Merryman House Domestic Crisis Center
"saving, building and changing lives"
Programs and results
What we aim to solve
The Merryman House Domestic Crisis Center is committed to saving, building and changing the lives of people affected by domestic violence. We believe that everyone has the fundamental right to live a life free of violence and that every home should be a safe home; We are steadfast in our pursuit to end domestic violence in our region through prevention education, and community partner collaboration. We are resolved to assist survivors on their journey to safety, stability, and self-sufficiency through crisis intervention, comprehensive support, advocacy and empowerment. The MHDCC Board of Directors, and Executive Leadership believe that non-profits are a critical engine in the overall health of any community, and we believe our non-profit is stronger because of the other community non-profits and partnerships with the business sector and faith communities. We work to remove obstacles survivors may face in trying to recover and rebuild following domestic violence.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Crisis Response
The Crisis Response program provides 24-hour crisis services victims of domestic violence within the 8-county Purchase Region of Western Kentucky. These services include a crisis hotline, 36-bed emergency shelter, assistance with orders of protection, lethality assessments with local law enforcement agencies, advocacy and case management, mental health therapy, housing support and stabilization, and more.
Where we work
Awards
Board Member of the Year - Dr. Rheanel Tolar 2022
DomesticShelters.org's Purple Ribbon Awards
External reviews

Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
The MHDCC aims to provide safe and easily accessible emergency shelter and other crisis intervention services to survivors of domestic violence. We aim to provide comprehensive advocacy and support to survivors as they work to rebuild and recover. We aim to be a low-barrier program that provides meaningful access to all survivors regardless of their race, gender, gender identity, national origin, age, religion, or familial status.
We aim to actively and intentionally engage our clients in evidenced-based, trauma-informed programming to assist them in securing optimal mental health and wellness, spiritual wholeness, stable housing and financial security. We aim to challenge our communities to elevate violence-free living as a priority, to work together to see and hear survivors better, and to prevent interpersonal violence at every level of our societal structure.
What are the organization's key strategies for making this happen?
The MHDCC strives to be financially strong and diversified through grants, private foundation support, private donors and fiscal responsibility;
The MHDCC recruits excellence at all levels of its leadership from the Board of Directors to the staff it employs.
The MHDCC invests into its staff to ensure they are adequately trained and equipped to assist trauma survivors of all ages on their journey to healing;
The MHDCC commits to strong outcomes measurements via on-going quality assurance programs and project evaluations;
The MHDCC recruits community members to serve in all aspects of operations so that the broader collective develops ownership in building the community they desire, responsibility for its most vulnerable members, and pride in offering high-quality intervention services to all in need.
What are the organization's capabilities for doing this?
The MHDCC has a rich history within the Purchase Region of West Kentucky. Incorporated in 1978, the MHDCC has been supported by the community for 40+ years. The grass roots foundation on which we stand, provides a solid ground on which to grow, while also remaining narrowly focused on the issue of domestic violence. The community support is a cornerstone in our ability to reach the goals outlined.
In addition, the MHDCC has seen exponential growth in its revenue streams, and in 2019 the organization received the highest funding award of any non-profit victim service provider in the state of Kentucky. The Governor of the state publicly recognized the organization's work. The MHDCC relocated to a 26-acre campus where it now has the space to continue to grow and innovate in its efforts to both prevent and respond to the issue of domestic violence. The MHDCC' s leadership are known trailblazers, and many have advanced degrees, more extensive experience in the field, and access to some of the world leaders in trauma and recovery.
What have they accomplished so far and what's next?
The MHDCC has remained operational for 40+ years in an ever-changing environment for non-profit victim services;
The MHDCC launched its first capital campaign in late 2015 of $3.7 million dollars. The organization surpassed that goal in 2019. As a result, the MHDCC relocated to a 26-acre campus that it shares with a community partner, and expanded its bed-size for the emergency shelter by 50%. Likewise, the MHDCC is now better positioned to offer integrated care to its clients, including substance-abuse treatment in a trauma-informed way as needed. The future plans for the organization include:
1. Growth of new programs including hiring clients to do specific jobs so that they can better end the cycle of violence in their lives;
2. Stronger outreach to the 8-counties the MHDCC serves;
3. Access to additional transitional housing units;
4. More co-located community partners;
5. Recognized internship program for all levels of post-secondary education;
6. Host of the state's only Resiliency Center in collaboration with Dr. David Becker- leading trauma specialist.
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
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
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Merryman House Domestic Crisis Center
Board of directorsas of 07/06/2023
Jared Paschall
Paducah Bank
Term: 2022 - 2025
Stacy Thomas
McCracken County Schools
Dr. Jenny Franke
Retired
Amanda Walker
Paducah McCracken Co. Joint Sewer Agency
Justin Lewis
Psychological Associates
Carl Medlin
Medlin Construction
Mitch Hall
Pepsi MidAmerica
Shelly Aspery
Independence Bank
Craig Newbern
McCracken County Attorney's Office
Brandi Harless
PReventScripts
Misty Bohanon
Baptist Health Systems, Inc.
Olivia Petter
Henry A. Petter Supply
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data