Junior Achievement of Southeast Texas
EIN: 74-1153957 Subordinate
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
JA BizTown
JA BizTown encompasses important elements of work readiness, entrepreneurship and financial literacy, providing students in grades four through six with a solid foundation of business, economics and free enterprise education. Furthermore, the program content augments students' core curriculum in social studies (e.g., citizenship, government), reading, writing and mathematics. Throughout the program, students are encouraged to use critical thinking skills to learn about key economic concepts as they explore and enhance their understanding of free enterprise. Through daily lessons, hands-on activities and active participation in a simulated community designed to support differentiated learning styles, students develop a strong understanding of the relationship between what they learn in school and their successful participation in a local economy. JA BizTown helps prepare students for a lifetime of learning and academic achievement.
JA Company Program
JA Company Program provides basic economic education for high school students by allowing them to organize and operate an actual business. Students not only learn how businesses function, they also learn about the structure of the U.S. free enterprise system and the benefits it provides. Volunteer consultants from the local business community employ a variety of hands-on activities and technological supplements to challenge students to use innovative thinking. The business skills that students learn in this after-school program will prove valuable as they begin to consider higher education and career choices. Each JA Company Program kit contains a plethora of resources, including a handbook for teachers and volunteers and interactive, take-home materials for students. Materials are packaged in a self-contained kit that includes detailed activity plans for the volunteer and enough materials for 24 students. All JA programs are designed to support the skills and competencies identified by the Partnership for 21st Century Skills. JA programs also correlate with state standards in social studies, English, and mathematics, and to Common Core State Standards.
JA Finance Park
JA Finance Park gives middle and high school grade students an opportunity to develop personal money management skills, acquire personal finance knowledge, and prepare for the financial decisions and challenges of their adult lives. JA Finance Park introduces students to personal finance and career explorations through classroom instruction complemented by a day-long, hands-on experience in which they apply learned concepts in a life-like community. During this one-day experience, students assume randomly assigned family and income scenarios and visit businesses to gather information for their personal financial decision-making. Participating students use bank services, contribute to charities, purchase housing, transportation, furnishings, food, health care, and other expenses, make investment decisions and work to balance their personal budgets. Real-life members of the community, such as parents and local businesses, are actively involved in the JA Finance Park experience. JA Finance Park students develop knowledge of economic and personal finance concepts, understand budgets and the importance of financial planning and gathering information, become familiar with the use of financial services, utilize financial decision-making processes, and become better prepared for their future roles as consumers, investors, and workers.
3DE by Junior Achievement
Junior Achievement of Southeast Texas’ vision is to systemically re-engineer high school education to expand economic opportunity for all students through the implementation of the 3DE by Junior Achievement instructional model. 3DE makes learning more relevant, experiential, and authentic to more fully prepare today’s students for the demands of tomorrow’s economy.
Operating as a full-immersion school-within-a-school, 3DE utilizes competency-based case methodology to drive student engagement and academic performance. The model uses interdisciplinary pedagogy to create a high school experience that reflects the dynamic pace of activity and interconnectedness of life beyond the classroom walls.
By mirroring the school’s range of academic levels and socio-economic demographics, the performance of 3DE students dispels entrenched assumptions on student learning. 3DE works towards the following overarching goals:
• Initiating Systemic Transformation in Education: 3DE’s clustered "school-within-a-school" is a catalyst for transformation throughout the school campus and broader system.
• Expanding Economic Opportunity/Mobility: Engaged students graduate four-year college eligible with the skills to navigate a career towards economic mobility for themselves, their families, and their communities.
Where we work
Awards
Five Star Award 2014
Junior Achievement USA
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsPercentage of students that participate in Junior Achievement's 3DE Initiative that are on track to graduate.
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth
Related Program
3DE by Junior Achievement
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
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?
As our economy evolves at an ever-increasing rate, the broader education system has been challenged to keep pace with the changes around it. This reality is observed in the quality of education available to our students, who often find themselves in high school experiences that are disconnected from the real world and leave them ill-prepared for economic success.
