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Source: IRS e-Filed Form 990 (from the IRS e-File system), Tax Year 2022
Total Revenue
▼$51.8M
Program Spending
91%
of total expenses go to program services
Total Contributions
$15M
Total Expenses
▼$47M
Total Assets
$67.9M
Total Liabilities
▼$18.5M
Net Assets
$49.5M
Officer Compensation
→N/A
Other Salaries
$17.8M
Investment Income
$26.8K
Fundraising
▼N/A
Source: USAspending.gov · Searched by organization name
Total Federal Funding
$6.3M
Awards Found
3
Department of Health and Human Services
$4M
RIVERVALLEY BEHAVIORAL HEALTH CCBHC EXPANSION GRANT
Department of Health and Human Services
$2.1M
RIVERVALLEY BEHAVIORAL HEALTH PPW RESIDENTIAL EXPANSION PROJECT - RIVERVALLEY BEHAVIORAL HEALTH, A COMMUNITY MENTAL HEALTH CENTER LOCATED IN WESTERN KENTUCKY, PROPOSES TO EXPAND RESIDENTIAL TREATMENT AND RECOVERY HOUSING SERVICES FOR PREGNANT AND POSTPARTUM WOMEN WITH SUBSTANCE USE DISORDERS UTILIZING A HOLISTIC, FAMILY-CENTERED, COMPREHENSIVE APPROACH THAT EXTENDS TO FAMILY MEMBERS AND THE MINOR CHILDREN OF THE WOMEN IN TREATMENT OR RECOVERY HOUSING. THE MAJORITY OF THE CATCHMENT AREA IS MEDICALLY UNDERSERVED AND THE GOALS OF THIS PROJECT ARE TO INCREASE CAPACITY TO PROVIDE CARE COORDINATION, CASE MANAGEMENT, SUPPORTED EMPLOYMENT, AND HOUSING ASSISTANCE; PROVIDE HARM REDUCTION SERVICES; OFFER TRAUMA-INFORMED SERVICES TO MINOR CHILDREN, FATHERS OF THE CHILDREN, PARTNERS OF THE WOMEN, CAREGIVERS FOR THE CHILDREN, AND EXTENDED FAMILY MEMBERS; ADDRESS DISPARITIES IN CARE BY INCREASING STAFF COMPETENCY IN PROVIDING CULTURALLY AND LINGUISTICALLY APPROPRIATE SERVICES; AND ADD EVIDENCE-BASED PRIMARY PREVENTION STRATEGIES TO PROMOTE PHYSICAL HEALTH AND ADDRESS THE SOCIAL DETERMINANTS OF HEALTH. THE EXPECTED OUTCOMES ARE TO REDUCE INFANT AND MATERNAL MORTALITY, DECREASE DISRUPTION OF THE FAMILY UNIT THROUGH IMPROVED ACCESS AND RETENTION IN TREATMENT, AND INCREASE ACCESS TO CLINICALLY APPROPRIATE EVIDENCE-BASED SUBSTANCE USE DISORDER RESIDENTIAL SERVICES. 500 UNDUPLICATED INDIVIDUALS WILL BE SERVED DURING THE PROJECT.
