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The Board of Trustees of the Alamo Colleges District in collaboration with its chancellor, Dr. Mike Flores, work to provide a road map to excellence. The points along the way on this map are called charges and are communicated to all stakeholders. 

  • Active Goals are those of high interest to the Alamo Colleges District organization and its stakeholders during the evaluation period. The achievement of Active Goals requires that they be specific and measurable.

  • Monitored Goals are those of continued interest and importance to the Alamo Colleges District and its stake holders during the evaluation period. Monitored Goals have often been an area of focus in previous evaluation periods. Their achievement continues to be of interest to the organization.

The following charges for 2022-2023 are built upon the previous years' charges in order to encourage continuous improvement and innovation for our award-winning district and economic and social mobility for our students.

View List of Board Charges (PDF)

Active Goals

1. Strategic Enrollment Management

Continue implementation of the overarching Alamo Colleges District-wide Strategic Enrollment Management Plan to facilitate smart growth and increase market penetration in the community.

2. AlamoPROMISE- Improve College Going Rates

Expand AlamoPROMISE level of service from 0 to 100% of the initial targeted 45 high schools and programs in Bexar County within five years of program implementation. Continue to pursue a collective impact strategy to implement and fund AlamoPROMISE. 

3. Support Equity-Mindedness

Support equity-mindedness at Alamo Colleges District through a demonstrated awareness and willingness to address and resource equity issues including:

  • Support equitable educational outcomes for all students with a focus on limited-income students.
  • Develop a plan to better serve “Parenting Students”.
  • Increase overall student performance (retention, engagement, graduation, transfer, and job placement).
  • Identify if performance/opportunity gaps exist by reviewing and evaluating student data.
  • Develop action plans to close identified performance gaps among identified student groups.
  • Emphasize positive attributes of our students by creating a paradigm shift to realize needs of specific student groups and developing or enhancing services provided to them.

Enhance the Student Advocacy Network to provide students with critical wrap-around support services.

4. AlamoONLINE

Build and strengthen each College’s capacity to deliver premier, quality digital learning experiences for AlamoONLINE students further enhancing enrollment, retention and completion.

  • Increase enrollment of exclusively online students (excluding dual credit and early college high school) by 5% from Fall 2022 to Fall 2023.
  • Increase the number of student-earned verified micro-credentials (including digital badges) that articulate in-demand marketable and technical skills by 42% from 2,119 in 2021-2022 to 3,000 in 2022-2023.

Develop and increase the number of and implementation of micro-pathways for careers in Information Technology from 1 to 4 in 2022-2023.

5. Implementation of new Baccalaureate degree programs

With the successful passage of HB 3348, develop a phased implementation plan for workforce-oriented bachelor’s degree programs at Northwest Vista College, Northeast Lakeview College, and Palo Alto College to complement the portfolio of San Antonio College RN to BSN bachelor’s degree and St. Philip’s College cybersecurity bachelor’s degree. Once achieved, the Chancellor will solicit evaluative data from graduates to inform continuous improvement of the bachelor degree program.

6. Competitive Employee Compensation

Build an employee compensation program that is competitive among nationally recognized, high-performing community colleges. Engage representatives from relevant faculty, staff and administrator groups (including adjunct and high-wage/high-demand faculty) in the development of a sustainable program that provides alignment and consistency with the strategic priorities of the College District for the recruiting and retention of high-quality talent.

7. Universal Access to Educational Materials

Ensure successful implementation of the AlamoBOOKS+ program which provides no- to low-cost instructional materials to ACD students by the first day of class. Continue to expand our strategies to expand the number of faculty utilizing Open Educational Resources (OER) in their courses.


Allow students to take courses and receive instructional and support systems at any time. Provide technology and internet service at no- to low-cost to facilitate connection to the Alamo Colleges District. Ensure staffing and support is aligned to meet those needs.

9. Workforce Needs of the City/County and Service Area

Continue to collaborate with the City and County, greater: SATX/SA WORX and area chambers of commerce to enhance the region’s Workforce Development effort to increase credentialed talent in the community including:

  1. Expand ACD’s workforce development capacity (adult literacy, credit and continuing education) to meet increased demand generated by San Antonio’s Ready to Work Job Training Program and other forces.

  2. Shorten students’ time to certificate/degree completion and time to labor market, in collaboration with key stakeholders such as faculty and staff.

  3. Expand our Access and Completion Regional Advising collaborative to strengthen academic advising support;

  4. Expand our Regional University Transfer Compact to increase course transfer alignment and transfer rates
10. Legislative Priorities

With the commencement of the next Texas Legislative Session in January 2023, ensure the Alamo Colleges District advocates for issues that promote student success. This includes developing and communicating a legislative agenda that:

  1. Promotes the creation of an efficient and sustainable funding system for community colleges;

  2. Strengthens college and career pathways including increased utilization of models like the Alamo Colleges’ transfer advising guides;

  3. Increases access for students with increased investments in student financial aid programs; and

  4. Educates legislators and community members on the vast array of policy issues critical to the success of the Alamo Colleges.

Monitored Goals

11. AlamoWAY

Expand implementation and refinement of continuous improvement activities, including but not limited to the three elements of the Alamo Way:

  1. Student Success
  2. Principle-Centered Leadership
  3. Performance Excellence
12. General Obligation Bond and Maintenance Tax Notes

Continue to work with the Board Chair to implement strong oversight of the GO Bond and the build-out of the projects scheduled for the entirety of the $450 million bond. Continue to support the Citizens Bond Advisory Committee to gather feedback from community stakeholders. Ensure the successful launch of the $270 million in maintenance tax notes to fund facility and other renovations. Ensure that renovations are conducted with an eye towards greater energy efficiency and sustainable operations.

Periodic reports will be provided to the Board of Trustees from ACD leadership, the Owners Representative and Project Managers regarding the project timeliness and financial data associated with each project.

13. Achieve Higher Persistence, Graduation and Completion Rates

Expand and improve implementation of the various models and strategies including 4DX to achieve increased levels of persistence, graduates and completers as set forth in our student success metrics and annual WIG. Achieve the Texas Higher Education Coordinating Board “Building a Talent Strong Texas” goal early at 13,200 to 13,500 graduates/certificated students. Identify areas of student/institutional challenge and set goals for improvement of student outcomes, including metrics that measure connection and completion success for Alamo College District learners.

14. Strategic Communication and Marketing

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:

  • Launch Community Connections and other community outreach programs focused on extending the reach of the Alamo Colleges District into the community and neighborhoods.

  • Increase synergy and collaboration in communications and marketing across the Alamo Colleges District by formalizing communications and marketing committees, councils and gatherings of subject matter experts across the Alamo Colleges District family

  • Enhance ties with prospective students & parents to encourage enrollment through community and neighborhood-based activations.
15. High School Programs: Improve College Going Rates

Increase educational attainment rates and improve 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. Successfully implement the downward expansion of the AlamoADVISE model to serve dually enrolled high school students.


Successfully implement 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 proof-of-concept and begin development of the Earn & Learn component of AlamoEXPERIENCE allowing students to build professional social capital through apprenticeships, community service/service learning, internships, and employment opportunities.

17. AlamoENGAGE

Increase collaboration and teamwork through the top opportunities for improvement identified in the Great Place to Work survey results.