Greater Houston’s future economic viability is predicated on a skilled employee base prepared for tomorrow’s workforce. Addressing educational attainment levels and ensuring our young people have the knowledge, skills, and attitude needed to meet their futures with confidence is paramount or we face an employee base lacking in personnel needed to fuel the continued growth and vitality of our region.
Focused on the necessity to create equitable access to high-quality education, the three strategic imperatives identified by the board are designed to catalyze transformation in a way that not only affects individual students but impacts the entire education system to significantly drive economic opportunity and economic mobility in communities across the country.
What are the organization's key strategies for making this happen?
Junior Achievement of Southeast Texas' goal is to provide authentic, relevant, and engaging experiential programs to expand economic opportunity for all students. The board has established three priorities:
1) Create an entrepreneurial mindset in young people through the expansion of the JA Company Program and the creation of enhancing learning experiences and events.
2) Re-engineering high school education by piloting the 3DE by Junior Achievement instructional model in five schools in five years.
3) Re-invest in authentic learning through the building of a new JA Discovery Center to house JA BizTown and JA Finance Park. With a forward-looking view, the organization strives to prepare young people for the workplace of tomorrow.
What are the organization's capabilities for doing this?
Junior Achievement believes that partnerships generate profound transformation. For more than 75 years, JA of Southeast Texas has partnered with the educational community and businesses to impact young people. JA leverages our networks, resources, and expertise to create cost-effective and scalable solutions that maximize the impact for all involved.
What have they accomplished so far and what's next?
JA of Southeast Texas has grown the JA Company program from 7 startups to 37 in three years and developed a variety of partnerships to expand the experience for students.
JA piloted the 3DE instructional model at Austin High School (HISD) in the fall of 2020 and expanded to Waltrip High School (HISD) in the fall of 2021.
The board is conducting a feasibility study for a new JA Discovery Center.
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?
Junior Achievement partners with educators and community volunteers to deliver programs to K-12 students.
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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 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?
We recently implemented a new initiative, 3DE in partnership with Houston ISD. We gathered input from our board of directors through a series of strategy sessions to identify our key strategic imperatives. We invited District leaders to tour the model in Atlanta (where it was founded) and continue to monitor the program through surveys of educators and principals and assessment of student performance.
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Which of the following feedback practices does your organization routinely carry out?
We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
4.91
Months of cash in 2020 info
2.3
Fringe rate in 2020 info
34%
Funding sources info
Assets & liabilities info
Junior Achievement of Southeast Texas
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
Junior Achievement of Southeast Texas
Balance sheetFiscal Year: Jul 01 - Jun 30
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: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of Junior Achievement of Southeast Texas’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.
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Business model indicators
Profitability info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$372,386 | $456,365 | -$398,695 | -$57,949 | -$1,782,344 |
As % of expenses | -6.7% | 7.7% | -7.1% | -1.0% | -33.8% |
Unrestricted surplus (deficit) after depreciation | -$490,344 | $358,470 | -$502,987 | -$181,634 | -$1,920,643 |
As % of expenses | -8.7% | 6.0% | -8.7% | -3.2% | -35.5% |
Revenue composition info | |||||
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Total revenue (unrestricted & restricted) | $5,459,101 | $5,868,932 | $5,184,544 | $5,398,850 | $3,695,133 |
Total revenue, % change over prior year | -14.5% | 7.5% | -11.7% | 4.1% | -31.6% |
