Peninsula Behavioral Health
Hope Starts Here
Peninsula Behavioral Health
EIN: 91-0869129
as of September 2023
as of September 18, 2023
Mission
To provide quality comprehensive behavioral health services to the residents of our community.
Ruling year
1972
CEO
Wendy Sisk
Main address
118 E 8th St
Port Angeles, WA 98362 USA
EIN
91-0869129
Community mental health care
Population served
Economically disadvantaged people
People with psychosocial disabilities
NTEE code
Community Mental Health Center (F32)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Comprehensive behavioral health services for 3000+ clients per year with 150+ staff
PBH is a fully-licensed community mental health center and certified outpatient, chemical dependency treatment provider. We have been serving the residents of east Clallam County since 1971. PBH has a multi-disciplinary clinical staff consisting of psychiatrists, advanced registered practice nurses, social workers, mental health counselors, chemical dependency professionals, case managers and registered nurses. Many of our clinical staff are licensed or certified as mental health, chemical dependency specialists.
In 2020, PBH received expansion funding from SAMHSA to become a certified certified community behavioral health clinics (CCBHC). The agency now offers primary care to its residential clients and has strengthened its care coordination program.
Where we work
External reviews
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of people who received clinical mental health care
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
To provide quality comprehensive behavioral health services to the residents of our community. To support the development of a healthy, caring, and safe community while responding to its evolving needs.
What are the organization's key strategies for making this happen?
At Peninsula Behavioral Health, we recognize the critical importance of aligning our organization's sustainable development goals with the Good Health and Well-Being objectives of the United Nations. To achieve this alignment, we have implemented several organizational strategies that guide our efforts to promote mental health, reduce the stigma associated with behavioral health issues, and improve access to quality healthcare services.
One of our primary strategies is to focus on community outreach and education. By raising awareness about mental health issues and providing information about available resources, we can help individuals better understand and manage their mental health. To support this goal, we collaborate with local schools, community centers, and healthcare providers to deliver evidence-based mental health education programs and resources.
Another key strategy is to prioritize the development of culturally responsive services that are tailored to the unique needs of our diverse communities. This approach ensures that our services are accessible and effective for everyone, regardless of their cultural background or personal circumstances. By providing a safe and welcoming environment for all, we can help reduce the stigma associated with mental health and create a more supportive community.
In addition to community outreach and culturally responsive services, we also prioritize data-driven decision-making. By regularly collecting and analyzing data on our programs and services, we can identify areas where we need to improve and make informed decisions about how to allocate our resources. This helps us ensure that we are making the most significant impact possible with the resources we have available.
Finally, we recognize the importance of building strong partnerships with other organizations and stakeholders in our community. By working together, we can leverage our collective resources and expertise to improve access to quality healthcare services, promote mental health, and reduce the stigma associated with mental health issues.
