Organizational Charges to the Chancellor 2026-2027

Strategic Priority: Learners, Performance Excellence

Ensure academic offerings advance Alamo Colleges District’s moonshot of ending poverty through education and training by aligning credentials with workforce demand, completion efficiency, and post-completion economic outcomes.

• Continue progress toward the Texas Higher Education Coordinating Board and State of Texas strategic goals while emphasizing credentials that support long-term economic mobility.
• Monitor legislative and THECB policy shifts to align programmatic offerings with revised definitions of Credentials of Value.
• Position ACD’s credential strategy as a best-practice model in Texas by ensuring credentials lead not only to completion, but to meaningful economic mobility. Evaluate academic and workforce programs using labor market data, time-to-completion, and expected post-completion earnings (from Certificate I/II to associate through Bachelor’s degree) to ensure credentials meaningfully improve learners’ economic prospects.
• Align program design, sequencing, stackability, and delivery models to improve wage outcomes, including opportunities to accelerate, redesign, consolidate, or phase out programs as appropriate.
• Use insights from Aspen Institute’s Unlocking Opportunity initiative and the Community College 3.0 framework to guide program review and to improve workforce outcomes and increase the number of learners entering and completing programs that lead directly to jobs paying family-sustaining wages or to efficient and effective completion of a bachelor’s degree.
• Promote access by developing accelerated strategies, physical locations, and online access for current AlamoU bachelor degree programs.
• Present final proposal for a new workforce-focused bachelor’s degree at Northeast Lakeview College, ensuring consistency with Alamo U offerings.
• Continue to increase course transfer alignment and transfer rates through the Central/South Texas Regional University Transfer Compact and new partnerships with universities across Texas and the US where appropriate.
• 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.

Strategic Priority: Community, Learners

Expand programming, partnerships, and workforce strategies that prepare learners for in-demand careers, strengthen San Antonio’s economic mobility, and create sustainable pathways for both student success and institutional resilience.

• Advance the District’s regional leadership in aligning education and employment, building San Antonio’s capacity as a hub for upward mobility and workforce innovation.

• 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 and regional talent needs.
• Implement and scale the Schools and Centers model (AlamoINSTITUTES 2.0) to create robust workforce pathways for learners to seamlessly complete a beginning certification or degree program at one college and ultimately continue to a bachelor’s degree program at a school’s host college. Enhance program integration throughout the five colleges to jointly offer new and existing programs at more than one college.
• Develop a framework for apprenticeship degrees at scale and expand work-based learning opportunities that connect learners more directly to employment and long-term career advancement.
• Expand Ready to Work and continue to support the city and county’s goals on learner completion and job placement, while examining how the Alamo Colleges District will support individuals as Ready to Work funding expires.
• Launch and implement the Alamo Technical Institute (ATI) to provide citizens with no/low-cost, high-value, short-term stackable credentials that align with the Workforce Pell Grant program that align with regional workforce needs and long-term economic mobility.
• Identify opportunities to expand the number and scope of Workforce Pell-eligible programs in ways that strengthen student access, accelerate entry into high-demand fields, and support sustainable institutional growth.
• Explore innovative employer partnership models that connect learners with structured internships, apprenticeships, and project-based work experiences, while strengthening external partnerships and creating opportunities for sustainable revenue generation.
• Develop approaches that allow ACD to serve as a stronger intermediary between employers and highly qualified learners, positioning the district as a leading source of regional talent while expanding career-connected opportunities for students.
• Create a plan of action that aligns workforce programming, partnership development, and revenue-generating opportunities with the District’s broader mission of ending poverty through education and training.

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 disciplined capital deployment that support changes in education, training, employment, and the economy.

• Continue execution of the AlamoFORWARD strategic plan, emphasizing planning, infrastructure, and organizational alignment that scale with anticipated growth and innovation.
• Develop and implement a plan of action that supports organizational effectiveness and learner success in an environment characterized by enrollment growth, changing workforce demands, and shifting economic and political conditions.
• Maintain the 2025 Bond as a central driver of ACD’s long-term capacity to serve the region through facilities and programming that support high-wage, high-demand sectors such as aviation and aerospace, health care, IT, bioscience, and advanced manufacturing and strengthens learner access, expand workforce capacity, and reinforce ACD’s ability to respond to regional population growth and economic opportunity.
• Execute the 2025 Bond in phased tranches according to established timelines and strategic priorities, ensuring projects move forward in a manner that is transparent, accountable, and responsive to district and community needs.
• Provide clear progress monitoring and public transparency regarding bond implementation, including project completion, allocation of resources, and equitable distribution of contracts and opportunities across the District.
• Align bond implementation with institutional planning, operational readiness, and long-term sustainability so new facilities, programs, and infrastructure are positioned for lasting impact and reinforce San Antonio’s position as a regional and national leader in higher education, workforce development, and economic mobility.
• Continue advancement of the Comprehensive Campaign with appropriate scope and alignment to identified resource priorities, philanthropic opportunities, and strategic partnerships.

