Youth Development


aka Junior Achievement USA

Colorado Springs, CO


Junior Achievement's purpose is to inspire and prepare young people to succeed in a global economy.

Ruling Year


Principal Officer

Mr. Jack E Kosakowski

Main Address

1 Education Way

Colorado Springs, CO 80906 USA


financial literacy, entrepreneurship, work readiness, free entreprise





Cause Area (NTEE Code)

Business, Youth Development (O53)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Social Media

Programs + Results

What we aim to solve New!

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Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Junior Achievement has more than 20 programs for K-12 students as detailed below and at

Where we workNew!

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Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

Junior Achievement USA helps U.S. K-12 students learn and apply skills in entrepreneurship, financial literacy and work readiness to foster business growth and global competitiveness of the U.S. workforce. To this end, Junior Achievement USA has undertaken the following:

1. Establish a comprehensive blended learning model integrating in-person delivery with digital assets.
2. Redevelop four JA programs at the elementary, middle school and high school levels on an ongoing basis.
3. Adopt and promote a scientifically valid evaluation model tied to measuring behavioral outcomes.
4. Update program correlations to State and Common Core Standards on an annual basis.
5. Publish position papers around youth, economic, and/or education development.
6. Collaboratively create and publish enhanced brand standard guidelines to assist JA Areas in
consistent brand positioning.
7. Create and deliver new customized tools that positively affect the brand and encourage high utility (i.e. video, print collateral, donor communications, message maps, email marketing templates)
8. Collaboratively develop and release an integrated digital marketing and public relations program that
includes local guidance, how to's for social media and media outreach, including metrics.
9. Enhance technology infrastructure used to support JA student programs.
10. Incorporate marketing automation technologies into our outreach efforts.

Junior Achievement is supporting its blended learning transformation through the support of its Share the American Dream campaign. This five-year, $25 million campaign allows JA to invest in the technology and expertise necessary to grow the organization's reach and effectively measure its impact. JA has just completed year 3 of this campaign and its ahead of schedule for its successful completion.

Junior Achievement tied its 5-year Share the American Dream campaign to three stages of the digital transformation effort. As funding has been secured, the stages have been implemented. The organization has completed the first two stages, which included initial program development, and is entering stage and implementation models to support the sustainability and long-term outcomes of the blended learning model.

Key Performance Indicators (KPI) include:
- Internal surveys of key JA stakeholders to ensure progress is being made at both the national and local level toward organizational goals.
- Ongoing responsible and transparent fiscal management of the organization.
- Current measurement of program growth and impact using Blackbaud CRM to gather and assess data.
- Evaluation of program impact using scientifically valid models.

As of April 2017, the organization is on-track to meet or exceed the fundraising goals for the Share the American Dream Campaign. The organization is on-schedule for the full implementation of all blended learning programs by 2019. Internal surveys indicate favorable progress. Adoption of Blackbaud CRM is occurring throughout the JA network. JA is now using standardized evaluation models for all of its programs and these evaluations are demonstrating positive impact on students.

External Reviews




Fiscal year: Jul 01 - Jun 30

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  • Forms 990 for 2017, 2016 and 2016
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The people, governance practices, and partners that make the organization tick.

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  • Forms 990 for 2017, 2016 and 2016
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization


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?



Has the board conducted a formal, written assessment of the chief executive within the past year?



Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?



Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?



Has the board conducted a formal, written self-assessment of its performance within the past three years?


Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization


Sexual Orientation

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.


This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.

Diversity Strategies

We track retention of staff, board, and volunteers across demographic categories
We track income levels of staff, senior staff, and board across demographic categories
We track the age of staff, senior staff, and board
We track the diversity of vendors (e.g., consultants, professional service firms)
We have a diversity committee in place
We have a diversity manager in place
We have a diversity plan
We use other methods to support diversity