Department of Health and Human Services
$250K
WESTERN KENTUCKY 988 CRISIS FOLLOW-UP AND CARE CONTINUUM MODEL - PROJECT NAME: WESTERN KENTUCKY 988 CRISIS FOLLOW-UP AND CARE CONTINUUM MODEL RIVERVALLEY BEHAVIORAL HEALTH (RVBH) A COMMUNITY MENTAL HEALTH CENTER (CMHC), CERTIFIED COMMUNITY BEHAVIORAL HEALTH CLINIC (CCBHC), AND KENTUCKY’S STATEWIDE PROVIDER OF 988 TEXT AND CHAT SERVICES PROPOSES TO LAUNCH A SAFETY-PLANNING-FOCUSED CRISIS CONTINUUM OF CARE PROGRAM TO EXPAND CRISIS SERVICES, IMPROVE CARE COORDINATION, REDUCE SUICIDE AND OVERDOSE RISK, DECREASE AVOIDABLE EMERGENCY SERVICE USE, AND CONNECT INDIVIDUALS QUICKLY TO TREATMENT AND RECOVERY SUPPORTS. RVBH BRINGS DEEP CRISIS-RESPONSE EXPERTISE TO THIS WORK. BUILDING ON MORE THAN 20 YEARS OF CRISIS CALL CENTER OPERATIONS AND ITS ESTABLISHMENT OF THE COMMONWEALTH’S FIRST 24/7 MENTAL HEALTH MOBILE CRISIS TEAM, RVBH WILL STRENGTHEN POST-CRISIS FOLLOW-UP CAPACITY AND IMPROVE OUTCOMES FOR KENTUCKIANS. THIS PROGRAM WILL SERVE 350 UNIQUE INDIVIDUALS ANNUALLY. GEOGRAPHICAL AREA AND POPULATION FOCUS: DAVIESS, HENDERSON, HANCOCK, UNION, MCLEAN, WEBSTER, AND OHIO COUNTIES, A PREDOMINANTLY RURAL, UNDERSERVED SEVEN-COUNTY REGION MARKED BY LIMITED BEHAVIORAL HEALTH WORKFORCE, TRANSPORTATION, AND SPECIALTY TREATMENT ACCESS, AND HIGH RATES OF SUICIDE AND OVERDOSE. THROUGH 988 TEXT AND CHAT, RVBH WILL DISSEMINATE EVIDENCE-BASED CRISIS FOLLOW-UP PRACTICES ACROSS ALL 120 COUNTIES, STRENGTHENING THE STATEWIDE CRISIS CONTINUUM. THE POPULATION FOCUS IS INDIVIDUALS OF ALL AGES AND VETERANS, CONTACTING 988 AND ARE IDENTIFIED AS IMMINENT RISK, REFERRALS FROM 911/PUBLIC SAFETY ANSWERING POINTS, ER’S OR INPATIENT DISCHARGE FOLLOWING A MENTAL HEALTH OR SUBSTANCE USE CRISIS. CAPACITY DEVELOPMENT: CURRENT 988 SYSTEMS LACK DEDICATED STAFFING FOR SYSTEMATIC FOLLOW-UP AFTER CRISIS CONTACT. THIS PROJECT WILL FUND THREE FULL-TIME CRISIS FOLLOW-UP SPECIALISTS INTEGRATED WITHIN RVBH'S CRISIS LINE, STATEWIDE 988 TEXT AND CHAT CENTER, MOBILE CRISIS, AND CCBHC SERVICES TO IMPLEMENT STANDARDIZED FOLLOW-UP, STRENGTHEN 988/911 INTEGRATION AND COMMUNITY PARTNERSHIPS, EXPAND PEER SUPPORT AND VETERAN-SPECIFIC PATHWAYS, AND IMPROVE SPARS REPORTING AND QUALITY IMPROVEMENT. STRATEGIES AND INTERVENTIONS: THE EVIDENCE-BASED CRISIS FOLLOW-UP MODEL PROVIDES SYSTEMATIC FOLLOW-UP FOR 90 DAYS TO 12 MONTHS, ANCHORED BY COLLABORATIVE SAFETY PLANNING INTERVENTION (SPI) AND INDIVIDUALIZED CARE PLANNING. SERVICES INCLUDE FOLLOW-UP WITHIN 24 HOURS, ONGOING C-SSRS SUICIDE RISK REASSESSMENT, WARM HANDOFFS, CARE COORDINATION, FAMILY ENGAGEMENT, PEER SUPPORT, VETERAN-SPECIFIC PATHWAYS, 911/988 INTEGRATION, AND CQI. PROJECT GOALS ARE: (1) ENSURE SYSTEMATIC FOLLOW-UP FOR INDIVIDUALS CONTACTING 988; (2) STRENGTHEN COORDINATION ACROSS THE BEHAVIORAL HEALTH CRISIS CONTINUUM; (3) REDUCE UNNECESSARY POLICE, FIRE, AND EMS INVOLVEMENT; AND (4) IMPROVE ACCESS TO AND UTILIZATION OF EVIDENCE-BASED TREATMENT AND LONG-TERM RECOVERY. MEASURABLE OBJECTIVES: INITIATING FOLLOW-UP WITHIN 24 HOURS FOR 90% OF ELIGIBLE INDIVIDUALS; CONNECTING 80% OF PARTICIPANTS TO BEHAVIORAL HEALTH AND RECOVERY SERVICES; ACHIEVING AN 80% ENGAGEMENT RATE AMONG VETERANS; REDUCING REPEAT CRISES REQUIRING EMERGENCY OR INPATIENT SERVICES BY 20%; AND MAINTAINING 100% COMPLIANCE WITH SPARS REPORTING. RVBH REQUESTS $250,000 ANNUALLY FOR THREE YEARS TO EXPAND POST-CRISIS FOLLOW-UP CAPACITY.
Source: Federal Audit Clearinghouse (fac.gov)
Total Audits
9
Clean Audits
6
Material Weakness
Yes
Noncompliance Issues
Yes
| Year | Status | Financial Report | Federal Expenditure | Low Risk | Accepted |
|---|---|---|---|---|---|
| 2024 | Clean | Unmodified (Clean) | $3.6M | No | 2026-03-02 |
| 2023 | Clean | Unmodified (Clean) | $5.1M | No | 2025-11-19 |
| 2022 | Material Weakness | Unmodified (Clean) | $6.1M | No | 2024-08-14 |
| 2021 | Clean | Unmodified (Clean) | $3.6M | No | 2023-09-14 |
| 2020 | Minor Findings | Unmodified (Clean) | $2.5M | No | 2021-02-28 |
| 2019 | Clean | Unmodified (Clean) | $2.5M | No | 2020-03-30 |
| 2018 | Minor Findings | Unmodified (Clean) | $2.5M | Yes | 2019-05-14 |
| 2017 | Clean | Unmodified (Clean) | $2.6M | Yes | 2018-01-31 |
| 2016 | Clean | Unmodified (Clean) | $2.6M | Yes | 2016-12-01 |
Financial Report
Unmodified (Clean)
Federal Expenditure
$3.6M
Financial Report
Unmodified (Clean)
Federal Expenditure
$5.1M
Financial Report
Unmodified (Clean)
Federal Expenditure
$6.1M
Financial Report
Unmodified (Clean)
Federal Expenditure
$3.6M
Financial Report
Unmodified (Clean)
Federal Expenditure
$2.5M
Financial Report
Unmodified (Clean)
Federal Expenditure
$2.5M
Financial Report
Unmodified (Clean)
Federal Expenditure
$2.5M
Financial Report
Unmodified (Clean)
Federal Expenditure
$2.6M
Financial Report
Unmodified (Clean)
Federal Expenditure
$2.6M
Tax Year 2023 · Source: IRS e-Filed Form 990
Individuals serving as officers, directors, or trustees of the organization.
| Name | Title | Hrs/Wk | Compensation | Related Orgs | Other |
|---|
Source: IRS Publication 78, Auto-Revocation List & e-Postcard Data
Tax-deductible contributions: Yes
Deductibility code: PC
Sources: IRS e-Filed Form 990 (XML) & ProPublica Nonprofit Explorer
Scroll →
| Year | Revenue | Contributions | Expenses | Assets | Net Assets |
|---|---|---|---|---|---|
| 2022IRS e-File | $51.8M | $15M | $47M | $67.9M | $49.5M |
| 2021 | $47.4M | $14.2M | $40.4M | $58.2M | $48.2M |
| 2020 | $37.9M | $8.2M | $41.3M | $51.9M | $41.1M |
| 2019 | $44.1M | $9M | $42M |
Sources: ProPublica Nonprofit Explorer & IRS e-File Index
Financial data: IRS e-Filed Form 990 (Tax Year 2022)
Leadership & compensation: IRS e-Filed Form 990, Part VII (Tax Year 2023)
Federal grants: USAspending.gov (live)
Organization info: IRS Business Master File
Tax-deductibility: IRS Publication 78
| Total |
|---|
| Wanda Figueroa-Peralta | CEO | 40 | $0 | $227.7K | $21.9K | $249.5K |
Wanda Figueroa-Peralta
CEO
$249.5K
Hrs/Wk
40
Compensation
$0
Related Orgs
$227.7K
Other
$21.9K
Members of the governing board. Board members often serve without compensation.
