Organizational Charges to the Chancellor 2025-2026

Strategic Priority: Community, Performance Excellence

Position the Alamo Colleges District organization and stakeholders to meet the demands of the future through strategic planning, facilities development, and capital deployment, supporting changes in education, training, employment, and the economy.

• Continued execution of AlamoFORWARD strategic plan, emphasizing planning that scales with anticipated growth and innovation.
• Develop a plan of action that provides for organizational efficacy and student success amidst an environment characterized by learner enrollment growth and shifting economic and political dynamics. 
• Leverage the Bond as a catalyst to solidify San Antonio’s role as a regional leader in higher education, drawing talent and economic opportunity to the area by developing facilities and programming that support high-wage, high-demand sectors such as aviation/aerospace, health care, IT, bioscience, and advanced manufacturing.
• Implement the 2025 Bond in phased tranches aligned to enrollment growth, workforce needs, and regional access gaps while ensuring public transparency in Bond progress and maintaining equitable distribution of resources and contracts across the District.
• Launch a Comprehensive Campaign with appropriate scope and alignment with identified resource priorities and partners.

Strategic Priority: Learners, Talent

Support learner success through innovation, support services, and data-informed strategies.

• Expand learner-facing practices that build social capital, strengthen personal agency, and increase learners’ sense of belonging, college affiliation, and engagement.
• Explore opportunities to enhance the advising model through integration of digital tools such as AI and predictive analytics that deliver personalized and timely guidance.
• Evaluate compatibility of new technologies with current infrastructure to ensure scalable implementation aligned with district-wide learner support goals.
• Align the system-wide Key Performance Indicator portfolio to monitor performance gaps and inform reinvestment into learner-focused infrastructure.
• Expand the Advocacy Network and wraparound services to the Education and Training Centers (ETCs), including continued support for parenting learners including access to childcare and expanded drop-in care services.

Strategic Priority: Learners, Performance Excellence

Ensure academic offerings meet the evolving definition of Credentials of Value by the State of Texas and support learner post-completion success.

• Continue progress toward the Texas Higher Education Coordinating Board
  (THECB) and State of Texas’s strategic goals as outlined in the “Building a Talent Strong Texas” plan by increasing our yearly goal of 10,500 to 12,000 degrees and certificates achieved.
• Monitor legislative and THECB policy shifts to align programmatic offerings with revised definitions of Credentials of Value.
• Promote access by developing accelerated strategies and physical locations for current bachelor degree programs.
• Present final proposal for a new workforce-focused bachelor’s degree at Northeast Lakeview College, ensuring consistency with Alamo U offerings.
• Enhance data collection on existing bachelor’s programs, including post-graduate data collection on employment and salary, to support continuous improvement and state compliance.
• Continue to increase course transfer alignment and transfer rates through the Regional University Transfer Compact and new partnerships with universities across Texas.
• Implement a hard-wired transfer partnership program utilizing AlamoINSTITUTES and the Transfer Advising Guides/Workforce Development Plans to ensure learners from ACD transfer to four-year universities with at least 15 semester credit hours.
• Position ACD’s credential strategy as a best-practice model in Texas.

Strategic Priority: Community, Learners

Expand programming partnerships that prepare learners for in-demand careers and contribute to San Antonio’s regional economic growth.

• Advance the District’s regional leadership in aligning education and employment, building San Antonio’s capacity as a hub for upward mobility.
• Strengthen relationships with local employers, chambers of commerce, and economic development and workforce entities (e.g., greater:SATX, SA WORX) to align and enhance programs with industry demand.
• Implement and scale the Schools and Centers model (AlamoINSTITUTES 2.0) to create robust workforce pathways for learners to seamlessly complete a beginning certification/degree program at one college and ultimately continue to a bachelor’s degree program at School’s host college.
• Monitor participation in the Aspen Institute’s Unlocking Opportunity Initiative and use insights to improve equitable workforce outcomes and increase the number of learners, including first generation and under-resourced learners, entering and completing programs that lead directly to jobs that pay a family-sustaining wage or to efficient and effective completion of a bachelor’s degree.
• Develop a framework for apprenticeship degrees at scale.
• Expand Ready to Work and continue to support the city/county’s goals on learner completion and job placement. Examine how the Alamo Colleges District will support individuals as Ready to Work funding expires.
• Create a plan of action that optimizes the usage of the new Workforce Pell Grant program in current and enhanced short-term training programs. Eligible programs must lead to a “portable stackable” credential that is  150-600 clock hours and runs 8 weeks-15 weeks.

