The Center at Belvedere (The Center)
Discover the Power of Healthy Aging
The Center at Belvedere (The Center)
EIN: 54-0735666
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Increasing the number of older adults who live high-quality, productive, and independent lives is a public health priority. The Senior Center (d. b. a. The Center) helps older adults increase the number of years they spend in good health with hundreds of programs that promote physical activity, social ties, lifelong learning, resiliency, and independence. Research proves that people who participate in programs like those at The Center incur lower health care costs, have a more positive outlook on life, and give back to community as volunteers. Ensuring that every older adult in our community is able to pursue healthy aging, free from bias or barrier, is fundamental to The Center’s ability to meet its mission. Our multidimensional, comprehensive approach is the most effective and achievable means for improving health and well-being, not just in later life but at every stage of life.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
The Center
The Center creates opportunities for healthy aging that are physically, intellectually, and financially accessible so that older adults can:
- Connect with others for social support, emotional wellness, and fun
- Challenge themselves to improve physically, intellectually, and artistically
- Contribute their many skills and experiences in service to our community.
Opportunities include-
Health and Fitness: encourages whole person wellness through healthy lifestyle choices
Volunteering: benefiting others by sharing skills and wisdom
Lifelong Learning & Travel Programs: stimulates the mind, to learn more about self and others
Arts, Performing Arts & Arts and Crafts: encourage self-expression and creativity
Recreation: fun, social activities that create community
Services: support, for issues such as bereavement, self-care, and legal consultations
Partnerships: offering access to a greater variety of services and programming by partnering with other area nonprofits.
Where we work
Awards
Design for Aging Review Award of Merit 2021
American Institute of Architects
Better Business Champion 2021
Community Climate Collaborative
Excellence in Energy Efficiency 2022
Community Climate Collaborative
Pinnacle Award - one of the top community centers in North America 2022
International Council on Active Aging (ICAA) and NuStep LLC
Affiliations & memberships
Chamber of Commerce 1963
National Council on Aging 1960
National Institute of Senior Centers 1960
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsHours of volunteer service
This metric is no longer tracked.Totals By Year
Population(s) Served
Seniors, Older adults
Related Program
The Center
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Volunteerism is an important component of The Center's healthy aging mission. By volunteering, older adults share their skills and wisdom for the betterment of our community.
Number of participants engaged in programs
This metric is no longer tracked.Totals By Year
Population(s) Served
Older adults, Seniors
Related Program
The Center
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Each year the Center provides healthy aging opportunities to thousands of area older adults. These numbers represent duplicated program registration figures for each year.
Total dollar amount of scholarship awarded
This metric is no longer tracked.Totals By Year
Population(s) Served
Older adults, Seniors
Related Program
The Center
Type of Metric
Context - describing the issue we work on
Direction of Success
Increasing
Context Notes
Ensuring that every older adult can pursue healthy aging free from barrier or bias is fundamental to The Center’s ability to meet its mission. Scholarships are offered on a no-questions-asked basis.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Over the next three years The Center will pursue four outcomes:
*Propelling healthy aging to the forefront of community priorities
*Leveraging our award-winning center to achieve greater health gains through collaboration, exploration, advocacy, access, outreach, and partnerships
*Providing a place for people from all walks of life to age to the best of their potential
*Fortifying the resources need to achieve this vision.
What are the organization's key strategies for making this happen?
Through its programming, The Center provides healthy aging opportunities that are physically, intellectually, and financially accessible so that seniors can connect with others for social support, emotional wellness, and fun, challenge themselves to improve physically, intellectually, or artistically, and contribute their many skills and experiences in service to our community.
• Health and Fitness programs encourage whole person wellness through healthy lifestyle choices.
• Volunteer Opportunities strengthen the sense of purpose and engagement with the larger community.
• Lifelong Learning & Travel programs stimulate the mind, to seek understanding, and to learn more about self and others.
• Arts, Performing Arts & Arts and Crafts programs offer instruction, collaboration, and performance opportunities that encourage self-expression.
• Recreation programs offer fun activities, organized and are often led by a volunteer Center participant.
• Services provide basics support, for issues such as bereavement, self-care, or financial and legal consultations.
• Partner Programs provide access to a greater variety of services and programming.
The Center uses the following strategies to increase access and participation in its healthy aging programming:
• Programs are tiered to appeal to a variety of levels of skill or ability. For example, in fitness The Center offers selections from walking the local mall to hiking over mountains. In the performing arts such as band and dance there are options for beginners and advanced groups. In recreation, you can learn the basics of Bridge or play competitively.
• Programs run year-round at different times and on different days of the week to make them accessible to more people.
• Each year hundreds of programs and activities are offered that are free and open to the public
• The Mary P. Reese Scholarship Fund offers scholarships to anyone who expresses a financial need. Around 13% of Center members receive assistance from the Scholarship Fund.
What are the organization's capabilities for doing this?
Founded in 1960, The Center is the only place in our community where older adults can find wellness programming in all of the dimensions necessary for successful aging: intellectual, physical, emotional, social, spiritual, environmental, and vocational.
