Letting Kids Be KIDS!

aka Camp Hobe', Camp Hobe' Inc   |   Salt Lake City, UT   |
GuideStar Charity Check


EIN: 57-1149391


Camp Hobe' offers psychosocial support programs for children being treated for cancer (and similarly-treated disorders) and their families, through camps and family outings. Our goal is to create an atmosphere that enhances self-esteem, fosters independence and friendships, and creates a feeling of belonging.

Notes from the nonprofit

Thanks so much for your interest in our programs for kids with cancer (and similarly-treated disorders) and their families. We truly believe in our "Letting Kids Be Kids" no matter their age.

Ruling year info


Executive Director

Christina Beckwith

Main address

PO Box 520755

Salt Lake City, UT 84152 USA

Show more contact info



Subject area info

Medical support services



Youth development

Population served info

Children and youth


People with diseases and illnesses

NTEE code info

Recreational and Sporting Camps (Day, Overnight, etc.) (N20)

Other Youth Development N.E.C. (O99)

Health Support Services (E60)

What we aim to solve

SOURCE: Self-reported by organization

Kids being treated for cancer and similarly-treated disorders are often socially isolated from other kids. They and their families miss out on common social and childhood experiences that help build resiliency and boost self-confidence. Our summer camps, virtual camps, and family outings try to counteract this by giving the patients and their families a community where they can build connections and have fun!

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?

Camp Hobe' Summer camp for kids with cancer (& similar disorders) and their siblings

Camp Hobe' offers in-person summer camp programs in June of each year. We run 3 in-person sessions, including a 5-day overnight for ages 7-11 years, a 5-day overnight for ages 12-19 years, and a 2-day program for ages 4-7 years.

Population(s) Served
Children and youth
People with diseases and illnesses

We provide 4 free outings each year for families of children and teens being treated for cancer (and similarly-treated disorders). Past family outings have included hockey nights, movie premieres, professional basketball games, and carnivals.

Population(s) Served
Children and youth

Our virtual summer camp program began in June 2020 and will continue during AND after the COVID-19 pandemic. We run interactive virtual activities for ages 6-19 years.

Population(s) Served
Children and youth
People with diseases and illnesses

Where we work


Gold Ribbon Camp Designation 2019

Childrens Oncology Camp Association International

Award of Excellence as Community Health Charities of Utah’s Outstanding Member Charity – (local) 2014

Community Health Charities

Affiliations & memberships

American Camp Association - Member 1985

Children's Oncology Camp Association International - Member 1995

Utah Nonprofits Association - member 2014

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 free participants in conferences

This metric is no longer tracked.
Totals By Year
Population(s) Served

Health, Family relationships

Related Program

Family outings

Type of Metric

Output - describing our activities and reach

Direction of Success


Number of participants engaged in programs

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adolescents, Children, Preteens, Health

Related Program

Camp Hobe' Summer camp for kids with cancer (& similar disorders) and their siblings

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Applies to in-person summer camps, which were not offered in 2020 due to the COVID-19 pandemic.

Number of free participants on field trips

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adolescents, Children, Preteens, People with disabilities, People with diseases and illnesses

Related Program

Virtual Camp Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Applies to our virtual summer camp program, which was first offered in 2020 due to the COVID-19 pandemic.

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.

Camp Hobé is committed to kids with cancer (& similar disorders) & their families. We set specific goals for how we want camp to help them grow:

Goal #1: Our primary goal is to get every eligible kid to camp and every eligible family member to our outings, regardless of their ability to pay. We do not wish to ever turn anyone away because of finances. Families dealing with the expenses of cancer (or similar disorders) may be unable to afford the luxury of sending their kids to a camp that would cost almost $150 per camper-day for in-person camps prior to the COVID-19 pandemic or to a family outing that would cost $15 to $40 per person. During the COVID-19 pandemic, our costs to provide in-person programs are closer to $200 per camper-day for in-person camps.

Goal #2: Provide kids with cancer (& similar disorders) and their siblings a place to “just be kids," while also giving their parents a break from caregiving.

Goal #3: Provide an opportunity to develop support systems with others dealing with serious illness.

Goal #4: Encourage each participant to learn new skills and leisure activities by participating in small group & large group activities.

Goal #5: Offer participants opportunities to learn about nature, ecology and their part in preserving the environment during recreation and outdoor living.

Goal #6: Help each participant develop socialization skills and new interests.

Goal #7: Facilitate opportunities to develop leadership skills.

Goal #1: Charge minimal registration fees and provide fee waivers (ie, camperships) to families in need.