Strategic Priority: Learners, Performance Excellence

Advance online, hybrid, and competency-based learning strategies that expand access, scale enrollment, and ensure learner success in digital environments, while continuing to build the long-term foundation for AlamoONLINE through the School for Online Learning as a distinct and sustainable online institution.

• Elevate AlamoONLINE as a scalable model that contributes to the region’s innovation ecosystem and expands learning access across San Antonio and beyond through human and technological infrastructure to support marketing, recruitment, curriculum design, assessment, career planning, advising, and learner engagement across the digital learner lifecycle. Accelerate implementation of the long-term online learning plan, including expansion of the fully online School for Online Learning and development of the structures, systems, and capabilities necessary to support future growth and advancement that includes evaluation of appropriate accreditation and organizational structures, including, but not limited to a separately accredited online college.
• Strengthen high-quality and scalable learning experiences by implementing a comprehensive quality assurance system encompassing ongoing faculty preparedness, intentional online program design, substantive high impact online teaching strategies, and evidence of quality design course standards in hybrid and online courses.
• Integrate micro-credentials and non-credit pathways into academic programs, ensuring digital offerings contribute to workforce needs and meaningful economic mobility for learners. Provide digitally portable evidence of learners’ knowledge, skills, and abilities (e.g. Learner Employment Records [LERS]).
• Expand digital student success strategies, including student readiness options, timely advising, learner support services, virtual communities, peer support, and data-informed interventions that improve persistence, completion, and post-completion outcomes.
• Ensure online offerings are designed to meet the needs of adult learners, working learners, and place-bound learners who require flexible pathways to advancement through creation of a competency-based education (CBE) strategy and deeper integration and coordination of AlamoU with the School for Online Learning.
• Evaluate opportunities to expand high-value online programs in ways that strengthen access, support regional and statewide workforce needs, and position Alamo Colleges for continued digital growth.
• Advance credit for prior learning opportunities as a strategic enrollment management strategy while reducing time to credential completion time by streamlining and scaling processes across the District.
• Advance the ethical and responsible use of artificial intelligence across the Alamo Colleges District among three organizational priority levels: Foundation Imperatives, Strategic Enablers, and Transformative Opportunities.

Strategic Priority: Learners, Talent

Support learner success through innovation, support services, and data-informed strategies that strengthen persistence, completion, and long-term learner outcomes.

• Expand learner-facing practices that build social capital, strengthen personal agency, and increase learners’ sense of belonging, college affiliation, and engagement.
• Enhance the advising model through integration of digital tools such as AI and predictive analytics that deliver personalized, timely, and actionable guidance to learners.
• 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, inform reinvestment into learner-focused infrastructure, and strengthen interventions that improve learner persistence and success.
• Expand the Advocacy Network and wraparound services to the Education and Training Centers (ETCs), including continued support for parenting learners through access to childcare and expanded drop-in care services.
• Strengthen coordination among advising, advocacy, academic support, and career-facing services so that learners experience a more integrated pathway from entry through completion.
• Use learner success strategies to support not only persistence and credential attainment, but also stronger readiness for transfer, employment, and long-term economic mobility.
• Continue to refine learner support approaches in ways that respond to the needs of high-impact learner populations, including adult, part-time, parenting, and first-generation learners.

Strategic Priority: Community, Learners

Strengthen educational attainment and college readiness through a comprehensive portfolio of K–12 partnerships that support seamless transitions from early awareness through college enrollment and completion.

• Support and expand educational attainment goals, including the 29,000 by 2029 goal (29x29), through a comprehensive portfolio of high school programs including Dual Credit, Early College High School, P-Tech, Alamo Academies, and other aligned models.
• Strengthen AlamoADVISE for dually enrolled learners and support progress toward the 15 semester credit hour benchmark prior to high school graduation.
• Continue implementation of expanded advising and college readiness supports for dually enrolled high school learners.
• Develop and strengthen earlier outreach and engagement strategies that introduce college and career pathways to students prior to high school, building stronger college-going identity and readiness over time.
• Increase intentional coordination across middle school, high school, dual credit, and college entry points so that learners experience clearer and more continuous pathways into Alamo Colleges.
• Engage families and K–12 partners as active participants in supporting learner awareness, aspiration, and college readiness across multiple years.
• Strategically support K–12 partners in adapting to state policy changes that may impact college-going culture, readiness, and educational attainment.
• Reinforce ACD’s commitment to San Antonio and the regions full education pipeline, strengthening the region’s long-term talent development and collective impact on college attainment.

