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7701 E 21ST ST
Indianapolis IN 46219-2406
Indianapolis IN | IRS ruling year: 1955 | EIN: 35-0924720
TO EXPAND OPPORTUNITIES AND ENHANCE THE QUALITY OF LIFE FOR PEOPLE WITH DISABILITIES AND THEIR FAMILIES THROUGH INDIVIDUALIZED SERVICES
Great
This charity's score is 100%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Noble Inc. is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Noble Inc. has earned a 100% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2020, which is the most recent Form 990 currently available to us.
Learn more
Full Credit
Partial Credit
No Credit
Not ApplicableBoard Composition - 20/21 - 25/25 ptsBoard Composition - 20/21 - 25/25 pts
Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters.
Source: IRS Form 990
Independent Audit or Financial Review - Audited - 20/20 ptsIndependent Audit or Financial Review - Audited - 20/20 pts
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
| Total Revenue Amount | Expectation to Receive Credit |
|---|---|
| $1 million or higher | Expected to complete an audit |
| $500,000 - $1 million | Expected to complete an audit, review, or compilation |
| Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Conflict of Interest Policy - Listed - 3/3 ptsConflict of Interest Policy - Listed - 3/3 pts
Charity Navigator looks for the existence of a conflict of interest policy on the Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Board Meeting Minutes - Documented - 3/3 ptsBoard Meeting Minutes - Documented - 3/3 pts
Charity Navigator looks to confirm on the Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Document Retention and Destruction - Listed - 3/3 ptsDocument Retention and Destruction - Listed - 3/3 pts
Charity Navigator looks for the existence of a document retention and destruction policy per the Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Whistleblower Policy - Listed - 3/3 ptsWhistleblower Policy - Listed - 3/3 pts
Charity Navigator looks for the existence of a whistleblower policy per the Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Website - Listed - 3/3 ptsWebsite - Listed - 3/3 pts
Charity Navigator looks for a website on the Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 10.64% - 15/15 ptsLiabilities to Assets Ratio - 10.64% - 15/15 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
| Liabilities to Assets Ratio | Amount of Credit Received |
|---|---|
| Less than 50% | Full Credit |
| 50% - 59.9% | Partial Credit |
| 60% or more | No Credit |
Source: IRS Form 990
Program Expense Ratio - 83.06% - 25/25 ptsProgram Expense Ratio - 83.06% - 25/25 pts
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
| Program Expense Percentage | Amount of Credit Received |
|---|---|
| 70% or higher | Full Credit |
| 60% - 69.9% | Partial Credit |
| 50% - 59.9% | Zero Points for Program Expense Score |
| Below 50% | Zero Points for Both Program Expense AND Liabilities to Assets Scores |
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
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
Source: IRS Form 990 (page 7), filing year 2020
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Other school related activities (BMF activity code: 059)
Foundation Status:
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)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability 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 (Noble Inc.) or EIN (350924720) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Noble Inc. reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
Staffing
How COVID-19 impacted the organization's operations financially:
The reimbursement we receive from the state for providing services declined dramatically when COVID hit. However, we were able to mitigate that somewhat by applying for and receiving the PPP loan. That ensured that our staff members would continue to earn a steady paycheck and retain their health insurance. With small group services suspended for several months, staff spent that time enhancing their skills through competency-based training, cross training for our 24/7 services, and learning our enhanced health & safety protocols. Our community partners also stepped up to help organizations like Noble by making COVID-related grant funding available. By adapting to the challenges we continue to face, Noble has been able to navigate the financial impact of COVID on our organization's capacity to continue serving as a vital safety net for our community.
How COVID-19 impacted the organization's delivery of programs:
When COVID hit in early 2020, Indiana Gov. Holcomb issued a Stay-At-Home order, which resulted in the suspension of many Noble services for several months. Because of our commitment to families when their loved one began participating in our 24/7 Community Living service, those staff members were deemed essential workers and services continued uninterrupted. One-on-one therapies and supports like early intervention for babies and toddlers, or our Community Employment services for individuals who were designated essential workers likewise continued, but in most cases moved to a virtual/online format. Program staff members shifted the focus to contacting families and individuals on a regular basis to check in, ensure essential needs were met, organized food deliveries, and connected them with community resources. Staff delivered care packages and hosted Zoom gatherings to alleviate social isolation. With every challenge, our staff worked hard to pivot and ensure that needs were met.
