CHARGES TO THE CHANCELLOR 2019-2020
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.
The following Charges for 2019-2020 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.
Continue to refine the AlamoENGAGE model and its various components, with particular emphasis on the inclusion of Decision-making models within our Principle-Centered Leadership policy/strategic objective that provides opportunities for ACD students and employees to develop as leaders and collaborators. Enhance the overall employee experience to accelerate employees’ level of engagement, satisfaction and performance.
Expand implementation and refinement of continuous improvement activities, including but not limited to the three elements of the Alamo Way:
- Continue to use the Baldrige model as our basis for quality enhancement and organizational efficiency;
- Expand development of our Regional ISD Compact Summit;
- Expand our Principle-Centered Leadership efforts to all students providing them the opportunity to achieve badges and certification and thereby increase their academic success and job market competitiveness into high demand, high wage jobs; and
- Maintain status as a Leader College within the national Achieving the Dream program and expand 4DX and all related initiatives designed to increase student success and achieve our annual degree/certificate WIG (Wildly Important Goal) annually.
Continue implementation of Project Management as a key performance and process improvement for strategic initiatives and the organization.
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. Support the Bond Citizens Advisory Committee to gather feedback from community stakeholders. Periodic reports will be provided the Board of Trustees from the Owner Reps/Project Managers regarding the timeliness of the projects and financial data associated with each project including but not limited to any 'heads up' issues.
Continue to collaborate with the Mayor, County Judge, and the Economic Development Foundation/SA Works Board to co-lead with the San Antonio Chamber of Commerce, and area chambers, the region’s Workforce Development effort including establishing employer driven pathways that align with the AlamoINSTITUTES and provide 9th grade through baccalaureate guided pathways in conjunction with our ISD and University partners that meet the needs of local employers:
- Expand development of our Access and Completion Regional Advising collaborative;
- Expand development of our Regional University Transfer Compact;
- Expand our Student Advocacy Center Network initiative to provide students with critical wrap-around support services.
Expand and improve implementation of the Alamo Way, our Strategy Map and 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 60 x 30 TX goal early at 13,200 to 13,500 graduates/certificated students.
Build and strengthen each College’s capacity to deliver premier, quality digital learning experiences for Alamo ONLINE students by establishing a comprehensive digital marketing and sales strategy to increase enrollment of exclusively online students by 4% from Fall 2019 to Fall 2020.
Continue to implement the AlamoINSTITUTES and present to the Board, periodically, data that affirms the beneficial impact of the pathways model (including Transfer Advising Guides) coupled with AlamoADVISE. Ensure that 80% of our students are assigned into the appropriate AlamoINSTITUTE through AlamoADVISE and that our five community-based strategies: SAWorks, Access and Completion Regional Advising Summit, the Regional ISD Compact, the Regional University Transfer Compact, and our Student Advocacy Center Network continue to work in tandem to effectively increase student access, success and employment.
Expand our strategies to reduce the costs of educational materials with Open Educational Resources (OER’s), electronic books and related strategies and continue to pursue collaborative strategies to ensure all Alamo Colleges’ students have Wi-Fi access (digital inclusion) both at the Alamo Colleges and at home or in their neighborhood. A community scan and student survey is recommended in order to document student’s access.
Strengthen the Alamo Colleges District brand, while promoting awareness of new and emerging Alamo Colleges District initiatives, including but not limited to AlamoPROMISE, using targeted marketing, and communications strategies. Present regular reports to the board on earned, owned and paid media.
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.
Successfully implement AlamoPROMISE to provide every graduating high school senior in Bexar County the opportunity to attend college without financial barriers. Continue to pursue a collective impact strategy to implement and fund AlamoPROMISE.
Increase educational attainment rates and improve economic and social mobility through a comprehensive portfolio of high school programs- the Alamo Academies, Dual Credit, Early College High School, P-Tech & other programs.
Support equity-mindedness at Alamo Colleges District which is a demonstrated awareness and willingness to address and resource equity issues among stakeholders- students, faculty, staff and partners/suppliers.
Support equitable educational outcomes for all students with a focus on limited-income students. Identify if performance/opportunity gaps exist by reviewing and evaluating student data. Develop action plans to close identified performance gaps among identified student groups. Increase overall student performance (retention, engagement, graduation, transfer, and job placement) of 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).
Collectively increase collaboration and teamwork at all levels within the Alamo Colleges District family among/between the five colleges and district support operations in support of the student success agenda. Seek to establish a culture of curiosity that sparks further innovation.