In summary, our organizational strategies for aligning our sustainable development goals with Good Health and Well-Being objectives are focused on community outreach and education, culturally responsive services, data-driven decision-making, and partnership building. We believe that by adopting these strategies, we can make a significant impact in promoting mental health and well-being and reducing the stigma associated with behavioral health issues in our community.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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, To understand people's needs and how we can help them achieve their goals
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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 share the feedback we received with the people we serve
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
0.70
Months of cash in 2022 info
3
Fringe rate in 2022 info
28%
Funding sources info
Assets & liabilities info
Financial data
Peninsula Behavioral Health
Balance sheetFiscal Year: Jul 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jul 01 - Jun 30
This snapshot of Peninsula Behavioral Health’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $941,297 | $1,608,673 | $989,953 | $1,904,942 | $4,320,170 |
| As % of expenses | 12.3% | 17.8% | 9.5% | 15.0% | 29.0% |
| Unrestricted surplus (deficit) after depreciation | $787,239 | $1,446,451 | $711,280 | $1,541,663 | $3,814,467 |
| As % of expenses | 10.1% | 15.7% | 6.7% | 11.8% | 24.7% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $8,565,285 | $10,637,460 | $11,381,598 | $14,607,715 | $19,238,936 |
| Total revenue, % change over prior year | 15.1% | 24.2% | 7.0% | 28.3% | 31.7% |
| Program services revenue | 97.5% | 96.7% | 93.9% | 80.1% | 81.9% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.1% | 0.2% | 0.2% | 0.1% | 0.0% |
| Government grants | 0.0% | 0.0% | 4.8% | 18.8% | 16.1% |
| All other grants and contributions | 2.3% | 3.0% | 1.0% | 0.8% | 1.9% |
| Other revenue | 0.1% | 0.1% | 0.2% | 0.1% | 0.1% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $7,623,988 | $9,028,787 | $10,391,645 | $12,702,773 | $14,918,766 |
| Total expenses, % change over prior year | 4.7% | 18.4% | 15.1% | 22.2% | 17.4% |
| Personnel | 86.9% | 86.7% | 85.8% | 84.3% | 76.9% |
| Professional fees | 1.7% | 2.0% | 1.7% | 1.3% | 5.1% |
| Occupancy | 2.8% | 2.6% | 2.1% | 3.3% | 4.0% |
| Interest | 0.6% | 0.4% | 0.5% | 0.4% | 0.5% |
| Pass-through | 0.1% | 0.2% | 0.1% | 0.1% | 1.2% |
| All other expenses | 7.9% | 8.1% | 9.7% | 10.6% | 12.3% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $7,778,046 | $9,191,009 | $10,670,318 | $13,066,052 | $15,424,469 |
| One month of savings | $635,332 | $752,399 | $865,970 | $1,058,564 | $1,243,231 |
| Debt principal payment | $380,880 | $0 | $0 | $809,646 | $0 |
| Fixed asset additions | $0 | $1,724,175 | $647,297 | $758,919 | $4,674,070 |
| Total full costs (estimated) | $8,794,258 | $11,667,583 | $12,183,585 | $15,693,181 | $21,341,770 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 4.3 | 4.2 | 4.5 | 3.8 | 3.0 |
| Months of cash and investments | 4.3 | 4.2 | 4.5 | 3.8 | 3.0 |
| Months of estimated liquid unrestricted net assets | 3.5 | 3.2 | 4.0 | 3.6 | 3.5 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $2,741,095 | $3,188,484 | $3,933,137 | $4,072,607 | $3,686,146 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $409,262 | $413,798 | $596,528 | $727,365 | $3,649,263 |
| Gross land, buildings, equipment (LBE) | $6,936,321 | $8,059,030 | $8,701,820 | $9,456,234 | $14,125,640 |
| Accumulated depreciation (as a % of LBE) | 33.7% | 23.6% | 25.0% | 26.8% | 21.5% |
| Liabilities (as a % of assets) | 27.0% | 27.5% | 29.0% | 20.4% | 28.6% |
| Unrestricted net assets | $5,785,785 | $7,232,236 | $7,943,516 | $9,485,179 | $13,299,646 |
| Temporarily restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
| Total net assets | $5,785,785 | $7,232,236 | $7,943,516 | $9,485,179 | $13,299,646 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
CEO
Wendy Sisk
Wendy Sisk joined our staff in 2002. She holds a Master of Science in Counseling Psychology from Central Washington University and is a Licensed Mental Health Counselor.
Number of employees
Source: IRS Form 990
Peninsula Behavioral Health
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Peninsula Behavioral Health
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Peninsula Behavioral Health
Board of directorsas of 04/12/2023
Board of directors data
Russ Britton
Sequim Valley Lutheran Church
Term: 2020 - 2024
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 -
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
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
Gender identity
Sexual orientation
Disability
Equity strategies
Last updated: 04/12/2023GuideStar 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.
- 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.
Contractors
Fiscal year endingGuideStar Pro Reports
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- Contractor and/or Paid Preparer data for 2022, 2021, 2020
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