The Samuel Roberts Noble Foundation Inc

“Pursuant to the institute's limited liability operating agreement, the samuel roberts noble foundation (the foundation) serves as the sole member-manager of the institute. In this capacity, the foundation also is referred to as the institute's "governing body." the foundation manages the business affairs and properties of the institute, and all corporate powers shall be exercised by, or under the direction of the foundation. The foundation provides leadership for the institute to carry out its charitable purposes, act as a good steward of its resources, and conduct and support its activities in accordance with the vision of founder lloyd noble. The foundation further directs management to formalize and implement the institute's strategic plan. The foundation is an independent member, as the foundation is a section 501(c)(3) private non-operating foundation that has no vested financial interest in the success of the institute. The foundation, as the sole member-manager, is not deemed to lack independence merely because it is a donor to the institute.”

“Members or stockholders pursuant to the institute's limited liability operating agreement, the samuel roberts noble foundation (the foundation) serves as the sole member-manager of the institute. In this capacity, the foundation also is referred to as the institute's "governing body."”

“Form 990 review form 990 is presented to the audit committee of the governing body (the samuel roberts noble foundation) by the institute's tax preparers. A final copy is made available to the governing body with sufficient time to provide comments and revisions to form 990 prior to its filing with the internal revenue service.”

“Conflict of interest policy officers and key employees annually submit information disclosure forms to disclose financial/business relationships and potential conflicts of interest (coi). The organization's president addresses any questions or uncertainties regarding the coi disclosures. Submitted forms are reviewed and archived by the corporate secretary of the organization.”

“Compensation process: an internal review and analysis is completed every two years which considers the organization's strategic plan, pay philosophy, prevailing market practices and relevant regulatory mandates (the last being in 2023). An outside nationally recognized compensation consultant is used at least every three years to review our compensation program (the last being in 2022). The review and analsyis are presented to the institute's governing body (the samuel roberts noble foundation) for consideration. The governing body determines the compensation for the president/ceo based upon market review data and performance. The compensation for all other officers and executive team members is determined by the president/ceo based upon market review data and performance.”

“Organization's documents open to the public the organization's governing documents, conflict of interest policy and annual form 990 are provided to the public through a link on the organization's website.”

“As the primary tool for land transformation, the institute seeks to engage and build knowledge, skills and confidence in u.s. Farmers and ranchers through institute-hosted educational experiences. These educational experiences provide pathways for transferring institute research outcomes and operational experiences. The institute conducts practical, grazing land-focused agriculture research to observe, measure, study, and assess the ecosystem service responses to land management. This landscape-scale research occurs on institute ranches as well as other u.s. Grazing properties. This research is performed, in part, in conjunction with both land grant universities and non-land grant colleges of agriculture. The institute's ranches are regeneratively managed and consist of 13,500 acres of introduced pasture and native grazing lands in southern ok, which is the subject of extensive ecological measurement and assessment as living laboratories. The ranches further serve as examples for management and production practices and outcomes.”

“Professional advisory services: program service expenses 4,128,907. Management and general expenses 391,010. Fundraising expenses 208,896. Total expenses 4,728,813. Subawards: program service expenses 3,200,978. Total expenses 3,200,978. Participant support costs: program service expenses 140,000. Total expenses 140,000.”

“Change in post-retirement benefits 732,595.”