GARDEN CITY ID | IRS ruling year: 2022 | EIN: 85-3332093
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.
Organization Mission
MurphsLife Foundation provides aid and resources to those who need it most in developing economies by strategically identifying and helping impoverished families and ... (More)
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 & Measurement beacon 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!
Murphslife Foundation cannot currently be evaluated by our Accountability & Finance methodology due to only having one year of electronically-filed IRS Form 990 data.
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 990.
Charity Navigator currently only has one year of consecutive e-filed Forms 990 from the IRS for Murphslife Foundation under the EIN: 85-3332093.
Before Charity Navigator can evaluate Murphslife Foundation, Murphslife 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.
Salary of Key Persons - Data Available
Presented here are up to five of this organization's highest compensated employees. This compensation data includes salary, cash bonuses, and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Aaron Murphy, President/se
$35,449
Ashley Smith, Director
$0
Jaleh Haghighat, Director
$0
David Mendez, Director
$0
Tj Moss, Director
$0
Source: IRS Form 990 (page 7), filing year 2022
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 (Murphslife Foundation) or EIN (853332093) in the 'Search Term' field.
Impact & Measurement
Score
70
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: Breaking The Cycle of Poverty-Generational Change, Submitted June 2024
Program Planning and Design
17 out of 29 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 staff have training or experience in monitoring and evaluation
Partially agree, staff are trained in monitoring and evaluation practices
Charity has documents and reviews how program activities lead to change
Disagree, does not document or review
Charity tracks program progress in the following ways
Tracks activities
Tracks outcomes and impacts
Aligns plan with mission
Program Development
16 out of 26 points
This section assesses the consideration of stakeholders in program objectives and activities.
Charity identifies program target population needs in the following ways
Consulted other nonprofits
Reviewed data from prior monitoring and/or evaluation
Conducted a baseline assessment
Charity considers practical, cultural, and political needs and interests of those served by program
Partially agree, charity is responsive to some practical, cultural, or political needs
Charity reviews the work whether similar organizations work on the same problem
Agree, reviews the work of similar organizations
Charity uses SMART Goals
Partially agree, identified some Specific, Measurable, Achievable, Relevant, and Time-Bound (SMART) goals
Data Collection and Analysis
16 out of 18 points
This section assesses the best practices used in collecting and analyzing program data.
Charity tracks program information in the following ways
Collects data before a program is initiated
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
Collects demographic data of those served by program
Identifies the number of those successfully served by the program
Charity collects and analyzes program information to determine results in the following ways
Generates summary statistics of key metrics
Compares results to data from major institutions
Compares effect of program on target population and those not served by program
Compares programs results to programs that work on the same issues
Reporting and Distribution of Results
13 out of 18 points
This section assesses reporting and disseminating program results.
Charity reports program results to key stakeholders
Staff and volunteers
Board members
Other organizations engaged in similar work
Charity reports both favorable and unfavorable results
Yes, charity reports both favorable of unfavorable results
Use of Results
7 out of 9 points
This section assesses the use of results to guide learning.
Charity uses program results to inform future work for the following reasons
Inform strategic planning
Improve program operations
Understand the impact of their work
Inform how we create future programs
Culture & Community
Not Currently Scored
Murphslife Foundation cannot currently be evaluated by our Culture & Community methodology because we have not received data from the charity regarding its Constituent Feedback or Equity Practices strategies.
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.
MurphsLife Foundation provides aid and resources to those who need it most in developing economies by strategically identifying and helping impoverished families and communities with the goal of empowering them to become self sufficient. By documenting the process, these acts of charity allow contributors to see where their resources go, creating and supporting micro-eco, disaster relief, education, and other basic human needs throughout the world. With this content, MurphsLife seeks to empower less fortunate individuals & families become economically empowered; and highlight the natural, cultural and historic beauty of Latin America, and joy of local communities. This is accomplished by providing direct assistance to families in need.
Vision Statement
10 out of 10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization's vision.
MurphsLife seeks to empower less fortunate individuals & families become economically empowered; and
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: Serve:
Economically disadvantaged people
Chronically ill people
Terminally ill people
People with disabilities
Goal Two: Identify impoverished communities and build programs to where they can become a self sustaining economy
Goal Three: Scaling infrastructure
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.
Leadership Conferences and Networking Events
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
Social Promotion
Civic Engagement
Adaptability
30 out of 30 points
Full Credit
Partial Credit
No Credit
Adaptability Statement
30 out of 30 points
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.