PLATINUM2024

Junior Achievement of Southeast Texas Subordinate

Inspiring Tomorrows

Houston, TX   |  www.jahouston.org
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Junior Achievement of Southeast Texas

EIN: 74-1153957  Subordinate info


Mission

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

Ruling year info

1994

President

Mr. Joseph C. Burke

Main address

2115 E Governors Circle

Houston, TX 77092 USA

Show more contact info

EIN

74-1153957

Subject area info

Elementary and secondary education

Economics for youth

Population served info

Children and youth

Non-adult children

NTEE code info

Elementary, Secondary Ed (B20)

Business, Youth Development (O53)

Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

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.

Population(s) Served
Children

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.

Population(s) Served
Adolescents

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.

Population(s) Served
Adolescents

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.

Population(s) Served
Adolescents
At-risk youth
Economically disadvantaged people

Where we work

Awards

Five Star Award 2014

Junior Achievement USA

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Percentage 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

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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


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.

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.

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.

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

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • 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

  • 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

  • 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

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2023 info

SOURCE: IRS Form 990

22.57

Average of 18.51 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990

0.9

Average of 2.2 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990

20%

Average of 29% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Junior Achievement of Southeast Texas

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Junior Achievement of Southeast Texas

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Junior Achievement of Southeast Texas

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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 2019 2020 2021 2022 2023
Unrestricted surplus (deficit) before depreciation -$57,949 -$1,782,344 $1,135,217 -$96,547 $728,712
As % of expenses -1.0% -33.8% 29.1% -2.0% 13.3%
Unrestricted surplus (deficit) after depreciation -$181,634 -$1,920,643 $995,553 -$236,772 $588,635
As % of expenses -3.2% -35.5% 24.7% -4.8% 10.5%
Revenue composition info
Total revenue (unrestricted & restricted) $5,398,850 $3,695,133 $4,781,187 $11,563,637 $14,108,314
Total revenue, % change over prior year 4.1% -31.6% 29.4% 141.9% 22.0%
Program services revenue 5.0% 5.9% 0.5% 1.7% 1.8%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 4.4% 5.9% 4.1% 2.3% 2.1%
Government grants 0.0% 0.0% 13.2% 6.1% 6.4%
All other grants and contributions 89.8% 86.2% 67.0% 88.3% 89.1%
Other revenue 0.8% 1.9% 15.2% 1.6% 0.5%
Expense composition info
Total expenses before depreciation $5,597,253 $5,269,881 $3,895,315 $4,820,246 $5,472,408
Total expenses, % change over prior year -1.0% -5.8% -26.1% 23.7% 13.5%
Personnel 60.3% 63.7% 64.7% 57.8% 58.8%
Professional fees 2.0% 2.1% 11.6% 5.5% 2.0%
Occupancy 2.7% 2.7% 3.3% 3.9% 4.0%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 1.4% 1.5% 3.2% 1.4% 1.3%
All other expenses 33.5% 30.0% 17.2% 31.3% 33.9%
Full cost components (estimated) info 2019 2020 2021 2022 2023
Total expenses (after depreciation) $5,720,938 $5,408,180 $4,034,979 $4,960,471 $5,612,485
One month of savings $466,438 $439,157 $324,610 $401,687 $456,034
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $161,311 $0 $0 $0 $0
Total full costs (estimated) $6,348,687 $5,847,337 $4,359,589 $5,362,158 $6,068,519

Capital structure indicators

Liquidity info 2019 2020 2021 2022 2023
Months of cash 1.1 2.3 2.0 4.0 0.9
Months of cash and investments 18.0 19.2 28.0 23.8 25.9
Months of estimated liquid unrestricted net assets 14.0 10.7 18.0 14.1 13.9
Balance sheet composition info 2019 2020 2021 2022 2023
Cash $529,161 $1,001,733 $635,035 $1,599,943 $409,455
Investments $7,853,572 $7,434,972 $8,464,877 $7,978,914 $11,400,948
Receivables $524,601 $322,984 $591,222 $4,655,365 $11,392,871
Gross land, buildings, equipment (LBE) $4,348,747 $4,379,515 $4,379,515 $4,422,143 $4,486,634
Accumulated depreciation (as a % of LBE) 52.7% 54.9% 58.1% 60.4% 62.6%
Liabilities (as a % of assets) 3.6% 16.1% 12.1% 3.6% 2.1%
Unrestricted net assets $8,597,493 $6,676,850 $7,672,403 $7,435,631 $8,024,266
Temporarily restricted net assets $2,143,247 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $2,143,247 $2,403,598 $2,558,150 $8,072,200 $16,394,558
Total net assets $10,740,740 $9,080,448 $10,230,553 $15,507,831 $24,418,824

Key data checks

Key data checks info 2019 2020 2021 2022 2023
Material data errors No No No No No

Operations

The people, governance practices, and partners that make the organization tick.

Documents
Form 1023/1024 is not available for this organization

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 employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

Junior Achievement of Southeast Texas

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Junior Achievement of Southeast Texas

Board of directors
as of 02/01/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Niloufar Molavi

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Term: 2023 - 2025

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Niloufar Molavi

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Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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

SOURCE: Self-reported; last updated 9/28/2022

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
White/Caucasian/European
Gender identity
Male, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 05/24/2022

GuideStar 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

Data
  • 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.
Policies and processes
  • 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.

Contractors

Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser