Peninsula Behavioral Health

Hope Starts Here

Port Angeles, WA   |
GuideStar Charity Check

Peninsula Behavioral Health

EIN: 91-0869129


To provide quality comprehensive behavioral health services to the residents of our community.

Ruling year info



Wendy Sisk

Main address

118 E 8th St

Port Angeles, WA 98362 USA

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Subject area info

Community mental health care

Population served info

Economically disadvantaged people

People with psychosocial disabilities

NTEE code info

Community Mental Health Center (F32)

Programs and results

What we aim to solve

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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?

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.

Population(s) Served
People with psychosocial disabilities
Economically disadvantaged people

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 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


Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

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.

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.

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 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, To understand people's needs and how we can help them achieve their goals

  • 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

  • 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


Peninsula Behavioral Health
Fiscal year: Jul 01 - Jun 30
Financial documents
2022 Peninsula Behavioral Health 2021 A-133 Single Audit
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 1.09 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 3.9 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 27% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Peninsula Behavioral Health

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Peninsula Behavioral Health

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Peninsula Behavioral Health

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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


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

Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization


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 employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

Peninsula Behavioral Health

Highest paid employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Peninsula Behavioral Health

Board of directors
as of 04/12/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Russ Britton

Sequim Valley Lutheran Church

Term: 2020 - 2024

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 4/12/2023

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
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation


Equity strategies

Last updated: 04/12/2023

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.


Fiscal year ending
There are no fundraisers recorded for this organization.