Senior Center Incorporated

“The board of directors finance and audit committee reviews 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 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.”

“Senior center, inc.'s (doing business as "the center") mission is to positively impact our community by creating opportunities for healthy aging through social engagement, physical well-being, civic involvement, creativity, and lifelong learning. The center's 2021 fiscal year (april 1, 2020-march 31, 2021) offered unprecedented challenges under the covid pandemic. However, in fy21, with the support of a community of volunteers, donors, and staff, the center was able to create and deliver over 10,000 hours of healthy aging programming to support the physical fitness, social ties, lifelong learning, resiliency, and independence of older adults.”

“Fitness/physical wellness - the center offered over 50 recurring high- quality, senior-appropriate fitness and physical wellness programs designed to improve or maintain the physical health of community participants so they can remain independent and enjoy a better quality of life. Members participated 18,061 times in fitness and physical wellness programs, which are created to be affordable, meet a wide range of ability levels, and preserve or increase functional fitness. Additionally, they help delay, decrease, or prevent chronic diseases-which account for 75% of u.s. Health care spending and are the leading cause of death and disability in the u.s. In a survey conducted after a wellness seminar held during the year, 100% of participants reported that the workshop exceeded their expectations and that they learned new information that encouraged them to live healthier lives.”

“Volunteer opportunities - not only does research show an impressive relationship between volunteering and good health, it suggests that the physical and mental benefits are greater for people 65 and older. 301 center volunteers contributed 18,837 hours of service at the center and at 16 nonprofits throughout our community. According to the virginia office on volunteerism and community services, the economic impact of these volunteer service hours equates to over 548,910. Clinical studies show that seniors who volunteer are happier, have an increased sense of well-being, enjoy broader social networks, and live longer. With limited paid staffing, volunteers provide much of the labor required to run the center, allowing us to keep the costs of programs and services low. These volunteers are also changing the way people think about older adults-using their talents and skills in myriad ways to better the community, seniors show they are active, involved, and essential.”

“Lifelong learning/intellectual wellness - this important programming enables participants to grow intellectually, spiritually, and/or creatively, and they did so 6,665 times. Neuroscientists and gerontologists have deemed lifelong learning essential to healthy aging; participants in these programs develop new skills and connect with others while gaining a broader understanding of the world. The center offered over 60 high-quality lifelong learning programs. In recent participant surveys, 99% reported that their minds were stimulated by a program they attended. Arts, performing arts, and crafts - global studies link arts participation with positive cognitive, social, and behavioral outcomes across the lifespan; its proven effectiveness and cost-effectiveness as a health promotion strategy offers incredible potential for community health. Members participated 1,585 times in center arts, performing arts, and arts and crafts programing. Arts programing offers instruction and provides performance opportunities that encourage self-expression and creativity. 100% of individuals who participated in an arts and crafts program reported that they learned something new and would recommend the class to others. Partner organization programs -the center regularly partners with other community nonprofits to share limited resources and enhance delivery of physical, intellectual, and/or social support services. Through partner programing, community participants can access a greater variety of services and activities that align with our region's public health priorities. Partner program collaborations include community support groups such as hospice of the piedmont, aarp's tax aide, evidence-based wellness programs offered with jaba, financial wellness programs in conjunction with cfa institute, medical information workshops offered by uva health system, and senior statesmen of virginia forums, to name a few. Due to covid restrictions and the impact of them on center operations, these partnerships were either put on hold or severely restricted. The center held a fall and spring diversity lecture series via zoom. There were 1,617 participants.”

“Lease expenses 91,773 lease expenses -91,773”