The Center is sustained financially through diverse revenue streams from both philanthropy and earned income. We receive no funding from local, state, or federal governments and significantly depend on support from individuals, foundations, corporations, and civic groups to fund our programming. We solicit this support through a variety of fundraising efforts including major giving circles, direct mail campaigns, and special events. Our earned income is derived from newsletter advertisements and facility rental, as well as nominal membership dues and program fees.
By owning our facility, and maintaining prudent cash reserves, we have maximized the impact of our earned income and philanthropic support. We receive unqualified audits annually and meet all the fiscal standards of the National Institute of Senior Centers as well as the Virginia Network of Nonprofit Organizations. These endeavors account for the current and future financial sustainability of all our programs.
The Center is also sustained by its staffing model. With only 13 full-time and 5 part-time positions making up our professional staff, volunteers supply 65% of the labor it takes to run the Center’s healthy aging programs. Our professional program staff works closely with our volunteers to ensure the overall quality and sustainability of our programs.
What have they accomplished so far and what's next?
Established in Charlottesville in 1960, The Center is the longest continually operating senior center in Virginia. The Center was recognized as the first nationally accredited senior center in the state by the National Institute of Senior Centers (NISC) and is one of just seven senior centers in the country to have attained accreditation four consecutive times.
The Center offers programs and resources, available both onsite and online, that help older adults to connect with others for social support and emotional wellness; challenge themselves to improve physically, intellectually, or artistically; and contribute their skills and experiences in service to our community.
Recognizing the building constructed in 1991no longer had the capacity to serve our community. The Center at Belvedere was constructed and opened in 2020. The new Center provides dedicated fitness rooms, a 400-seat performing arts auditorium, a life-long learning wing, an art room, a game room, a volunteer center, library and so much more. Conveniently located just two miles from our former site, the new Center is a welcoming, warm community hub with more than 47,000 square feet inside and generous outdoor space for healthy aging programs and partnerships. In 2021 the American Institute of Architects (AIA) awarded Charlottesville-based Bushman Dreyfus Architects, the prestigious Design for Aging Review Award of Merit for The Center at Belvedere. This award recognizes advanced design concepts, research, and solutions sensitive to the needs of an aging population.
In announcing the award, AIA representatives hailed The Center as a new prototype and model for similar centers. Calling the robust offering of activities and level of layout and detailed design “exceptional,” the jury noted that “Every aspect of the site, program, and building reflects a strong desire to be comfortable, safe, and life-enriching for its users … This is not a classic senior environment and works hard to break stereotypes.”
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
Increasing the number of older adults (individuals who are age 50 or better) who live high-quality, productive, and independent lives is a public health priority. The Center at Belvedere (The Center) offers over 150 programs each week, available both on-site and online, that help older adults to connect with others for social support and emotional wellness; challenge themselves to improve physically, intellectually, or artistically; and contribute their skills and experiences in service to our community.
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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, To understand people's needs and how we can help them achieve their goals
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What significant change resulted from feedback?
Research shows that seniors who participate in programs like those at The Center enjoy more years of good health, have greater life satisfaction, and are much more likely to age in place. But to benefit from Center resources, individuals must be aware of them, be able to access them, and feel welcome participating in them. We have received feedback that some people of color feel unwelcome at The Center and that our past diversity, equity, and inclusion efforts were inconsistent and lacked impact. With the support of our Board, community stakeholders, staff, members, and volunteers, we have created a DEI action plan to guide our activities and measure our progress to ensure opportunities to extend healthy life expectancy and quality of life are available to everyone.
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
0.11
Months of cash in 2022 info
3.8
Fringe rate in 2022 info
27%
Funding sources info
Assets & liabilities info
The Center at Belvedere (The Center)
Revenue & expensesFiscal Year: Apr 01 - Mar 31
SOURCE: IRS Form 990
The Center at Belvedere (The Center)
Balance sheetFiscal Year: Apr 01 - Mar 31
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Apr 01 - Mar 31
SOURCE: IRS Form 990
