Youth Development

Junior Achievement of New York, Inc.

  • New York, NY
  • http://www.jany.org

Mission Statement

At Junior Achievement of New York , we give young people the knowledge and skills they need to own their economic success, plan for their future, and make smart academic and economic choices.

Main Programs

  1. JA Mobile Finance Park
  2. JA New York Business Plan Competition
  3. JA Job Shadow
  4. JA High School Heroes
  5. JA Ourselves
  6. JA Our Family
  7. JA Our Community
  8. JA Our City
  9. JA Our Region
  10. JA Our Nation
  11. JA More Than Money
  12. JA It's My Business
  13. JA Global Marketplace
  14. JA Economics for Success
  15. JA Company Program
  16. JA Career Success
  17. JA Be Entrepreneurial
  18. JA Careers with A Purpose
  19. JA Personal Finance
  20. JA Business Education Day
  21. JA University
  22. JA It's My Future
  23. JA It's My Business!
  24. JA Economics
Service Areas

Self-reported

New York

Our programs are delivered throughout New York City, Long Island and the Lower Hudson Valley.

ruling year

1994

President

Self-reported

Mr. Joseph A. Peri

Keywords

Self-reported

Financial Literacy, Entrepreneurship, Education, College Readiness, Career Readiness, Economic Education, Financial Capability, Business Education, Workforce Readiness

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Also Known As

JA New York

EIN

13-3031828

 Number

1041756668

Physical Address

420 Lexington Avenue Suite 205

New York, NY 10170 0002

Contact

Cause Area (NTEE Code)

Business, Youth Development (O53)

Other Youth Development N.E.C. (O99)

IRS Filing Requirement

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

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

Junior Achievement of New York is the local affiliate of Junior Achievement USA, the world's largest organization dedicated to giving young people the knowledge and skills they need to own their economic success, plan for their future, and make smart academic and economic choices. We recruit, train, and mobilize more than 5,600 corporate and community volunteers to provide relevant, hands-on experiences that give students knowledge and skills in financial literacy, work readiness, and entrepreneurship. Today, JA New York delivers nearly 80,000 student experiences per year, free of cost, in more than 250 schools across New York City, Long Island and the Lower Hudson Valley.

Programs

Self-reported by organization

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

Program 1

JA Mobile Finance Park

Not available

Category

Youth Development

Population(s) Served

Youth/Adolescents only (14 - 19 years)

Budget

Program 2

JA New York Business Plan Competition

Local program only.

Category

None

Population(s) Served

Youth/Adolescents only (14 - 19 years)

None

None

Budget

Program 3

JA Job Shadow

Not available

Category

Education

Population(s) Served

Youth/Adolescents only (14 - 19 years)

Budget

Program 4

JA High School Heroes

Not available

Category

Youth Development

Population(s) Served

Youth/Adolescents only (14 - 19 years)

Children Only (5 - 14 years)

Budget

Program 5

JA Ourselves

Not available

Category

None

Population(s) Served

Children Only (5 - 14 years)

None

None

Budget

Program 6

JA Our Family

Not available

Category

None

Population(s) Served

Children Only (5 - 14 years)

None

None

Budget

Program 7

JA Our Community

Not available

Category

None

Population(s) Served

Children Only (5 - 14 years)

None

None

Budget

Program 8

JA Our City

Not available

Category

None

Population(s) Served

Children Only (5 - 14 years)

None

None

Budget

Program 9

JA Our Region

Not available

Category

None

Population(s) Served

Children Only (5 - 14 years)

None

None

Budget

Program 10

JA Our Nation

Not available

Category

None

Population(s) Served

Children Only (5 - 14 years)

None

None

Budget

Program 11

JA More Than Money

Not available

Category

None

Population(s) Served

Children Only (5 - 14 years)

None

None

Budget

Program 12

JA It's My Business

Not available

Category

None

Population(s) Served

Children Only (5 - 14 years)

None

None

Budget

Program 13

JA Global Marketplace

Not available

Category

None

Population(s) Served

Children Only (5 - 14 years)

None

None

Budget

Program 14

JA Economics for Success

Not available

Category

None

Population(s) Served

Children Only (5 - 14 years)

None

None

Budget

Program 15

JA Company Program

Not available

Category

None

Population(s) Served

Children Only (5 - 14 years)

None

None

Budget

Program 16

JA Career Success

Not available

Category

Youth Development

Population(s) Served

Youth/Adolescents only (14 - 19 years)

None

Budget

Program 17

JA Be Entrepreneurial

Not available

Category

None

Population(s) Served

Children Only (5 - 14 years)

None

None

Budget

Program 18

JA Careers with A Purpose

Not available

Category

None

Population(s) Served

Children Only (5 - 14 years)

None

None

Budget

Program 19

JA Personal Finance

Not available

Category

None

Population(s) Served

Children Only (5 - 14 years)

None

None

Budget

Program 20

JA Business Education Day

Not available

Category

Youth Development

Population(s) Served

Youth/Adolescents only (14 - 19 years)

Poor/Economically Disadvantaged, Indigent, General

Budget

Program 21

JA University

Local program only

Category

None

Population(s) Served

Youth/Adolescents only (14 - 19 years)

None

None

Budget

Program 22

JA It's My Future

Not available

Category

Population(s) Served

Children Only (5 - 14 years)

Budget

Program 23

JA It's My Business!

