BLUFFDALE UT | IRS ruling year: 2019 | EIN: 83-4094365
An EIN is a unique nine-digit number that identifies a business for tax purposes.
An EIN is a unique nine-digit number that identifies a business for tax purposes.
Rating Information
Not currently rated
Ratings are calculated from one or more beacon scores. Currently, we require either an Accountability & Finance beacon or an Impact assessment to be eligible for a Charity Navigator rating. Note: The absence of a rating does not indicate a positive or negative assessment; it only indicates that we have not yet evaluated this organization.
See rating report below to learn why this organization is not currently eligible.
Historical Ratings
Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Measurement. The historic rating mainly reflects a version of today’s Accountability and Finance score. More information on our previous rating methodologies can be found on our rating methodology page.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
Nixonstrong Foundation cannot currently be evaluated by our Accountability & Finance methodology due to only having one year of electronically-filed IRS Form 990 data (990EZ, 990N, 990PF does not qualify).
To ensure year-to-year consistency the Encompass Rating System's Accountability & Finance beacon analyzes the three-year average of some data provided through the IRS form 990.
Charity Navigator currently only has one year of consecutive e-filed Forms 990 from the IRS for Nixonstrong Foundation under the EIN: 83-4094365.
Before Charity Navigator can evaluate Nixonstrong Foundation, Nixonstrong Foundation will need to e-file for additional fiscal years.
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Click or hover over the bar to see exact $ amount
Salary of Key Persons - Data Available
The compensation data below shows the five highest paid individuals at this charity. The amount includes salary, cash bonuses, and compensation from related organizations. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2.
Gary L Whatcott, Director
$0
Janessa Whatcott, Director
$0
Nicholas K Whatcott, Executive Di
$0
Source: IRS Form 990 (page 7), filing year 2023
IRS Published Data (Business Master File) - Data Available
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
Data Sources (IRS Forms 990) - Data Available
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage accountability and finance data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Nixonstrong Foundation) or EIN (834094365) in the 'Search Term' field.
Impact & Measurement
Score
91
This beacon estimates the actual impact a charity has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.
The Measuring Outcomes assessment evaluates how well a charity tracks progress towards its mission's outcomes.
Displayed below are the responses provided by the charity for the Measuring Outcomes assessment. Each question is designed to address specific criteria, with responses eligible for full, partial, or no credit. Please refer to the scoring rubric for details on how responses are scored.
Selected program: Last Wish Trips, Submitted September 2025
Program Planning and Design
21 out of 21 points
This section assesses the use of crucial evaluation tools in program objective-setting and activities.
Charity leadership uses information collected to make decisions regarding programs
Agree, uses information collected to improve programs
Charity has shared understanding across staff of how programs lead to the goals a program achieves
Agree, has universal understanding of how programs achieve goals
Charity has documents and reviews how program activities lead to change
Agree, documents and reviews
Charity revisits how program activities lead to change
Agree, does revisit how program activities lead to change
Program Development
26 out of 28 points
This section assesses the consideration of stakeholders in program objectives and activities.
Charity identifies program target population needs in the following ways
Discussions or surveys with target population on how program activities best serve their needs
Discussions with local nonprofits on their programs
Charity considers practical, cultural, and political needs and interests of those served by program
Agree, charity is responsive to practical, cultural, and political needs
Charity uses SMART Goals
Agree, identified Specific, Measurable, Achievable, Relevant, and Time-Bound (SMART) goals
Data Collection and Analysis
13 out of 21 points
This section assesses the best practices used in collecting and analyzing program data.
Charity tracks program information in the following ways
Collects data during program implementation
Collects data when a program is complete
Charity collects programmatic information on those served by the program in the following ways
Identifies the number of those served by program
Identifies the number of those successfully served by the program
Collects information about the quality of service from the target population
Charity assesses program effectiveness at multiple points in time
Partially agree, collects information on our program but does not assess results
Reporting and Distribution of Results
21 out of 21 points
This section assesses reporting and disseminating program results.
Charity reports program results to key stakeholders
Reports results to stakeholders
Charity reports both favorable and unfavorable results
Yes, charity reports both favorable of unfavorable results
Use of Results
10 out of 10 points
This section assesses the use of results to guide learning.
Charity uses program results to inform future work for the following reasons
Sustain and secure funding
Inform strategic planning
Improve program operations
Understand the impact of their work
Inform how we create future programs
Culture & Community
Not Currently Scored
Nixonstrong Foundation cannot currently be evaluated by our Culture & Community methodology because we have not received data from the charity regarding its Constituent Feedback.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission.
THE MISSION AND PURPOSE OF THE FOUNDATION INCLUDES, BUT IS NOT LIMITED TO, SUPPORTING CHILDREN AND FAMILIES THAT HAVE BEEN AFFECTED BY CHILDHOOD CANCER. THE FOUNDATION WILL PROVIDE FINANCIAL SUPPORT FOR THE LAST WISHES OF THE CHILDREN AND FAMILIES SUFFERING FROM CANCER. THE FOUNDATION WILL ALSO HELP PROVIDE CHILDREN SUFFERING FROM CANCER WITH UNFORGETTABLE FAMILY EXPERIENCES, CARE PACKAGES AND SUPPORT WITH FUNERAL EXPENSES DURING THEIR MOST DIFFICULT TIMES.
Vision Statement
10 out of 10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization's vision.
TO CREATE A COMPASSIONATE WORLD WHERE CHILDREN WITH CANCER AND THEIR FAMILIES ARE UPLIFTED WITH MEANINGFUL EXPERIENCES, LASTING MEMORIES AND UNWAVERING SUPPORT THROUGHOUT THEIR JOURNEY.
Strategic Goals
20 out of 20 points
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Childhood cancer is the leading cause of death in children ages 0-18. And many young fighters who survive the fight, are left with a lifetime of health issues including secondary cancers. Our goal is to shed light on this horrible disease and make childhood cancer the forefront of medical advancements. Leading to more hope for families battling the cancer and a cure for this horrible disease.
Goal Two: Many families battling cancer do so in isolation. Very few people know about the emotional, physical, and financial stress that comes with a cancer diagnosis. When people join together to help someone their burdens are made light and hope is reignited within them. Our goal is to bring together communities together and support childhood cancer fighters.
Goal Three: When a family hears that their child is terminal, they want to do everything they can to make memories together. Our goal is to give every child with a terminal cancer diagnosis the chance to go on a Last Wish Trip of their choice with their families.
Leadership
30 out of 30 points
Full Credit
Partial Credit
No Credit
Investment in Leadership Development
15 out of 15 points
The nonprofit provides evidence of investment in leadership development.
Mentorship and Coaching Programs
Leadership Conferences and Networking Events
Formal Education and Certifications/Training Programs
Succession Planning
Cultural and Diversity Training
External Focus on Mobilizing Mission
15 out of 15 points
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Collaborative Engagement
Thought Leadership
Social Promotion
Civic Engagement
Public Policy Advocacy
Adaptability
30 out of 30 points
Full Credit
Partial Credit
No Credit
Adaptability Practices
30 out of 30 points
This charity implements the following practices:
Strategic Planning Revisions
Risk Management and Planning
Capacity Building
Technology and Digital Integration
Programmatic Shifts
Partnerships & Collaborations
Diversifying Funding Sources
Community Engagement, Advocacy, and Policy Engagement