| Name | Title | Hrs/Wk | Compensation | Related Orgs | Other | Total |
|---|---|---|---|---|---|---|
| Barry Smith | Director | 0.5 | $0 | $0 | $0 | $0 |
| Chip Stauffer | Secretary/treasurer | 0.5 | $0 | $0 | $0 | $0 |
| Corey King | Director | 0.5 | $0 | $0 | $0 | $0 |
| Deborah Harman | Director | 0.5 | $0 | $0 | $0 | $0 |
| Jeff Jones | Chair | 0.5 | $0 | $0 | $0 | $0 |
| Keith Franey | Director | 0.5 |
Barry Smith
Director
$0
Hrs/Wk
0.5
Compensation
$0
Related Orgs
$0
Other
$0
Chip Stauffer
Secretary/treasurer
$0
Hrs/Wk
0.5
Compensation
$0
Related Orgs
$0
Other
$0
Corey King
Director
$0
Hrs/Wk
0.5
Compensation
$0
Related Orgs
$0
Other
$0
| $50M |
| $44.6M |
| 2018 | $44.5M | $8.9M | $41.4M | $47.3M | $42.1M |
| 2017 | $46.5M | $10M | $41M | $44.7M | $39.1M |
| 2016 | $43.1M | $10.8M | $40.1M | $40M | $33.4M |
| 2015 | $44.8M | $11M | $37.3M | $36.7M | $30.2M |
| 2014 | $36.5M | $11.4M | $35.7M | $28.5M | $22.9M |
| 2013 | $35.2M | $12.2M | $34.2M | $26.8M | $21.7M |
| 2012 | $37.5M | $12M | $32.4M | $25.7M | $20.7M |
| 2020 | 990 | Data |
| 2019 | 990 | Data |
| 2018 | 990 | Data |
| 2017 | 990 | Data |
| 2016 | 990 | Data |
| 2015 | 990 | Data |
| 2014 | 990 | Data |
| 2013 | 990 | Data |
| 2012 | 990 | Data |
| 2011 | 990 | — |
| 2010 | 990 | — |
| 2009 | 990 | — |
| 2008 | 990 | — |
| 2007 | 990 | — |
| 2006 | 990 | — |
| 2005 | 990 | — |
| 2004 | 990 | — |
| 2003 | 990 | — |
| 2002 | 990 | — |
| 2001 | 990 | — |
| $0 |
| $0 |
| $0 |
| $0 |
| Michael Boling | Director | 0.5 | $0 | $0 | $0 | $0 |
| Michael Roe | Director | 0.5 | $0 | $0 | $0 | $0 |
| Pat Thompson | Vice Chair | 0.5 | $0 | $0 | $0 | $0 |
| Tara Howard | Director | 0.5 | $0 | $0 | $0 | $0 |
| Tom Castlen | Director | 0.5 | $0 | $0 | $0 | $0 |
Deborah Harman
Director
$0
Hrs/Wk
0.5
Compensation
$0
Related Orgs
$0
Other
$0
Jeff Jones
Chair
$0
Hrs/Wk
0.5
Compensation
$0
Related Orgs
$0
Other
$0
Keith Franey
Director
$0
Hrs/Wk
0.5
Compensation
$0
Related Orgs
$0
Other
$0
Michael Boling
Director
$0
Hrs/Wk
0.5
Compensation
$0
Related Orgs
$0
Other
$0
Michael Roe
Director
$0
Hrs/Wk
0.5
Compensation
$0
Related Orgs
$0
Other
$0
Pat Thompson
Vice Chair
$0
Hrs/Wk
0.5
Compensation
$0
Related Orgs
$0
Other
$0
Tara Howard
Director
$0
Hrs/Wk
0.5
Compensation
$0
Related Orgs
$0
Other
$0
Tom Castlen
Director
$0
Hrs/Wk
0.5
Compensation
$0
Related Orgs
$0
Other
$0