Goal #2: Participants have the opportunity to participate in activities just like kids whose families are not affected by cancer (and similar disorders). Our program provides a high level of medical & psychosocial supervision to ensure that participants are safe both mentally & physically.

Goal #3: Using recreation & leisure skills, staff provide activities for kids who would otherwise not have these group experiences.

Siblings find support in knowing that others deal with the same issues that they do. During the calendar year, other local organizations provide opportunities for these kids to learn about the disease & to talk about it. Camp Hobé activities provide a break from illness, surgery, chemotherapy, radiation, hospitals, & illness. Participants are not expected to talk about their disease experience during our programs, although we are supportive should they wish to do so. Discussions on these topics are facilitated when participants initiate the conversations. Hobé Forever is an optional “guided” activity offered during the summer camp session where campers have time to remember friends who are not present that year. This activity allows campers to express feelings of grief & loss if they desire. Staff members respect any requests for further counseling or discussion.

Goal #4: Participants rotate through activities such as arts / crafts, drama, archery, challenge course, swimming, & nature. They may also take part in hikes, carnivals, and outdoor performances.

Goal #5: Specific topics about nature are offered during the summer camp. Each cabin group is assigned chores, including cleaning the dining hall, shower/restrooms, grounds, & cabins. In addition, staff discuss reducing food wastage & proper disposal of food. Campers directly participate in recycling.

Goal #6: In addition to other activities, each participant works with their group to create & perform skits & cheers. They sit together for meals & use the “buddy system” during activities & when moving between locations.

Goal #7: Some activities give participants the chance to volunteer to be the “first” one to try it. Campers can also lead by following camp rules & contributing to & participating in all activities. After campers reach the age of 16 they are eligible to be Counselors-in-Training & help staff with program activities or with a group of kids.

The summer camp programs are able to serve almost 300 campers each year, and camper registrations increase annually. During the fall and winter, our family outings serve another 170 to 180 children and family members. Between the summer camp and the family outings, the number of people we serve typically increases by 8%-10% each year. In addition, in 2020, we implemented a virtual camp program so that we could continue to serve our campers throughout the COVID-19 pandemic and to better serve more seriously ill (eg, hospitalized) campers in future years.

Fundraising: We have a strong fundraising program in place, with a tremendous amount of local support. We are always looking for and introducing new fundraising efforts in order to keep the cost low to our families. Our Board members are committed to giving and to supporting our fundraising efforts.

Other available resources include a dedicated group of more than 30 board and planning committee members, which currently includes 9 part-time staff members (2 year-round, 8 seasonal). We use more than 200 volunteers annually to provide the in-person camp programs. We have strong relationships with the local adult cancer center (Huntsman Cancer Hospital), the local pediatric hospital (Primary Children's Hospital), Utah's premier academic medical center (University of Utah Health), and other local cancer organizations.

We work closely with the campsite owners to further refine and expand the campsite each year to meet the needs of our campers and their families.

We have kept our summer camp registration fees low, at $35 per camper for the 5-day in-person camps, and $15 per camper for the 2-day in-person camps, although the cost of running the program has increased with time. In addition, we are able to provide fee waivers to those in need. Over the last several years we saw an increase in requests for financial assistance, from 13% – 18% of our campers prior to 2010, to 22% – 26% of campers from 2010 – 2013. This trend has only just now reversed. From 2014 to 2019, 11% – 18% of campers requested and received fee waivers. Based on these numbers, we know that the need exists in our community for low-cost support programs and that we are getting those kids to camp and to our family outings..

Our progress on other goals is also great based on positive evaluations from parents, campers, volunteers, and reports from our local hospital. We successfully renewed our ACA accreditation for another 5 years, based on our 2018 campsite visit and evaluation. In addition, in 2019, we successfully renewed our COCAI Gold Ribbon status for another 5 years, which reflects compliance with additional standards for excellence in children's oncology programs.

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
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 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 people’s interactions with us (e.g., site, frequency of service, etc.), We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback

  • 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 hard to come up with good questions to ask people

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 380.93 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 12.7 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 5% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990


Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


Balance sheet

Fiscal Year: Jan 01 - Dec 31

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


Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of CAMP HOBE INC’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 $10,826 $130,049 $83,713 $76,210 -$24,071
As % of expenses 5.5% 68.4% 41.7% 29.9% -9.1%
Unrestricted surplus (deficit) after depreciation $10,826 $130,049 $83,713 $76,210 -$24,071
As % of expenses 5.5% 68.4% 41.7% 29.9% -9.1%
Revenue composition info
Total revenue (unrestricted & restricted) $236,067 $271,382 $249,628 $289,521 $334,339
Total revenue, % change over prior year 5.1% 15.0% -8.0% 16.0% 15.5%
Program services revenue 2.6% 2.1% 0.1% 1.5% 1.6%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 5.7% 7.5% 8.9% 7.6% 6.3%
Government grants 0.0% 0.0% 0.0% 0.0% 0.0%
All other grants and contributions 89.8% 90.5% 100.9% 90.9% 93.4%
Other revenue 1.8% -0.1% -9.8% 0.0% -1.3%
Expense composition info
Total expenses before depreciation $195,369 $189,998 $200,712 $254,556 $265,657
Total expenses, % change over prior year -4.8% -2.7% 5.6% 26.8% 4.4%
Personnel 20.6% 24.4% 25.5% 27.3% 29.6%
Professional fees 5.5% 6.8% 5.5% 6.7% 5.7%
Occupancy 11.9% 12.0% 0.0% 5.0% 4.9%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 62.0% 56.8% 69.0% 61.1% 59.8%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $195,369 $189,998 $200,712 $254,556 $265,657
One month of savings $16,281 $15,833 $16,726 $21,213 $22,138
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $211,650 $205,831 $217,438 $275,769 $287,795

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 11.4 16.3 17.8 15.2 16.9
Months of cash and investments 37.2 46.2 47.0 42.3 39.1
Months of estimated liquid unrestricted net assets 37.0 46.3 48.8 42.1 39.3
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $185,877 $258,748 $297,109 $323,286 $374,119
Investments $420,460 $473,221 $489,257 $573,612 $492,534
Receivables $5,467 $10,081 $34,344 $846 $2,550
Gross land, buildings, equipment (LBE) $0 $0 $0 $0 $0
Accumulated depreciation (as a % of LBE) 0.0% 0.0% 0.0% 0.0% 0.0%
Liabilities (as a % of assets) 0.4% 0.4% 0.5% 0.5% 0.2%
Unrestricted net assets $603,055 $733,104 $816,817 $893,027 $868,956
Temporarily restricted net assets $11,000 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $11,000 $13,000 $5,000 $5,000 $5,000
Total net assets $614,055 $746,104 $821,817 $898,027 $873,956

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.

Form 1023/1024 is not available for this organization

Executive Director

Christina Beckwith

Christina Beckwith (also known as Wapiti Mama) has been with Camp Hobé since 1988. She has done practically every job there is at Camp Hobé, from Field Games to cabin counselor to kitchen staff. She oversees all Camp Hobé operations and programs. Camp is the favorite part of her year. She has also volunteered with the Red Cross, University Hospital, the 1996 Summer Games and 2002 Winter Games, and at camps for kids with asthma and muscular dystrophy. * Executive Director, Camp Hobé, 1995-present; Volunteer, Camp Hobé, 1989-1994; Board of Directors, Children's Oncology Camps Association International, 2003-2007; Board of Directors, Utah Elks Camp Wapiti, 2005-2008 * Daughter of cancer survivor * PharmD, University of Utah, 1992; BS, Pharmacy, University of Utah, 1990; Specialty Residency, Drug Information, University of Utah Hospital, 1992-1993

Number of employees

Source: IRS Form 990


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

There are no highest paid employees recorded for this organization.


Board of directors
as of 06/26/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Cory Wright

Long Building Technologies

Term: 2019 - 2024

Christina Beckwith

University of Utah Health Care, Pharmacy Department / Informatics

Mary Ann Owens

Selecthealth / Intermountain Health, Government Programs

Rebecca Smyrniotopoulous

State of Utah, Utah State Legislature / Human Resources

Cory Wright

Long Building Technologies

Kameron Leon

Primary Children’s Hospital, Hematology/Oncology Service Line

Stephanie Wilkins

Springbuk Inc, Legal Affairs and Counsel

Belinda Thayn

Castleview Hospital, Child Life

Ben Moresco

Primary Children's Hospital, Rainbow Kids Pediatric Palliative Care Team

Phil Parsons

Law Offices of Philip A. Parsons

Andrew Halliburton

Black Mountain Creative

Amy Haran

USANA Health Sciences, Communications

Malis Rasmussen

State of Utah, Insurance Department

Drey Bigney

Nerd United, Engineering

Zain Siddiqui

PricewaterhouseCoopers, Intelligence

Shane Miller

Sportsmans Warehouse, Store Operations

Emily McMillan

Unified Purchasing Group, Marketing and External Relations

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? No

Organizational demographics

SOURCE: Self-reported; last updated 6/26/2023

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: 08/31/2019

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 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.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • 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.