Senior Center Incorporated

“The board of directors finance and audit committees meet jointly to review the form 990 and ensure its accuracy before it is filed. The form 990 is provided to the entire board of directors for their review prior to filing with irs.”

“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 the 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 the following: evaluation of 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 his accomplishments, his sense of his strong points, and identifies any area(s) where he feels 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 the 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.”

“All of our governing documents are in a binder in our senior center library for anyone to review. Senior 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 in our governing documents binder in our library and are made available upon request.”

“Participants reported that 97% had more energy, 86% felt more mentally alert, 85% happier, and 70% felt balance was better. To measure participation, the center evaluates the data of those who voluntarily check in. The number of individuals in these statements reflects unduplicated check-ins, while the number of times they participated reflects duplicated check-ins. However, many participants choose not to check in. Door counter data indicates an average of 350 daily entries and over 100,000 entries in the last year.”

“Choose not to check in. Door counter data indicates an average of 350 daily entries and over 100,000 entries in the last year.”

“Friends. To measure participation, the center evaluates the data of those who voluntarily check in. The number of individuals in these statements reflects unduplicated check-ins, while the number of times they participated reflects duplicated check-ins. However, many participants choose not to check in. Door counter data indicates an average of 350 daily entries and over 100,000 entries in the last year.”

“Crafts and the arts/creativity & lifelong learning - 354 individuals participated 5,498 times. Occurring several times a week, the activity objectives are to offer intruction, collaboration, and performance opportunities that encourage self-expression. The goal is that participants challenge themselves to grow creatively, intellectually, and/or spiritually. Arts and performing arts (measured as intellectual wellness) participants reported that: 100% learned something new, 97% feel a sense of accomplishment, 96% feel more mentally alert, and 92% met people with similar experiences. Arts and crafts (measured as vocational wellness) participants reported that 100% feel a sense of accomplishment, 95% feel more mentally alert, and 100% have made new friends. Services/healthy aging opportunities - 216 individuals participated in services offered through the senior center 2,397 times. Occurring several times a week, the activity objectives are to offer physically and financially accessible basic support services such as a bereavement support group and affordable pedicures, as well as financial and legal consultations. The goal is that participants connect with needed physical and/or social support. Support group (measured as emotional wellness) participants reported that: 94% have a more postive outlook on life, 96% are better able to express themselves, and 100% have met someone with whom they can discuss similar experiences. Partner organization programs/civic involvement - 260 individuals participated in services or programs offered in collaboration with partner organizations 1,324 times. Offered several times a week, the activity objectives are to offer participants access to a greater variety of services and programming. The goals are for the senior center to contribute to our community by sharing resources with other organizations, and for participants to connect with additional physical, intellectual, and/or social support services. Partner program collaborations include community support groups such as parkinson's caregivers, tax aide offered by aarp, evidence-based wellness programs offered jointly with jaba, educational programs offered by osher lifelong learning institute of uva, medical information workshops offered by uva health system, and senior statesmen of virginia forums, to name a few. Volunteer opportunities - 489 volunteers contributed 55,116 hours of service at the center and 53 other nonprofits around our community. The total value of that service to our community is 1,271,531 (based on rate set by independent sector and virginia services). Occurring 6-7 days a week, the activity objectives are to offer opportunities to have a sense of purpose and to engage with the larger community. The goals are that participants contribute to our community by using their many skills and experiences to serve others. Volunteering is also an important factor for senior wellness. Clinical studies show that seniors who volunteer are happier, have an increased sense of well-being, enjoy broader social networks, and live longer. Finally, with only twelve staff positions, hundreds of volunteers provide 65% of the labor required to run the senior center and to make it possible to keep the costs of the center's programs and services as low as possible.”