Craig Larrabee, President and CEO, JMG

Could you start by providing a detailed overview of JMG and its mission?

Craig Larrabee: JMG’s journey can be summarized by two central themes: its history and its innovative approach to partnering with education and business sectors. JMG was established over 30 years ago to address Maine’s challenges as one of the oldest states demographically and its ongoing workforce crisis. Initially focused on preventing dropouts and supporting students from disadvantaged backgrounds, JMG has grown from serving a few hundred students to 12,000 annually across all counties. This expansion has been made possible by bipartisan support from governors, legislators, school leaders, and business leaders. Our success lies in being student-centered and results-driven, helping students raise aspirations and become productive citizens. With a $10 million grant from the Harold Alfond Foundation, we’ve expanded into higher education, supporting JMG alumni pursuing credentials of value through Maine’s community colleges and universities to meet critical workforce needs.

JMG is now recognized as a pivotal partner in the Governor’s Ten-Year Economic Plan, identified for its role in shaping Maine’s future workforce. We disrupt conventional education policies, advocating for equity in access and opportunities, particularly for students in rural areas who may lack the resources available in urban settings. This model of public-private partnership—engaging over 150 school districts—serves as an exemplary framework for other states to emulate. Our work has consistently delivered results: higher graduation rates, improved earning potential, and pathways out of generational poverty. Yet, we remain committed to innovation, seeking new ways to provide experiential, hands-on learning opportunities that inspire and empower our students to thrive in an ever-changing world.

How have your partnerships, both at the state and national levels, contributed to JMG’s success over the years?

Kimberley Acker Lipp (Executive VP): Maine’s demographics, as Craig highlighted, are distinctive. While it’s the second-most rural state in the country, we also have dynamic urban centers like Portland, Lewiston, Augusta, and Bangor. Portland, in particular, boasts the most diverse school system in Northern New England. This demographic mix shapes the needs of our students and the partnerships we cultivate. Over the past 30 years, JMG has experienced vertical growth—expanding our reach to serve middle school, high school, and college students, thanks in large part to support from entities like the Harold Alfond Foundation. Beyond traditional partnerships, we’ve embraced innovation, adopting competency-based education to equip students with tangible, demonstrable skills. A prime example of our innovation is our pioneering micro-credential framework. These credentials, aligned with workforce needs, offer students opportunities to demonstrate skills like financial literacy, career readiness, and entrepreneurship. This approach has positioned JMG as a national leader in competency-based education.

To extend this model beyond Maine, we launched GenUS, a nonprofit affiliate of JMG. Through GenUS, we’re sharing our micro-credential framework with partners nationwide, empowering students to earn badges that enhance their digital portfolios for college admissions and job applications. This cutting-edge approach, recently highlighted by organizations like Digital Promise Global and the Aurora Institute, prepares students for success in an increasingly digital world.

What would you like to convey to prospective donors, collaborators, and the wider community about your goals and initiatives?

Craig Larrabee: Our vision centers on three priorities.

First, we aim to sustain and expand our direct-service model in Maine, supporting 12,000 students annually. Rising costs demand diversified funding sources to ensure these services remain accessible.

Second, we are deepening our work in district-level systemic change, a model supported by the Melmac Foundation. Here, JMG acts as a resource, collaborating organically with schools to foster student-centered, results-driven systems.

Third, we seek to scale our micro-credential framework through GenUS, offering equity of opportunity nationwide. These initiatives represent a paradigm shift in public education, bridging gaps and creating pathways for success.

Kimberley Acker Lipp: Expanding on that third point, micro-credentials empower students with personalized learning opportunities. As technology reshapes postsecondary and career pathways, tools like digital badges—embedded with metadata—position students for success in a world moving beyond paper resumes. This innovation ensures our students are not just prepared for today but are also future-ready.

Looking ahead, what are your aspirations for JMG’s future development and impact?

Craig Larrabee: The bipartisan support we’ve enjoyed in Maine underscores our shared commitment to the future of our youth. Looking ahead, we’re focused on expanding programs like the 40-hour paid work experience initiative, which will soon connect 6,000 students with businesses statewide. Simultaneously, we’re refining our strategic plan to identify disruptive, entrepreneurial opportunities that drive meaningful change. With the pandemic behind us, we’re embracing a forward-looking approach, pushing boundaries and reimagining what JMG and GenUS can achieve. Our mission remains steadfast: to create relevant, resilient opportunities that prepare young people to lead fulfilling, impactful lives.