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.”

“65% of the labor required to run the senior center and make it possible to keep the costs of the center's programs and services as low as possible. Vocational wellness program participants reported that 100% feel they are contributing to the community, feel a sense of accomplishment, and feel more mentally alert. 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. The average daily check-ins for fy17 were 133 which is almost half the number of daily entries captured by the door counter. Door counter data indicates an average of 350 daily entries and over 100,000 entries in the last year.”

“Lifelong learning & travel - 521 individuals participated lifelong learning programs 5,311 times. Additionally, 129 individuals participated in educational travel presentations 442 times. Occurring several times a week, program objectives are to offer physically and intellectually accessible programs to stimulate the mind, to seek understanding, and to learn more about self and others. The goal is that participants challenge themselves to grow intellectually, spiritually, and/or creatively. In fy 2017, the center offered over 40 high-quality lifelong learning programs and travel presentations. Intellectual wellness program participants reported that: 95% learned something new, 93% feel a sense of accomplishment, 84% feel more mentally alert, and 100% have fun. Arts, performing arts & arts and crafts - 345 individuals participated 5,782 times. Occurring several times a week, there were more than 30 arts programs in fy17. The program objectives are to offer instruction, collaboration, and performance opportunities that encourage self- expression. The goal is that participants challenge themselves to grow creatively, intellectually, and/or spiritually. Services - 279 individuals participated in more than 10 services offered through the senior center 2,501 times. Occurring several times a week, service 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. Emotional wellness program participants reported that: 90% have a more positive outlook on life, 87% are better able to express themselves and have met someone with whom they can discuss similar personal experiences. Partner organization programs - 295 individuals participated in over 20 services or programs offered in collaboration with partner organizations 1,153 times. Offered several times a week, partner program 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 at uva, medical information workshops offered by uva health system, and senior statesmen of virginia forums, to name a few.”