Strategic Priority: Learners, Performance Excellence

Advance online and hybrid learning strategies that scale enrollment and ensure learner success in digital environments.

• Operationalize the long-term online learning plan, including launching a fully online school.
• Strengthen online program design, marketing, learner supports, and infrastructure.
• Align micro-credentials and non-credit pathways with House Bill 8 (2023) and THECB Talent Strong Texas targets.
• Advance human and technological infrastructure to support current capabilities such as recruitment, curriculum design, assessment, and career planning, while incorporating emerging capabilities for successful digital learning. Measure digital capabilities across the learner lifecycle, ultimately to support practical and sustainable approaches to digital services and online learning.
• Highlight AlamoONLINE as a scalable model that contributes to our service region’s innovative ecosystem and expands regional learning access.

Strategic Priority: Community, Learners

• Continue implementation of the overarching district-wide Strategic Enrollment Management Plan to facilitate enrollment growth and increase market penetration into the community.
• Ensure a continued level of access through AlamoPROMISE and explore strategies to expand access to K-12 learners and adults, as well as currently enrolled learners. Continue to pursue collective impact strategies for increased funding.
• Identify areas of learner and institutional challenge and set goals for improvement of learner outcomes, including metrics that reflect learner connection, such as engagement with advising, support services, and academic planning, and successful progression to completion success for Alamo College District learners.
• Scale high school equivalency offerings with a diploma option and dual credit opportunities across the Alamo Colleges District.
• Expand preparatory support for prospective ACD learners pursuing the Texas Success Initiative Assessment (TSIA) college readiness exam.

Strategic Priority: Community, Learners

• Support and expand educational attainment rates including the 29,000 by 2029 goal (called 29x29) that improves economic and social mobility through a comprehensive portfolio of high school programs including Dual Credit, Early College High School, P-Tech, Alamo Academies, and other program models.
• Strengthen AlamoADVISE for dually enrolled learners and aim to meet 15 semester credit hour benchmark prior to graduation.
• Successfully implement the downward expansion of the AlamoADVISE model to serve dually enrolled high school learners.
• Strategically support K-12 partners in adapting to state policy changes that may impact college-going culture.
• Reinforce ACD’s commitment to San Antonio’s full education pipeline, enhancing the region’s collective impact on college attainment.

Strategic Priority: Talent, Performance Excellence

Continue implementation of the comprehensive employee compensation model introduced in 2024–2025.

• Monitor application of the new salary structures and assess impacts on recruitment, retention, and employee satisfaction.
• Align compensation progress with feedback from the Great Places to Work and other relevant organizational climate tools.
• Ensure compensation strategies remain sustainable and responsive to market trends and fiscal realities.

Strategic Priority: Performance Excellence

Maintain and monitor continuous improvement activities grounded in the AlamoWAY and Baldrige frameworks to uphold institutional performance and model excellence nationally.

• Sustain the district’s commitment to the AlamoWAY framework, focusing on Student Success, Principle-Centered Leadership, and Performance Excellence.
• Track internal assessment results to ensure continuous improvement remains linked to measurable gains in efficiency, innovation, and student achievement.

Strategic Priority: Community, Performance Excellence

Strengthen the Alamo Colleges District brand, while promoting awareness of new and emerging Alamo Colleges District initiatives using targeted marking and communications strategies such as:

• Increase synergy and collaboration in communications and marketing across the Alamo Colleges District by formalizing communications and marking committees, councils and gatherings of subject matter experts across the Alamo Colleges District family.
• Enhance ties with prospective students and parents to encourage enrollment through community and neighborhood-based activations via Community Connections and other community outreach programs.

Strategic Priority: Learners, Community

• Monitor and report on AlamoEXPERIENCE which will provide each graduating student with a workplace-based learning opportunity (i.e., apprenticeship, internship, community service/service learning, on-campus employment).
• Develop and implement the Earn & Learn component of AlamoEXPERIENCE allowing students to build professional social capital through apprenticeships, community service/service learning, internships, and employment opportunities.
• Ensure workplace learning programs are inclusive of high-impact student populations and designed to foster a sense of belonging and career confidence.

Strategic Priority: Talent, Performance Excellence

• Increase collaboration and teamwork through top opportunities for improvement identified in the Great Place to Work survey results.
• Reinforce an organizational culture that values teamwork, psychological safety, and cross-role collaboration, with attention to insights from employee climate assessments.