How this organization adapted to changing conditions caused by COVID-19:
As COVID-related challenges have continued to ebb and flow, our staff remains flexible in responding to changing conditions, continued all health and safety protocols, and adjusted from in-person to virtual format and back again as needed and often in response to the family's comfort level. Our COVID procedures have been formally amended at least seven times in response to changing conditions and updated guidelines from the CDC and the Indiana Health Department. Through it all, we have kept the health and safety of individuals served and our staff as our top priorities, continue to meet needs as they arise, seize grant opportunities as they become available and to maintain open communication. Key to our ability to meet these obligations was to harness the power of technology wherever and whenever possible.
Innovations the organization intends to continue permanently after the pandemic:
Over these many months, we quickly learned that while there is no substitute for in-person services, having the ability to connect seamlessly through virtual platforms has many benefits and efficiencies that will continue in a post-COVID world. For example, our Behavioral Therapy is one that adapts well to a virtual format. Our Behavior Consultants who work with college students with autism have found that they can continue regular sessions via FaceTime rather than wait for school breaks. Situations that previously had to wait for the next in-person session can now happen almost instantly. Staff meetings hosted at one location are now held via Zoom, eliminating the expense of mileage and lost time due to driving. Helping a child reach developmental milestones can continue without losing ground when connecting virtually is the best option for the child (ie pre- and post-operative periods). Such efficiencies will continue to be harnessed.
Not Currently Scored
Noble Inc. cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
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.
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Noble Inc. reported its three largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
ADULT SERVICES: NOBLE OFFERS SOCIAL, VOCATIONAL, AND RECREATIONAL SERVICES TO HUNDREDS OF ADULTS WITH DEVELOPMENTAL DISABILITIES IN RESIDENTIAL, COMMUNITY AND FACILITY-BASED SETTINGS TAILORED TO EACH ... (More)
ADULT SERVICES: NOBLE OFFERS SOCIAL, VOCATIONAL, AND RECREATIONAL SERVICES TO HUNDREDS OF ADULTS WITH DEVELOPMENTAL DISABILITIES IN RESIDENTIAL, COMMUNITY AND FACILITY-BASED SETTINGS TAILORED TO EACH INDIVIDUAL'S NEEDS, DREAMS AND GOALS. SELF-ADVOCACY, INTEREST-BASED CLUBS, THERAPEUTIC ART, MUSIC THERAPY, RECREATIONAL THERAPY, HORTICULTURE, VOLUNTEER WORK AND LIFE SKILLS DEVELOPMENT ARE JUST A FEW OPTIONS FROM WHICH INDIVIDUALS CAN CHOOSE TO STRUCTURE THEIR SERVICES. (Less)
Spent in most recent FY
Percent of program expenses
BUSINESS ENTERPRISES AND WORK CREWS: THROUGH THESE VOCATIONAL SERVICES, NOBLE PROVIDES A VARIETY OF SUPERVISED WORK OPPORTUNITIES IN BOTH FACILITY AND COMMUNITY-BASED SETTINGS FOR HUNDREDS OF ADULTS W ... (More)
BUSINESS ENTERPRISES AND WORK CREWS: THROUGH THESE VOCATIONAL SERVICES, NOBLE PROVIDES A VARIETY OF SUPERVISED WORK OPPORTUNITIES IN BOTH FACILITY AND COMMUNITY-BASED SETTINGS FOR HUNDREDS OF ADULTS WITH DISABILITIES TO LEARN NEW SKILLS, DISCOVER CAREER IN (Less)
Spent in most recent FY
Percent of program expenses
COMMUNITY LIVING: RESIDENTIAL SERVICE HELPS PEOPLE WITH DISABILITIE CREATE A HOME THAT MEETS THEIR INDIVIDUAL NEEDS AND FOSTERS THEIR DREAMS OF LIVING AS INDEPENDENTLY AS POSSIBLE.
Noble Inc. has earned a 100% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
We serve children and adults with developmental and/or intellectual disabilities like Down syndrome and autism, as well as their loved ones. Through our services, we help people with disabilities live their best lives by mapping out an individualized person-centered plan on their goals and aspirations. Simply put, our mission is to help the people we serve "Dream it. Live it." In addition, we support the loved ones of those we serve through educational forums, respite services, connection to community resources and advocacy at all levels of government.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Case management notes, Suggestion box/email, Other means
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
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our board, Our funders, Our community partners
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
By soliciting input on how we are doing, the people we serve and their loved ones are empowered to advocate for what they want and need from Noble in order to live their best lives. Their input provides Noble with the direction needed to be responsive, innovative and forward-thinking.