Program services revenue | 5.7% | 6.2% | 6.4% | 5.0% | 5.9% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 7.0% | 5.1% | 5.1% | 4.4% | 5.9% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 88.4% | 83.0% | 85.0% | 89.8% | 86.2% |
Other revenue | -1.1% | 5.8% | 3.5% | 0.8% | 1.9% |
Expense composition info | |||||
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Total expenses before depreciation | $5,544,871 | $5,903,693 | $5,655,159 | $5,597,253 | $5,269,881 |
Total expenses, % change over prior year | -2.7% | 6.5% | -4.2% | -1.0% | -5.8% |
Personnel | 57.1% | 57.2% | 59.2% | 60.3% | 63.7% |
Professional fees | 2.2% | 1.7% | 2.0% | 2.0% | 2.1% |
Occupancy | 4.3% | 4.1% | 3.2% | 2.7% | 2.7% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 1.8% | 3.0% | 1.6% | 1.4% | 1.5% |
All other expenses | 34.7% | 34.0% | 34.1% | 33.5% | 30.0% |
Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
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Total expenses (after depreciation) | $5,662,829 | $6,001,588 | $5,759,451 | $5,720,938 | $5,408,180 |
One month of savings | $462,073 | $491,974 | $471,263 | $466,438 | $439,157 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $161,311 | $0 |
Total full costs (estimated) | $6,124,902 | $6,493,562 | $6,230,714 | $6,348,687 | $5,847,337 |
Capital structure indicators
Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Months of cash | 2.5 | 2.3 | 1.8 | 1.1 | 2.3 |
Months of cash and investments | 20.3 | 19.4 | 19.0 | 18.0 | 19.2 |
Months of estimated liquid unrestricted net assets | 14.6 | 14.7 | 14.3 | 14.0 | 10.7 |
Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
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Cash | $1,165,150 | $1,121,020 | $834,232 | $529,161 | $1,001,733 |
Investments | $8,226,845 | $8,434,382 | $8,112,274 | $7,853,572 | $7,434,972 |
Receivables | $416,444 | $355,480 | $340,407 | $524,601 | $322,984 |
Gross land, buildings, equipment (LBE) | $4,182,484 | $4,189,739 | $4,232,426 | $4,348,747 | $4,379,515 |
Accumulated depreciation (as a % of LBE) | 48.4% | 50.7% | 52.3% | 52.7% | 54.9% |
Liabilities (as a % of assets) | 3.8% | 4.6% | 4.3% | 3.6% | 16.1% |
Unrestricted net assets | $8,923,644 | $9,282,114 | $8,779,127 | $8,597,493 | $6,676,850 |
Temporarily restricted net assets | $2,661,070 | $2,273,019 | $2,166,703 | $2,143,247 | N/A |
Permanently restricted net assets | $0 | $0 | $0 | $0 | N/A |
Total restricted net assets | $2,661,070 | $2,273,019 | $2,166,703 | $2,143,247 | $2,403,598 |
Total net assets | $11,584,714 | $11,555,133 | $10,945,830 | $10,740,740 | $9,080,448 |
Key data checks
Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President
Mr. Joseph C. Burke
Joe Burke, a graduate of the University of Michigan with a BA in Economics, began his career with Junior Achievement of Northern Indiana (Fort Wayne) as a Program Manager in 1993. He was promoted to Team Leader, Vice President, Senior Vice President, and eventually Executive Vice President. Joe was recognized by the Junior Achievement, Inc. for his development of a new program focused on workforce readiness skills.
Joe continued his career in various roles in Charlotte, NC, San Antonio, TX, and Houston, tX where he now serves as President.
Number of employees
Source: IRS Form 990
Junior Achievement of Southeast Texas
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Junior Achievement of Southeast Texas
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Junior Achievement of Southeast Texas
Board of directorsas of 01/25/2023
Board of directors data
Dr. Juliet Breeze
Next Level Urgent Care
Term: 2021 - 2023
Greg Garland
Phillips 66
David Stover
Noble Energy
Scott Prochazka
CenterPoint Energy
H. William Swanstrom
Locke Lord LLP
Greg Engel
KPMG LLP
Evelyn Angelle
Community Volunteer
Duke Austin
Quanta Services, Inc.
Juliet Breeze
Next Level Urgent Care
Gregory Ebel
Enbridge, Inc.
Joseph Kelly
Deloitte
Elizabeth Killinger
Reliant
Mark Lashier
Chevron Phillips Chemical Company
Niloufar Molavi
PwC
Bob Patel
LyondellBasell Industries
Lees Rodionov
Schlumberger
Nigel Searle
ExxonMobil Corporation
Mark Simmons
Community Volunteer
Brian Smith
BP America
Frank Steininger
Civeo Corp.
Gregory Vesey
Liquefied Natural Gas Limited
Carol Warley
RSM US LLP
Deanna Young
Opportune LLP
Michele McNichol
Arion Blue
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
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 05/24/2022GuideStar 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 employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- 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 have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- 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.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.