Senior Center Inc

“Management reviews form 990 to ensure its accuracy before it is filed. Copies of the form 990 are provided to the finance committee and board of directors.”

“New board members sign a document acknowledging the review and understanding and adherence to our conflict of interest policy. Additionally, the president and executive director when preparing board agendas consider if there are any potential conflicts of interest that may arise.”

“The executive committee of the board of directors of senior center, inc. Is charged with the responsibility of making recommendation regarding the salary of the executive director. In fulfilling this responsibility, the committee considers a number of related factors, including evaluating the quality of performance. The committee, consisting entirely of independent individuals, conducts an informal evaluation of the executive director's performance as needed, and a formal evaluation, which has been developed by the executive committee, in april of each year. In preparation for the formal evaluation, the director gives the committee a written report of accomplishments and identifies strong points and any area(s) where improvement is needed. In addition to the committee's review of performance, each member of the board of directors completes an anonymous evaluation of the executive director, which is tabulated by the chair of the executive committee. The chair of that committee and the president of the board of directors, if different, meet with the executive director for a formal evaluation. The findings of the evaluation are shared with the board, which then confirms or adjusts the salary increase. To arrive at fair compensation, the committee reviews periodically the salary ranges of nonprofit organizations in the area, including use of independent salary surveys, compares where we are on the scale, and then recommends to the board any compensation adjustment. It is the center's belief that fair and just compensation is in the best interest of the center as a retention and recruitment strategy. In determining the salary for the current executive director, much consideration is given to his vision for the future of the center, his ability to translate that vision into long-range planning, and a track record of leadership qualities needed to carry out and sustain the vision. Minutes of committee meetings are kept to ensure contemporaneous substantiation is documented.”

“Currently the organization does not have any employees who meet the definition of a key employee and no officers, other than the executive director, receive compensation. If this changes, the same process as that used for determining the compensation of the executive director will be used.”

“Center bylaws, which include our conflict of interest policy, are available and are circulated to anyone who requests them. Our annual audit and form 990 are also on our website and are made available upon request.”

“Since 1960, senior center, inc. (doing business as "the center") has worked to enrich the lives of older adults in our community by providing programs and opportunities that support healthy aging through social engagement, physical activity, volunteerism, creative expression, and lifelong learning. The cdc recognizes the aging of america's population as a significant public health challenge for the 21st century. Improving quality of life and promoting independence among older adults has become a national priority. Research shows that older adults who participate in programs like those offered by the center experience better health outcomes, are more likely to age in place successfully, and may incur lower healthcare costs. In fy25 (april 1, 2024-march 31, 2025), the center delivered 10,961 classes, events, programs, and trips-each one aimed at helping older adults maintain resilience, wellness, and independence.”

“Social/emotional wellness and recreation- social connection plays a vital role in managing the challenges of aging and in promoting overall wellness. Loneliness and isolation have been linked to poor health outcomes such as depression, high blood pressure, cognitive decline, and a greater likelihood of needing long-term care. To address these risks, the center delivered 4,251 hours of recreational programming alongside 460 hours of dedicated support groups like wise women connect, wednesday group for men, the low vision support group, and the dementia caregiver support group. These gatherings help participants build relationships and create support systems they can rely on in times of need. In an fy24 survey, 93% of respondents agreed that being part of the center helped them develop a more positive outlook on life.”

“Fitness/physical wellness - maintaining physical health is essential to preserving independence in older adulthood. In fy25, the center provided over 7,870 hours of fitness and wellness opportunities, including more than 60 ongoing fitness classes specifically designed for older adults. These classes address a wide spectrum of fitness levels and include newly added offerings like parkinson's yoga, zumba, and cardio drumming. In a recent survey, 86% of respondents reported feeling better physically as a result of participating in the center's fitness programs, and 72% said these programs helped them stay independent. Whether improving balance, strength, flexibility, or endurance, our programs aim to support each participant's ability to live a full and active life.”

“Lifelong learning/intellectual wellness - continuing to learn and grow is an essential part of healthy aging. Intellectual engagement helps enhance memory, build coping strategies, and may slow cognitive decline. This year, the center hosted 1,658 hours of lifelong learning programming. Classes ranged from practical workshops like social security 101 to enriching community discussions like cinema discussion group. These offerings encourage curiosity, strengthen thinking skills, and foster a sense of belonging and shared discovery. Arts, performing arts, and crafts - engagement with the arts is linked to positive cognitive, emotional, and behavioral outcomes. Participatory arts are especially powerful as tools for promoting well-being among older adults. The center offered 3,686 hours of arts programming this year, from classes in visual arts and crafts to performance opportunities in music and theater. In addition, the center hosted 244 hours of special events, such as concerts, art exhibition receptions, and author talks. These programs provide creative outlets, encourage self-expression, and promote joy, interaction, and mental stimulation. Partner organization programs -collaborating with other local nonprofits strengthens the center's ability to serve our community and aligns with broader public health goals. Through partnerships with groups such as piedmont master gardeners, osher lifelong learning institute, alzheimer's association, charlottesville climate collaborative, uva health, sentara healthcare, and many others, the center was able to offer 648 hours of partner programming this year. These collaborations expand access to specialized services, share limited resources, and reinforce a community- wide commitment to healthy aging. The center is also an active participant in the charlottesville area alliance, working to promote age-friendly policies and services across the region.”

“Lease expenses 105,829 lease expenses -105,829”