Not available

Category

Population(s) Served

Children Only (5 - 14 years)

Budget

Program 24

JA Economics

Not available

Category

Population(s) Served

Youth/Adolescents only (14 - 19 years)

Budget

Results

Self-reported by organization

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

1. Number of participants engaged in programs

Target Population
Children and youth (0-19 years)

Connected to a Program?
n/a
TOTALS BY YEAR
Context notes for this metric

2. Number of volunteers

Target Population
No target populations selected

Connected to a Program?
n/a
TOTALS BY YEAR
Context notes for this metric

3. Number of youth who volunteer/participate in community service

Target Population
Adolescents (13-19 years)

Connected to a Program?
n/a
TOTALS BY YEAR
Context notes for this metric

Charting Impact

Self-reported by organization

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

  1. What is the organization aiming to accomplish?
    Junior Achievement of New York helps K-12 students learn and apply skills in entrepreneurship, financial literacy and workforce readiness to foster business growth and global competitiveness.

    Junior Achievement of New York is in the midst of a five-year strategic plan (2012-2017) to create a distinctive and differentiated brand position in an increasingly crowded marketplace, while building upon our core strengths, including our brand, volunteer model, and programming.

    We intend to accomplish this by:

    1. Increasing our program reach from the baseline level of 65,000 student experiences per year of inconsistent quality to 100,000 high quality, high impact student experiences by 2017
    2. Narrowing the breadth of our programming - reduce our local school partnerships from 260 schools to 200 tier 1, 2, and 3 school relationships – to deepen program penetration
    3. Rewarding high-performing school engagement with tiered status benefits
    4. Increasing impact measurement from limited to enhanced and consistent
    5. Growing funding from $3.2 million to $6 million annually

    In order to accomplish these goals, over the course of five years we will:
    1. Redefine our local Student Impact Model
    2. Create a Highly Differentiated Learning Experience for our K-12 students
    3. Transform Board Impact and Engagement
    4. Augment Resource Development & Awareness Efforts
  2. What are the organization's key strategies for making this happen?
    1. Redefine the Student Impact Model

    (a) Prioritize and Sequence JA New York Curriculum by:

    (b) Segment Schools and Tailor Engagement Strategies

    (c) Develop Tools and Techniques to Support Program Delivery

    2. Create A highly Differentiated Presence in the Community

    Evolution of our student impact model is critical for our continued success, BUT not sufficient to achieve our targeted number of high-impact student touch-points.
    • JA New York knows that high touch, high impact program delivery drives student results and donor engagement
    • Signature programming like the Mobile Finance Park model creates an opportunity to deliver high quality programming and take our brand and offerings outside the schools and into the broader community in the NYC Metro Area

    Strategic Goal: Develop a feasible business plan for Finance Park 2.0 including specifications for facility, anticipated student impact, and required financing and other implementation needs.

    3. Transform Board Impact & Engagement
    • On-board 40-50 highly engaged Board Members who are actively engaged in steering, fundraising, and capability building
    • Develop and implement an enhanced committee and task force structure to provide meaningful engagement for all Board Members so they can take ownership of, and pride in, the future of JA New York

    4. Augment Resource Development and Awareness/Visibility Efforts
    Development: Focus on two low to moderate complexity, high impact options
    High Net-Worth Individuals:
    • JA New York derives only 5% of funding from individual donors
    • High net worth individuals represent significant untapped potential
    • Develop individualized cultivation plans and leverage Board to execute
    • Anticipated impact: ~$25-50k/individual, 5 donors in 18-24mo, 10 in 36 mo\
    Increase Private Foundation Grants:
    • JA New York derives <15% of funding from foundation grants
    • Private foundations represent a significant opportunity in the grant space
    • Bolster grant-writing capability and leverage programming metrics to build the skills, network, and messaging needed to build grant-based funding
    • Anticipated impact: $50 to $100K/grant, first new grant 18-24 months

