating, sponsorship or fundraising events? contact: Stacey Tarrant Manager of Development & Community Relations stacey@familytransitionplace.ca or x 240 volunteer inquiries Want to get involved and make a difference? contact: Kelly Lee Events & Community Relations Coordinator kelly@familytransitionplace.ca or x 243 board of directors Want to join a progressive team of Board of Directors? contact: Bonnie Waterfield Administrative Assistant bonnie@familytransitionplace.ca or x 222 feedback on our report We are interested in and welcome your feedback. contact: Norah Kennedy Executive Director norah@familytransitionplace.ca or x 255
Our Vision FTP primarily provides services to women and children who have experienced abuse. We know that abuse has a wide-ranging impact on peoples’ lives in the community and society in general, so we aspire to: A community free of abuse, where all women, children, and men are treated with respect and equality, and live in healthy relationships within their families.
Our Commitment Family Transition Place will remain steadfast in our work to educate and advocate for healthy relationships and violence-free lives— internally and externally to help make our world a better place.
Safety. Support. Hope. Building healthier communities – one relationship at a time.
In closing, Family Transition Place will remain steadfast in our work to advocate and educate for healthy relationships and violence-free lives – internally and externally to help make our world a better place.