Strategic Priority: Community, Learners

Expand access and strengthen completion through coordinated enrollment strategies, barrier reduction, and early learner supports that promote successful entry, persistence, and educational momentum.

• Continue implementation of the district-wide Strategic Enrollment Management Plan to support enrollment growth and increase market penetration into the community.
• Ensure continued access through AlamoPROMISE and explore strategies to expand access for K–12 learners, adult learners, and currently enrolled learners, while continuing to pursue collective impact strategies for increased funding.
• Identify areas of learner and institutional challenge and set goals for improvement of learner outcomes, including measures of learner connection such as engagement with advising, support services, and academic planning, alongside indicators of persistence and completion.
• Expand strategies that reduce barriers to entry and early progression, particularly for learners navigating readiness, affordability, and transition challenges.
• Scale high school equivalency offerings with a diploma option and dual credit opportunities across the ACD.
• Expand preparatory support for prospective ACD learners pursuing the Texas Success Initiative Assessment (TSIA) college readiness exam.
• Align access and completion efforts with institutional goals for learner success, community impact, and long-term educational attainment.

Strategic Priority: Talent, Performance Excellence

• Strengthen ACD’s ability to attract, retain, and support high-quality faculty, staff, and administrators through a talent strategy that reflects the District’s scale, performance expectations, market position, and commitment to institutional excellence.
• Build on the implementation of the comprehensive compensation model by evaluating and advancing strategies that strengthen talent competitiveness, long-term retention, and organizational stability across the District.
• Ensure compensation and talent strategies remain responsive to varying labor markets, with particular attention to specialized, technical, instructional, and leadership roles that are highly competitive or difficult to fill.
• Evaluate ACD’s market position relative to peer and aspirational institutions to ensure the District remains competitive at a level consistent with its national standing, operational complexity, and strategic ambitions.
• Explore and strengthen approaches that support employee stability, professional growth, continuity, and sustained contribution across faculty, staff, and administration, while preserving flexibility for the District to respond to changing workforce conditions.
• Advance a broader employee support strategy that promotes engagement, recognition, well-being, and workplace effectiveness through competitive and sustainable employment practices.
• Strengthen pathways for leadership development, succession planning, and retention of institutional knowledge to support long-term organizational effectiveness.
• Align talent strategies with learner success, innovation, and performance excellence so that employees are well-positioned to support the District’s strategic goals and future growth.

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.
• Monitor the continued application of continuous improvement practices that strengthen institutional effectiveness, operational quality, and learner outcomes.
• Track internal assessment results to ensure continuous improvement remains linked to measurable gains in efficiency, innovation, and student achievement.
• Share and reinforce practices that support ACD’s standing as a national model for institutional excellence.

Strategic Priority: Community, Performance Excellence

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

• Increase synergy and collaboration in communications and marketing across the Alamo Colleges District by continuing to formalize committees, councils, and gatherings of subject matter experts across the District.
• Enhance ties with prospective learners, families, alumni and community partners to encourage enrollment and deepen engagement through outreach efforts.
• Align strategic communications with major institutional initiatives, regional partnerships, and learner success priorities to strengthen ACD’s visibility and reputation.
• Support the District’s continued growth as a recognized regional and national leader in higher education and workforce development.

Strategic Priority: Learners, Community

Monitor and strengthen workplace-based learning opportunities that prepare learners for career success and support long-term economic mobility.

• Monitor and report on AlamoEXPERIENCE as a framework for ensuring each graduating learner has access to a workplace-based learning opportunity such as an apprenticeship, internship, community service or service-learning experience, or on-campus employment.
• Continue development and implementation of the Earn and Learn component of AlamoEXPERIENCE, allowing learners to build professional social capital through apprenticeships, community service, internships, and employment opportunities.
• Ensure workplace learning programs remain inclusive of high-impact learner populations and are designed to foster belonging, confidence, and career readiness.
• Align workplace-based learning opportunities with broader institutional goals related to learner success, workforce readiness, and economic mobility.