ACC intends to (1) attract and retain a workforce with sustained high effectiveness in meeting student needs, (2) act as an ethical and responsible employer, (3) develop and maintain a fair and competitive salary structure and (4) make efficient use of student and public funds for compensation administration.
A compensation administration plan will be developed as a means of managing payroll costs and salary expenditures and shall be included in the annual proposed operating budget developed by the College administration. The President shall accordingly, consistent with fiscal constraints and meeting the College's multiple needs, develop plans and proposals to meet the following goals:
1] Ensure an adequate staffing level to meet the mission and goals of the College by employing regular staff and minimizing reliance on part-time, temporary or hourly employees.
 Maintain a compensation program of competitive salaries and benefits that ensures fair pay for the employees’ contributions to the College mission, with no employee paid less than the community-accepted level of a "living wage".
 Compensation survey data pertaining to an employee group will be shared with the appropriate employee association. The administration will seek to reach consensus with the employee association on the compensation plan that is included in the proposed operating budget prior to presentation of the budget to the Board. The employee associations shall have the opportunity to provide comments on their proposed compensation plan(s) to the Board at least one month prior to adoption of the budget.
 For each employee classification the administration shall ensure market competitive salaries as follows:
- For non-faculty employees (classified, professional-technical and administrators), the relevant competitive market shall be the non-faculty classifications of similar positions with similar job descriptions of the Texas metropolitan community colleges and the local market.
Actual ACC salaries will be compared to average salaries in the current market. The administration will establish priorities for salary range and/or salary adjustments as needed for salary alignment within the pay grades. Any proposed range or salary adjustments will be included in the proposed budget submitted to the Board.
The administration will obtain non-faculty survey information from the College and University Personnel Association (CUPA), the Austin area salary survey and other relevant surveys to be included in the market survey results.
- The non-faculty employees’ compensation survey shall be conducted in the odd years. In the non-survey years, non-faculty employees’ salaries shall be adjusted to reflect an annual adjustment as approved by the Board. The adjustments shall take into account the cost-of-living and other economic factors and be included in the proposed operating budget.
- For full-time faculty positions, the relevant market shall be full-time faculty with equivalent experience and education at the Texas metropolitan community colleges. The metropolitan community colleges include: Alamo Community College, Collin County Community College, Dallas County Community College, El Paso Community College, Houston Community College System, Lone Star College System, San Jacinto College and Tarrant County College Districts.
The Texas Community College Teachers Association (TCCTA) Full-Time Faculty Survey shall be used to determine market salaries. The methodology to determine market competitive salaries shall be the comparison of each college’s actual salaries paid to full-time faculty assuming a nine-month contract. At the bachelor’s, master’s and doctorate degree levels, the minimum and maximum shall be ranked from the highest to lowest salary among the Texas metropolitan community colleges. Based upon analysis of the survey data, the compensation of full-time faculty at each level shall be established in the top three of the Texas metropolitan community colleges. The full-time faculty compensation survey shall be conducted annually.
- For adjunct faculty the relevant comparison market shall be the ACC Full-Time Faculty salary scale at the bachelor’s, master’s and doctorate degree levels. The methodology to determine market competitive salaries shall be to conduct the annual full-time faculty salary survey in compliance with the Board policy and then, to determine the minimum adjunct faculty LEH rate at the bachelor’s, master’s and doctorate level. The lowest minimum LEH rate shall reflect no less than 68.75% of the comparable full-time faculty rate at the same education and experience level.
For the board approved annual adjustment adjunct faculty will be adjusted a proportion of the Board approved annual adjustment based upon the total amount of LEH taught the year prior to the Board approved adjustment. If the Board approves an annual adjustment less or more than the proportional adjustment, the total combined salary adjustment shall not exceed the total percent annual adjustment approved by the Board.
 The administration shall adjust employee salaries as approved by the Board.
 As part of the annual operating budget process, the proposed budget shall reflect the salary scales that reflect the above principles and include projections for annual adjustments taking into account the cost-of-living and other economic factors, market adjustments, changes in staffing levels and identify any major changes in compensation administration that impact the budget. Board approval of salary scales and rules shall be based primarily on the extent to which the President's recommendation is consistent with the provisions of Board policy and planning directives.
 Compensation rates and proposed changes in them are to be publicly announced and shall normally be implemented as part of the budget process. Compensation changes at other times shall be made only in cases of documented urgent need approved by the President, after informing the employee associations and considering their comments. Changes require specific Board approval if the action increases a person's compensation rate by 10% or more or if the cumulative unapproved changes to the budget during the year would exceed $10,000/month.
 When a budget falls short of meeting the goals of this policy, the budget shall allocate between 4% and 6% of projected annual revenues for market level adjustments, an annual adjustment, experience adjustments, stipends, and awards.
 An appropriate relationship shall be maintained between the compensation packages of executives and senior administrators and the compensation for other classes of employees. Any compensation increase in excess of the average percentage increase for other employees for an employee serving as a College administrative officer requires specific Board approval.
 Under extraordinary circumstances, the President may propose a budget which falls short of meeting the goals of this policy. While revenues and expenditures may fluctuate annually, the President shall strive to allocate sufficient funds for market-level adjustments and an annual adjustment.hall be conducted every two years. In the alternate years, non-faculty employees’ pay scale shall be adjusted to reflect at least the cost-of-living adjustment as approved by the Board. The adjustments shall be included in the proposed operating budget.