This snapshot of The Center at Belvedere (The Center)’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$120,848 | $2,768,050 | $5,640,645 | $1,725,407 | $3,242,371 |
As % of expenses | -8.8% | 187.3% | 343.0% | 98.0% | 159.7% |
Unrestricted surplus (deficit) after depreciation | -$185,580 | $2,701,926 | $5,576,259 | $1,274,564 | $2,787,997 |
As % of expenses | -12.9% | 175.0% | 326.3% | 57.6% | 112.2% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $2,514,339 | $9,486,980 | $2,799,413 | $3,435,987 | $1,999,742 |
Total revenue, % change over prior year | 63.6% | 277.3% | -70.5% | 22.7% | -41.8% |
Program services revenue | 6.7% | 1.6% | 6.4% | 1.2% | 5.8% |
Membership dues | 8.6% | 2.1% | 8.6% | 7.8% | 14.7% |
Investment income | 0.2% | 0.1% | 0.6% | 1.1% | 2.6% |
Government grants | 0.0% | 11.6% | 0.0% | 0.0% | 25.0% |
All other grants and contributions | 81.7% | 84.0% | 73.4% | 43.7% | 43.8% |
Other revenue | 2.7% | 0.6% | 11.0% | 46.3% | 8.1% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $1,369,317 | $1,477,701 | $1,644,581 | $1,760,820 | $2,030,245 |
Total expenses, % change over prior year | 20.3% | 7.9% | 11.3% | 7.1% | 15.3% |
Personnel | 62.6% | 56.9% | 65.3% | 60.0% | 60.2% |
Professional fees | 5.7% | 4.4% | 3.4% | 2.8% | 4.3% |
Occupancy | 2.1% | 1.9% | 1.8% | 3.6% | 3.0% |
Interest | 0.0% | 0.0% | 0.0% | 17.1% | 12.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 29.5% | 36.8% | 29.5% | 16.5% | 20.4% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $1,434,049 | $1,543,825 | $1,708,967 | $2,211,663 | $2,484,619 |
One month of savings | $114,110 | $123,142 | $137,048 | $146,735 | $169,187 |
Debt principal payment | $0 | $0 | $0 | $1,969,417 | $1,440,327 |
Fixed asset additions | $0 | $0 | $18,923,794 | $0 | $0 |
Total full costs (estimated) | $1,548,159 | $1,666,967 | $20,769,809 | $4,327,815 | $4,094,133 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 10.9 | 23.0 | 9.9 | 9.5 | 3.8 |
Months of cash and investments | 14.4 | 26.8 | 13.2 | 14.2 | 7.9 |
Months of estimated liquid unrestricted net assets | 2.4 | 24.6 | -8.8 | -4.5 | 7.0 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $1,246,497 | $2,830,525 | $1,360,476 | $1,391,136 | $647,400 |
Investments | $399,750 | $471,370 | $454,907 | $691,697 | $689,244 |
Receivables | $799,923 | $5,089,246 | $2,080,235 | $1,158,750 | $507,497 |
Gross land, buildings, equipment (LBE) | $5,027,654 | $5,040,672 | $23,964,465 | $21,758,886 | $21,762,290 |
Accumulated depreciation (as a % of LBE) | 30.8% | 32.1% | 7.0% | 3.3% | 5.5% |
Liabilities (as a % of assets) | 2.5% | 5.8% | 41.2% | 30.5% | 27.4% |
Unrestricted net assets | $3,756,163 | $6,458,089 | $12,034,348 | $13,308,912 | $16,096,909 |
Temporarily restricted net assets | $2,751,761 | $8,006,508 | N/A | N/A | N/A |
Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
Total restricted net assets | $2,751,761 | $8,006,508 | $3,500,461 | $3,640,168 | $324,603 |
Total net assets | $6,507,924 | $14,464,597 | $15,534,809 | $16,949,080 | $16,421,512 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Mr. Peter M. Thompson
Peter Thompson has served as Executive Director since 1999. He received his MPA from VCU. He has served on the Boards of the National Institute of Senior Centers, Virginia Network of Nonprofits, Madison House, OLLI-UVA, Charlottesville Regional Chamber of Commerce, and Center For Nonprofit Excellence. For three years, he chaired a national task force on the future of senior centers in America. He is a senior center accreditation peer reviewer and standards trainer. He has been recognized with the United Way Excellence in Leadership and Leadership Charlottesville Leaders Leader awards and in 2022 he was named one of the top five Wellness CEOs in North America by the International Council on Active Aging (ICAA) and NuStep LLC with a Pinnacle Award.
Number of employees
Source: IRS Form 990
The Center at Belvedere (The Center)
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
The Center at Belvedere (The Center)
Highest paid employeesSOURCE: IRS Form 990
Compensation data
The Center at Belvedere (The Center)
Board of directorsas of 03/24/2023
Board of directors data
Christine Thalwitz
Marketing Director, Madison House
Term: 2022 - 2024
Sean Greer
Commonwise Home Care, Co-founder
Joyce Turner Lewis
Albemarle County Schools, Guidance Counselor (ret.)
Larry Martin
Hantzmon Wiebel LLP, CPA
Steve Peters
US Navy, Officer (ret.)
Christine Thalwitz
Educator (Spanish), Buford Middle School and PVCC
Bill Tucker
Tucker Griffin Barnes P.C., Founding Partner
Patti Cary
KPMG LLP, Partner (ret.)
Dan Brody
Health Data Services, Inc, President
Mark Brown
Whirlpool Corporation, CFO (ret.)
Katie Caverly
IKOR of Charlottesville, Owner
Deidra Massie
The Colonnades, Sales and Marketing Director
Mary Wilson
City of Tucson AZ, District Manager for Child Support (ret.)
Beverly Adams
Associate Professor, Emeritus, Psychology Department, University of Virginia
Julie Christopher
Board Member of Piedmont CASA
Shareef Tahboub
President of Park Street Senior Living, and Development Director of Assisted Living/Memory Care/Independent Living Communities
Peggy Slez
Council President, Attorney (ret.)
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 03/24/2023GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- 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.
- 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.
Professional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G