Jobs for America's Graduates - New Mexico

 

 

Jobs for America’s Graduates-New Mexico

 

STRATEGIC PLAN

 

 

Job for America’s Graduates–New Mexico (JAG-New Mexico) recognizes that the success of our business rests within the hands of our employees. Led by the New Mexico Business Roundtable, the Board is committed to maintaining excellence in all areas of operation, while exploring opportunities in expanded or new market segments.

JAG-New Mexico’s strengths include a system of training and monitoring of local staff who deliver the program to 35-40 youth, a curriculum that delivers employability skills, and an electronic data system to measure real-time performance.

This document summarizes our mission, operating values, strategic goals and activities critical to continued success. This document is the beginning of a planning process that defines in measurable ways the future of the organization.

 M ISSION S TATEMENT

JAG–New Mexico helps students stay in school, graduate, prepare for and transition to the world of work. In partnership with schools and employers, JAG-New Mexico raises student aspirations, teaches teamwork and leadership, and instills workplace values while helping young people successfully transition beyond high school to postsecondary education and quality jobs.

V ALUES

Equally important in planning for and envisioning the future is a clear understanding of the program’s values. JAG-New Mexico operates with three core values:

 1. Youth-focused. The needs and interests of youth are first and are central to the way we do business.

 2. Operates as a Business Strategy. JAG-New Mexico operates as a business strategy and continually strives to find new ways to serve youth, employers and the communities within which it operates. We value that the program is relevant to students as well as to employers.

 3. Outcome-oriented. Measurable results are a hallmark of the program. Management and staff performance are accountable to performance-driven outcomes.

 

S TRATEGIC G OALS

The following strategic goals have been identified as critical issues and targeted solutions necessary to strengthen our future.

 A. Maintain and improve program quality. JAG-New Mexico’s current success and future expansion depends on demonstrating a consistent ability to meet performance standards required by educational systems and expected by employers. Activities to accomplish this goal include:

  1. Appropriate and timely use of Electronic Data Management System (e-NDMS);
  2. Development of state and local staff to deliver the program in accordance with state and national standards;
  3. Full implementation of the Multi-Year JAG Model, including all components of the program, and monitoring of these to ensure quality

B. Seek to understand New Mexico ’s needs. Expansion of services occurs through a shared understanding of the needs of New Mexico’s youth and the business community. Partnerships with education, workforce development, those serving youth with disabilities, those on Native lands and employers in all communities are essential to proper implementation of JAG-New Mexico. To accomplish this strategic goal, we undertake the following activities:

  1. Produce state and local research that includes information on student demographics and needs of youth in local communities and Native lands;
  2. Deliver the program in areas with students who most need and could benefit from the program;
  3. Work with school districts and systems in areas that indicate need as well as a long-term commitment to implementing the full JAG Model.

C. Based on New Mexico’s needs, expand existing and develop new revenue sources. JAG-New Mexico is funded by the Public Education Department and led by the New Mexico Business Roundtable.

A statewide Advisory Board is assisting to identify sources of funding never before investigated or approached, including fee-for-service, state agency funding from education, workforce development, those serving youth with disabilities, those on Native lands and employers. Reasonable growth targets will be set so we are able to manage growth and bring JAG Specialists to their highest job potential.

Activities to support this strategic goal include:

  1. Increasing the public and private sector contributions to the program to meet the following growth:
  • 15 schools in 2008-2009
  • 25 schools in 2009-2010
  • 50 schools in 2010-2011
  1. Secure contribution from Public Education Department to continue and expand the program beginning with the 2008-2009 school year;
  2. Funding of Department of Workforce Solutions to offer the program within 10 high schools where there exist Youth Career Centers, employment centers staffed by DWS employees;
  3. Secure annual, recurring corporate funding that will support delivery of the annual Leadership Development Conference (Fall) and the Career Association conference (Spring);
  4. Seek and secure legislative support expansion for JAG-New Mexico beginning in 2008.  

D. Continue to invest in staff. JAG-New Mexico supports a committed, well-trained cadre of JAG Specialists, employed by the school districts and trained according to JAG standards. JAG-New Mexico is concerned with specialist “turnover” and the need develop systems that ensure their personal and professional growth both within the JAG network and the field of education. Activities to support reaching this strategic goal include:

  1. Provide then monitor all Specialists’ full implementation of the JAG Model through electronic data management training and ongoing opportunities for training and technical assistance;
  2. Ensuring that all Specialists attend annually the National Training Seminar (July);
  3. Support and deliver New and Advanced Specialist training in coordination with national JAG;
  4. Provide ongoing feedback to Specialists, principals and Superintendents on implementation of the JAG Model.

E. Improve communications practices and technology. JAG-New Mexico hosts monthly professional development, management conference calls and also hosts two major events during the year. Efficiencies in supporting the communications needs of such a geographically diverse and growing organization could be improved by better use of technology. Activities to support reaching this strategic goal include:

  1. Conduct of assessment to determine the value and effectiveness of state website as a tool for information-sharing, learning and practice;
  2. Continuously improve on opportunities and outcomes through e-NDMS tutorials and online training materials;
  3. Provide feedback and ongoing data to Specialists, their school districts and funders on results of the program at the national, state and local levels.
  4. Publish results of the program statewide that documents students served, services delivered and outcomes achieved beginning with the Class of 2007 and for every class thereafter.
  5. Post research results to the state website and provide information to national office.

For More Information:

Jobs for America’s Graduates-New Mexico

10 Placitas Trails Rd.

Placitas, NM 87043

Ph. 505-867-6046

AdrienneRSmith@aol.com

 

 

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