    Awareness and Visibility

    JA New York currently has a limited digital / other media presence which limits community awareness and, as a result, donations. To increase awareness and visibility, JA New York will focus on building a fresh feel and sense of excitement through all communication channels:
    • Refresh and relaunch a robust website presence, reflective of the JA brand and our local program service communities of NYC and Long Island
    • Leverage social media presence and regular and consistent e-communications to increase community engagement
    • Develop a sustained PR campaign, and identify and capitalize on program and fundraising opportunities to generate media buzz
  3. What are the organization's capabilities for doing this?
    Over its 86 year history, Junior Achievement of New York has already impacted hundreds of thousands of children through local initiatives positioned to align volunteers, financial resources, and community partners in projects that not only change individual lives, but the communities in which those individuals live and work.
    JA New York is able to deliver an outstanding commitment to financial education through engagement with a network that currently serves 80,000 K-12 students throughout New York City, Long Island and the Lower Hudson Valley. The goals and strategies of JA New York have been established to strengthen our local network and deepen the impact of JA programs and volunteer resources by positioning us as a solution to the underlying issues affecting the landscape of financial literacy, workforce readiness and local economic growth powered by business and innovation. Through the applied work of JA New York leadership, our Board members, associates, volunteers, funders, and education and business partners, JA New York has a strong capacity to realize our strategic goals designed to:
    • Deepen the impact and value proposition of JA programming and volunteer resources to local K-12 schools
    • Ensure local efforts support transformational impact by measuring, translating, and communicating how JA helps young people to participate in local and global economies
    • Leverage the power of branding to deepen impact by sharing our stories through marketing and communication platforms
    • Engage in best practice sharing, training, and recognition opportunities to strategically leverage resources for maximum results
    • Foster opportunities for volunteers to engage with JA New York in a meaningful exchange
  4. How will they know if they are making progress?
    Our focus on consistent, high-quality program delivery will directly influence students in a measurable way. Strategic board governance, and consistent and relevant community engagement and marketing efforts, will bolster the value proposition that supports our long-term growth and sustainability vision.
  5. What have and haven't they accomplished so far?
    Progress in each area to date is as follows:

    Redefine the Student Impact Model: Impact and Relevance of In Depth Programming
    • Adopted incentivized tiered partnership model for schools
    • All students in top-tier gold partnership schools receive at least one JA interaction per grade
    • Identification and tracking of key impact metrics
    • Strengthened Account Management model to enhance relationships with our schools
    • Grew program reach by more than 23% (from 65,000-80,000 students per year)

    Create A highly Differentiated Learning Experience for K-12 Students
    • Highest quality signature programs are delivered according to predefined curriculum (Capital One /JA Mobile Finance Park, Business Plan Competition, High School Heroes)
    • Completed feasibility study to explore the possibility of a permanent Finance Park facility in the NYC or Long Island area

    Transform Board Impact and Engagement
    • All board members assigned to and actively engaged in board sub-committee activities
    • Increase in board participation, accountability, and support

    Augment Resource Development & Awareness Efforts
    • Developed and launched new website presence
    • Launched a blog platform
    • Increased engagement on our social media platforms (Twitter, Facebook, LinkedIn)
    • Consistent and regular communications with support community
    • Clear messages around new program model and impact
    • Leveraging anecdotes and data to support fundraising and other initiatives
Service Areas

Self-reported

New York

Our programs are delivered throughout New York City, Long Island and the Lower Hudson Valley.

Social Media

Blog

Accreditations

BBBSA

Better Business Bureau Wise Giving Alliance

Affiliations + Memberships

Junior Achievement Worldwide

Videos

photos




External Reviews

Source: greatnonprofits.org

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

JUNIOR ACHIEVEMENT OF NEW YORK INC
Fiscal year: Jul 01-Jun 30
Yes, financials were audited by an independent accountant.

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Operations

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

Junior Achievement of New York, Inc.

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2015 and 2014
  • Board Chair and Board Members
  • Access to the GuideStar Community
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President

Mr. Joseph A. Peri

BIO

Joseph A. Peri was appointed President of JA New York in 2010 where he leads a staff of 24 full-time and four part time employees. He has governance and oversight of JA operations throughout New York City, Long Island and four counties in the Lower Hudson Valley.

Prior to his current role, he served as Acting President & Chief Executive officer of The Council for Economic Education (CEE), a leading international Economic Education organization. He oversaw all aspects of the operation, which included management of a $13 million budget and a 33 person staff.

Prior to joining CEE, Mr. Peri was Assistant Vice President for Finance at the Commonwealth Fund, a large private grant making foundation located in New York. He also formerly worked at Reliance Group Holdings and Deloitte & Touche.

Mr. Peri is a graduate of Fordham University. He's also a Certified Public Accountant and Certified Financial Planner.

Governance

BOARD CHAIR

Mr. Gavin O'Connor

Goldman Sachs

Term: July 2015 - June 2019

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. Self-reported by organization

Yes

BOARD ORIENTATION & 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 & 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?


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).

Gender
Race & Ethnicity
This organization reports that it does not collect this information for Volunteers.
Sexual Orientation

This organization reports that it does not collect this information for Board Members and Volunteers.

Disability

This organization reports that it does not collect this information for Volunteers.

Diversity Strategies
No
We track retention of staff, board, and volunteers across demographic categories
No
We track income levels of staff, senior staff, and board across demographic categories
No
We track the age of staff, senior staff, and board
No
We track the diversity of vendors (e.g., consultants, professional service firms)
No
We have a diversity committee in place
No
We have a diversity manager in place
No
We have a diversity plan
No
We use other methods to support diversity