Warrior Healing Center

We do not support veterans. We FIGHT for them.

Sierra Vista, AZ   |


WHC’s mission is to reach all areas of Cochise County and quickly connect veterans to the resources they need.

Ruling year info


Executive Director

Dr. Timothy Kirk

WHC Director

Cathie Goodman

Main address

1838 Paseo San Luis

Sierra Vista, AZ 85635-____ USA

Show more contact info



NTEE code info

Community Coalitions (S21)

Human Service Organizations (P20)

Alliance/Advocacy Organizations (P01)

IRS filing requirement

This organization is required to file an IRS Form 990-N.


Programs and results

What we aim to solve

SOURCE: Self-reported by organization

WHC’s purpose is to serve as a Veteran Serving Organization (VSO) Community Integration Model in support of Cochise County’s veteran community. WHC’s goal is to eliminate veteran suicide in our community. This 501c3 charity focuses on upstream strategies to integrate with VA resources and be responsive to capability gaps. WHC partners with VA to reduce veteran risk factors and to provide hope, preventing crises that lead to suicide. Downstream, WHC’s Veteran Action Team (VAT) intervenes to help deescalate when veterans experience a crisis. Community partners often call WHC when they identify a problem. The WHC team helps the veteran form and execute a stability plan. Once stabilized, WHC case managers (CMs) coordinate with VA and other resources to connect veterans with higher echelons of support. WHC donates office space and utilities to any local VSO charity in order to create a “one-stop-shop” for veteran families, and currently has over 64 such organizations on board.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Warrior Healing Project

There are 168 hours in a week. For the average veteran, VA may work with them one or two, at a maximum perhaps four hours a week. This means that VA’s formal contact is at most 2% of a veteran’s life, and the average is much less. WHC in Sierra Vista, AZ, partners with local VA representatives and other service providers to help bridge gaps between the 2% and other aspects of veterans’ lives. Cochise County is the 38th largest county in the U.S. by land area. Sierra Vista ranks #3 in the nation for most veterans per capita and is the #1 city in Arizona. Over a quarter of the adult population are veterans (27%). In the population under age 40, suicide is the leading non-accidental cause of death, registering twice the number of deaths by natural causes. Since 2017 in this population, one in every four deaths is by suicide. Over the past 3 years, the community averaged one suicide every ten days. WHC's mission is to end veteran suicide in Cochise County.

Population(s) Served

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of "Red" or "Orange" self-assessed veterans who were high-risk of suicide and are still alive, haven't hurt anyone, and are still getting cared for by WHC.

This metric is no longer tracked.
Totals By Year
Related Program

Warrior Healing Project

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success


Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

WHC utilizes a cadre of veteran and veteran family member CMs to triage and assist with veteran problems. WHC utilizes RONA to inform veterans of local opportunities and to discover emerging problems. In 2022 so far, WHC has had over 7,000 unique individual visitors, fulfilled over 500 requests for assistance from veterans in crisis, including 58 veterans who self-reported as “a danger to themselves or others”. None of those veterans attempted suicide in 2022. That is exactly what we look to continue into the future: veterans who experience life crises in Cochise County have a place to go where skilled and qualified veterans and veteran family members can serve as a psychological First-Aid Station for them. Once crises have been mitigated, WHC will coordinate follow-on care and continue to follow in perpetuity. WHC currently has over 1700 veterans in our follow-up database.

WHC’s innovative work with Johns Hopkins University’s psychology faculty provided an evidence-based assistance model called “RAPID” (Reflective Listening, Assessment, Prioritization, Intervention, and Disposition), which is a form of psychological first aid (PFA) that enables effective crisis intervention at any stage. WHC CMs apply PFA RAPID to assist local veterans in crisis. In our experience, the local VA CBOC or VASH often are incapable of immediate crisis intervention for vets with urgent needs—and vets are not ready to receive other VA therapies or modalities until their crises are resolved. WHC fills these gaps in all transitions of life (military to civilian, marriage, divorce, illness, job loss, personal loss, etc.). WHC CMs address integrators of veteran well-being such as housing, employment, family support, benefits, financial assistance, mental health, physical health, addiction recovery, service animals, food assistance, camaraderie, legal assistance, and spirituality, along with reduction of the stigmas and barriers associated with asking for help.

WHC integrates with all aspects of VA capabilities including VHA, VASH, C&P benefits, and death benefits. WHC is focused on connecting vets and their families to VA and community resources across a spectrum of needs in life, from extreme crisis to routine needs, and is designed to be responsive to the needs of vets within the community. WHC provides three distinct PTSD support groups, art classes, music classes, barbecues, monthly social events, Qi-Gong classes, caregiver support, and equestrian services via our community partners. WHC also works with large community groups to field events such as the Freedom Fest summer concert (Don McLean and Gatlin Bros.), “Glow Ride” community auto shows, regular cycling and hiking events, and a Veterans Day 5k fun run. In this way, WHC is established as a critical community hub for veteran families.

WHC specializes in helping veterans who have given up on the VA. VA research found that “for many Veterans, private providers and non-profits that offer confidential, bureaucracy-free access to timely care feel like positive and desirable alternatives to VA processes.” A Rand study raised concerns about the quality of mental health care, suicide prevention and other social disorders veterans faced upon leaving the military. According to Rand, “outreach is absolutely essential. Community-based projects that integrate services and provide comprehensive resources may be far more beneficial than the existing array of services provided by the VA.”

According to Col. Carl Castro, Director of the Military Operational Medicine Research Program, from the time a soldier enters the military they are taught to "fix it yourself, don't look for someone else to fix it for you.” Veterans also struggle with loss of purpose or mission, while feeling that VA employees seeing to their needs do not consider the veteran’s needs as a serious mission. This mismatch can easily trigger a veteran to depression or anger. Additionally, research suggests that many veterans find the VA system too difficult to navigate, frequently waiting weeks or even months for treatment. According to Castro, “a veteran with severe PTSD may need help at 9:00pm on a Friday night, not 9:00am on Monday morning when the VA clinic opens.” Castro concludes that many veterans with combat-related mental issues prefer to seek help from friends, family, clergy and community-based organizations that specialize in volunteer support such as veterans helping veterans.

The reality is that while VA does provide significant assistance to veterans for many things, when in crisis, vets' expectations are often unrealistic. WHC finds that many vets expect the VA to respond in military fashion. They perceive they are taking the proper action by going to the VA. After all, the VA is supposed to immediately "fix me!"—that’s the VA’s mission, right? But there is a subtle yet vital distinction between “care” for the vet and “fixing” the vet—the VA does care for vets, but no one can “fix vets”—except veterans themselves. The resulting disappointment contributes to the spiraling crisis ideation and a loss of hope. VA is incapable of meeting veterans' resultant emotional needs—yes, it is about feelings. The solutions are very simple: People, Process, Technology, in that order. Suicide prevention is putting PEOPLE first. Care for vets’ feelings matters just as much as anything else, sometimes more. Logic, reason, process, services delivery are all important efforts, but you can get all of those wrong and if the vet feels the right way, you still succeed at suicide prevention. Conversely, you can get them all right, yet have the vet feel the wrong way, and you ultimately fail. The PEOPLE part requires authenticity—this is not something that can be mass-produced—and it can never be corporate. It requires humanity, community and caring. But this doesn't mean kissing up to vets or playing to their emotions—sometimes it requires tough, hard-nosed love. Vets thrive on authentic human relationships that genuinely meet their needs both physically and emotionally.

WHC plays a vital role as VA’s partner by serving as intermediary—helping both the veteran and VA reconcile this equation where the VA understandably is not equipped to provide everything the vet needs. WHC CMs can immediately treat the veteran as a PERSON, employing PFA RAPID techniques providing an immediate feeling of being seen, heard and validated.

WHC's effects have been recognized as "Best Veterans Organization" in the community for 3 consecutive years. Senior VA leaders have acknowledged WHC's contribution to the mission in the local area. The Team at WHC stands ready to assist our community's veterans and to develop whatever capabilities are necessary--to FIGHT for them!

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback


Warrior Healing Center

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The people, governance practices, and partners that make the organization tick.


Connect with nonprofit leaders


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Connect with nonprofit leaders


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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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Warrior Healing Center

Board of directors
as of 12/11/2023
SOURCE: Self-reported by organization
Board co-chair

Dr. Tim Kirk

Board co-chair

Ms. Cathie Goodman

Leslie Bryant

Timothy Kirk

Tom Reardon

Stu Carter

Jeff Davenport

Jack Blair

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 12/11/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Male, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person with a disability

The organization's co-leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data


No data

Equity strategies

Last updated: 12/22/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.