Established in 1947, Junior Achievement of Western Connecticut (JAWCT) currently works in partnership with over 1,000 community/corporate volunteers and educators providing empowering programs to over 22,000 students across 20 communities. JA reaches 6 million students per year in 100 markets across the United States, with an additional six million students served by operations in 119 other countries worldwide.
In alignment with strategic plan, continue student growth of 10% with a shift from elementary to middle and high school markets where there is the greatest need and potential for impact.
Launch a comprehensive marketing, alumni and fundraising campaign celebrating and bring recognition to its 70th year in business.
Program accomplishments include:
JA of Western Connecticut’s vision is to be a premier organization, making a positive impact on the lives of all students in our franchised service area by developing habits for long term success and giving them a hand up for their future.
Behind each one of these 22,000+ young people were many caring and generous adults who donated their time, energy, passion and financial resources.
Members of our team included:
· More than 1,000 volunteers from corporations and the community who invested countless hours of their time; 1,000 educators at 81 schools in 18 communities.
· 150 individuals, foundations and corporations who donated nearly $300,000 last year.
· More than 1,000 friends of Junior Achievement who participated in special events that netted nearly $300,000.
· 23 members of our board of directors, along with 5 members of our Valley community board, 7 members of our Danbury community board and 8 members of our Bridgeport community boards who are deeply committed to the Junior Achievement mission.
· The nine incredibly dedicated and hardworking members of JA’s staff.
I could go on and on about our numerous involvements in the community, but perhaps the best way to keep up with us would be to visit our website www.jawct.org. We have a 70 year history of meeting the needs of the communities we serve and are excited about the future in positively impacting more young people.
Bernadine joined Junior Achievement of Western Connecticut in the fall of 2005 as a Program Manager and was promoted to President in July 2008. Under her leadership, the organization has achieved financial stability moving from operational deficits to consistent surpluses while, at the same time, each year increasing the number of students participating in JA programs by 10% and expanding program at the middle and high school levels. One of the new initiatives Bernadine has brought to the organization is the highly successful High School Business Challenge, a mission based fundraising event. Bernadine holds a B.A. in International Trade from Hofstra University.
Indirect Public Support HelpIndirect public support represents revenue received through solicitation campaigns. This includes funding United Way and other federated fundraising organizations, but does not include donor designated contributions.
Earned Revenue HelpEarned revenue represents income generated in direct exchange for a product or service.Earned income includes income from government contracts.
In a recent Junior Achievement USA benchmark study comparing JAWCT to other JA areas of similar market size, performance and program delivery, JAWCT was above the national average in efficiency and productivity per full time employee equivalent. Organizational growth would indicate a need to secure additional resources to continue at this performance level.
Each fiscal year we need to re-raise all the funds necessary to provide existing program, including strengthening, stewarding current donor relationships and developing new donor partnerships. With lean staff resources, meeting those needs while growing our funding base is among our greatest challenges.
Although we have a strong corporate and foundation donor retention rate, relying on this model leaves us vulnerable to changes in the economy, institutional priorities and a challenging fundraising environment.
According to The Osborne Group, an independent nonprofit consulting firm, “It is recommend that JAWCT begin to integrate individual giving more fully into its fundraising and diversify its fundraising base.”
To increase our individual giving by a significant amount will require cultural and practical changes in the board, including seeing their role as a personal obligation rather than a corporate obligation. It will also require the examination of staff roles and additional resources.
This profile, including the financial summaries prepared and submitted by the organization based on its own independent and/or internal audit processes and regulatory submissions, has been read by the Foundation. Financial information is inputted by Foundation staff directly from the organization’s IRS Form 990, audited financial statements or other financial documents approved by the nonprofit’s board. The Foundation has not audited the organization’s financial statements or tax filings, and makes no representations or warranties thereon. The Community Foundation is continuing to receive information submitted by the organization and may periodically update the organization’s profile to reflect the most current financial and other information available. The organization has completed the fields required by The Community Foundation and updated their profile in the last year. To see if the organization has received a competitive grant from The Community Foundation in the last five years, please go to the General Information Tab of the profile.
A strong economy begins with a community that supports its people. When you support workforce training, financial literacy and public transportation, you enable individuals and families to work where they live, increasing their chances of economic success.
When families, schools and communities take the view that children and youth are valued and respected assets to society, they necessarily support environments that nurture youth development. Children raised to embrace positive social values, to seek self-understanding, and to value their self-worth grow to become community-minded young adults with a sense of belonging and a belief in their resiliency. See how you can help our community's children grow into tomorrow's leaders.
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