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback, It is difficult to get honest feedback from our clients, Other means
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
With heightened concerns about diversity, equity and inclusion in our community, we worked with our Employee Assistance Program to host forums for staff to share concerns, thoughts and feedback. That was followed by an online survey that was emailed and texted to all staff members. As promised, our CEO shared all feedback unedited (except where it would betray the promise of anonymity) in an all-staff email. That feedback (and these steps, which will be repeated semi-annually) help us refine our Diversity and Inclusion Plan and the goals outlined in it annually. Staff in all areas of our organization participate at every step of the process. We also launched a staff-led Diversity and Inclusion Council to implement input, host cultural awareness initiatives & recommend staff trainings.
Equity Practices - Data Available - 100/100 ptsEquity Practices - Data Available - 100/100 pts
70% of beacon score
This organization's score of 100 is a passing score. The organization reported that it is implementing 14 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (7/7) | |
|---|---|
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
We ask team members to identify racial disparities in their programs and/or portfolios. | |
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
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 | |
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization. | |
Equity Policies and Procedures (7/7) | |
|---|---|
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. | |
We have community representation at the board level, either on the board itself or through a community advisory board. | |
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability. | |
We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
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. | |
Noble Inc. has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
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.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Noble's mission is to expand opportunities and enhance the quality of life for people with disabilities and their families through individualized services.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Noble envisions a world in which children and adults of all abilities live out their dreams in a community that embraces their contributions and recognizes them as fully participating members of our society.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Enhance Noble services across the lifespan of people with intellectual/ developmental disabilities while prioritizing quality, a person-centered approach, financial stability and community engagement.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Two: Proactively plan and position Noble to embrace changes in individual and family needs as they relate to the future provision of disability services.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Three: Strengthen operations and services through diversified fundraising efforts that respond to current trends, meet the needs of existing donors and attract potential new contributors.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
Each year, our managers and upcoming leaders are encouraged to apply for the INARF Leadership Academy. This intensive yearlong training draws emerging leaders in the field of disability services from around the state, and there is a competitive selection process to be admitted. Classroom training on a variety of leadership topics is supplemented by outside speakers and team projects, with attendees expected to participate in each of the monthly day-long sessions. Graduates go on to incorporate the best practices gained as they grow within their current organizations and throughout the field. Over the last several years, Noble has had two emerging leaders selected to participate in each yearlong training. We also support and encourage our emerging leaders to participate in the Hoosier Leadership Institute as well as the Indiana Latino Institute's Leadership Academy.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Raising Awareness
Policy Advocacy
At Noble, we believe in forging public, private, and philanthropic partnerships to amplify our collective voice so we can achieve shared objectives. With our community partners, we develop public policy priorities that allow us to work more effectively with our elected officials to bring about change. Doing so also enables us to capitalize on the rich diversity of our community, advocate for the needs of those we serve, and form a solid foundation on which to pursue joint initiatives that strengthen our entire community. When each partner brings their unique strengths to bear in turning challenges into opportunities, we are better equipped to develop and implement robust solutions.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The biggest challenge we have faced in the last year has been in addressing the ripple effects of this COVID pandemic. People with disabilities are often the first to be laid off or furloughed from their jobs, which can cause financial hardship, decreased feelings of self-worth and increased social isolation. Others left their jobs, fearful of being exposed to the virus. Regardless of the reasons, the challenge becomes how to return to stable employment. Those who continued as essential workers often experienced schedule shifts that required changes in transportation arrangements and the need to learn new safety protocols. Another ripple effect has been the abrupt need to quarantine staff, people with disabilities, and individuals in their households due to exposure. Pre-existing health conditions that place individuals we serve at higher risk have also led to an anemic recovery in service delivery. Despite vaccine availability, the fear of exposure has kept many people in "self-quarantine." As part of the many health and safety protocols we have put into place, we continue to spend considerable time and effort on educating the people we serve and staff on the benefits of vaccination, proper hand washing, the need for social distancing, the need to continue wearing masks and how to use other PPE. Barriers that we have been able to pivot around include the need to transition First Steps early intervention, Music, Recreational and Behavioral therapies to remote service provision. This has prevented a regression in achieving goals. Community Living has largely continued uninterrupted, albeit with occasional exposures and the need to quarantine. While this has galvanized efforts to seek out new sources of grant funding, success in this area has been dampened by the cancellation of three fundraisers. The bottom line: the anemic return to services has significantly impacted revenue and the need to continue pursuing all grant funding options.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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