By Cecilia Nasmith/Today’s Northumberland
As the COVID-19 pandemic changed the shape of emergency housing, Transition House rose to the challenge.
A report on this experience and a look ahead were offered to Northumberland County council at its July meeting by executive director Anne Newman and board chair Marsha Jones – who noted that Transition House has just passed its 20-year milestone.
Transition House ended its last fiscal year and begin its new one with COVID in the mix, Newman said. Through it all, they persisted with their mission of providing emergency low-barrier housing in crisis situations as a first step toward suitable permanent housing.
“Our success, I think, is really determined by the amount of beds we have been able to provide, the amount of meals we have been able to provide, as well as referrals,” she continued.
The past year saw a clientele that was 75% men, as well as 82% adults. While they get some youth, Newman said, they are unable to provide appropriate youth services so referrals are made.
“Our team is responsive, dedicated and inclusive,” Jones said.
“The staff is absolutely amazing. They met each challenge presented.”
This included eight months without an executive director, during which shelter manager Chantelle Miles picked up the reins. Newman came along in February, at a time when the partnerships she excelled in creating were more important than ever for their clients.
“There was not one night when our clients were without a safe place to shelter,” Jones declared.
“That was managed through work with Northumberland County staff (especially Tanner), our MPP David Piccini, and the Kawartha Pine Ridge District School Board who allowed us to move operations to the CCI cafeteria. Green Wood Coalition stepped up to assist with services to clients. Local groups provided meals on a regular basis,” she listed.
“It takes more than a village to raise the living standard of our community members, and that would not be possible without Anne.”
Northumberland County contributes about 69% of their budget, Newman said, which pretty well covers the wages. Through Tanner’s help, Transition House could also access staff training and system-wide connections.
One challenge in coming years is relations with those who live in the community surrounding their Chapel Street house, she continued.
“We are working with neighbours and the community who are having challenges, and will be including them in all our efforts with a solution focus.”
This might include using social media to provide tours of the house or a look at day in the life of a staffer, she said, just to show the importance of the work they are doing.
Going forward, they have identified five key areas of focus – high-quality service, fostering a healthy workplace culture, enhancing organizational ability, engaging community and partners, and strengthening organizational governance.
“They did all this through the COVID emergency, so I would just like to add that,” Councillor Gail Latchford added.
Asked about numbers, Newman said last year’s budget was $657,000 and they had provided services to perhaps 77 individuals. The capacity of the Chapel Street house had been 22, and the move to CCI allowed a safe capacity of 30. Now, with adaptations for COVID-19, their capacity is down to 10.
“We do have an overflow program for people who cannot come to the house,” Jones said.
“We have developed an agreement with a local motel to accept our clients.”
Author: Pete Fisher
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