Human Resources - Employee Handbook

The College

Welcome to ACC!
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The ACC family would like to extend a personal welcome to you as an employee of Austin Community College. ACC is an exciting, dynamic and growing organization. Our primary mission is simple: we are dedicated to providing the highest quality education to meet the needs of our students, area employers, and the community at large. ACC plays a vital role in offering a variety of educational programs while addressing the training and educational needs required for a highly skilled workforce.

This ACC Employee Handbook is designed to provide employees with comprehensive information about ACC’s policies, procedures and benefits in an easy to read format. We encourage you to use it as a reference manual to provide the answers to your questions.

Your employment with ACC is valued. We want you to take advantage of all of the opportunities provided by the College. The staff of the Office of Human Resources is available to assist you in getting oriented to the College’s policies and procedures. We are also available to visit with you to provide information, materials and resources. We want to help make your career at the College successful.

As with any printed manual, there may be changes made to this Handbook. Any substantive changes in any policy, regulation or procedure during the year will be posted on the ACC website. Recommended additions, deletions or changes may be submitted to the Office of Human Resources, c/o Vice President’s office.

We hope you will enjoy your career at ACC. We are happy that you have chosen to participate in this adventure with us. We look forward to your personal investment in our students and in our community.

Gerry Tucker

Geraldine J. Tucker
Vice President
Office of Human Resources

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The College


Austin Community College is an open-door institution of higher education that has served Central Texas since 1973. Its mission includes general education (university transfer), workforce programs, customized training for businesses, continuing education, developmental education, and adult basic education.

The College has six campuses located throughout Greater Austin. In addition, ACC holds classes in at least 40 other locations within the College’s designated service area, which includes independent school districts in Travis, Williamson, Hays, Bastrop, Caldwell, Blanco, Gillespie, and Guadalupe counties.

ACC houses most administrative offices and operational services in the Highland Business Center and the Service Center.

ACC receives funds from the State of Texas, student tuition, and residents of the ACC taxing district, which includes the Austin Independent School District, Leander School District, Manor Independent School District and Round Rock Independent School District.

ACC's Values, Vision, and Mission

Vision Statement

The Austin Community College District will be recognized as the preferred gateway to higher education and training and as the catalyst for social equity, economic development, and personal enrichment.

Value Statements

These are the core values that guide the Austin Community College District’s internal and external interactions with each other and our community:

  • C - Communication:  ACC values open, responsible exchange of ideas.
  • A - Access:  ACC values an open door to educational potential.
  • R - Responsiveness:  ACC values targeted actions to address Service Area and internal needs within available resources.
  • E - Excellence:  ACC values commitment to integrity and exemplary standards.
  • S - Stewardship:  ACC values personal and professional ownership that generates accountability.

Mission Statement

The Austin Community College District values and respects each individual student.  We promote student success and improve communities by providing affordable access, through traditional and distance learning modes, to higher education and workforce training in the eight-county service area.

To fulfill its mission, the College will provide, within its available resources, the mission elements prescribed by the State of Texas:

[a] Vocational and technical programs of varying lengths leading to certificates or degrees.

[b] Freshman- and sophomore-level academic courses leading to an associate degree or serving as the base of a baccalaureate degree program at a four-year institution.

[c] Continuing adult education for academic, occupational, professional, and cultural enhancement.

[d] Special instructional programs and tutorial service to assist underprepared students and others who wish special assistance to achieve their educational goals.

[e] A continuing program of counseling and advising designed to assist students in achieving their individual educational and occupational goals.

[f]  A program of technology, library, media, and testing services to support instruction.

[g] Contracted instruction programs and services for area employers that promote economic development.

Intended Outcomes

The Austin Community College is committed to enhanced learning success for all students.  The primary goals of the College’s efforts to promote student success shall be to:

  1. Reduce attrition
  2. Complete developmental and adult education course progression to credit courses
  3. Complete gateway courses (high enrollment areas)
  4. Increase persistence (term to term/year to year)
  5. Enhance student learning/completion of attempted course with a “C” or better
  6. Increase degree/certificate graduates and transfer to universities
  7. Increase success equity across all racial/ethnic/gender/income groups

The Austin Community College District will establish institutional effectiveness measures designed to assess the College’s success in providing:

  1. Balanced instructional offerings among the College’s mission elements;
  2. A teaching and learning environment that encourages students to be active, life-long learners;
  3. Accessible and affordable post-secondary and higher education programs and services for all who qualify and have the ability to benefit;
  4. Enrollments reflecting diverse and traditionally underserved populations in numbers that represent the local populations of our Service Area;
  5. Job placement from career workforce programs into family-wage careers;
  6. Efficiently administered programs and services that create an institution that is a good place to work, learn, and otherwise experience the higher-education process.

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ACC's Comprehensive Master Plan

The ACC Master Plan is a multi-year, cohesive framework that reflects the priorities of the college and the strategies for accomplishing stated objectives. The Master Plan process is a shared governance function that elicits input from all areas of the institution.  All staff participate in the Master Planning process through one of eleven “cluster groups.”  Cluster groups are composed of multiple units that share the same broad function; the eleven cluster groups include the following:

See this link for the current Master Plan, as well as the Master Plan for previous years:

See this link for information related to Cluster Groups:

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Shared Governance

(Board Policy C-5 Shared Governance and Open Communication, Administration Rule 3.05.005, Shared Governance Process)

      Shared governance is a collaborative decision-making process by which the ACC Board of Trustees, administrators, faculty, staff, and students work as a community of colleagues to advance the mission, goals, and values of the College. Shared governance requires open communication among stakeholders in an environment of mutual respect, collegiality, and accountability. The shared governance structure includes the following:

  • Board of Trustees

The nine-member Board of Trustees has the responsibility of formulating public policy for the operation of the ACC District. It functions as the legislative and policy-making body charged with the governance and control of activities within the College District. The Board exercises its leadership primarily through the formulation and adoption of written policy. The Board delegates to the College president the function of specifying required actions and designing the detailed arrangements under which the College operates.

  • President

The ACC president functions as the College ’s chief executive officer and chief operating officer, providing administrative and academic leadership to faculty, staff, administrators, and students. The president advises the Board of Trustees on policy, assists the Board in formulating a vision for ACC, and oversees financial resources to lead to the successful execution of that vision.

  • Councils

Serving as the primary vehicle for fostering shared governance, councils develop policy and administrative rules for review and final approval by the president. Councils develop and implement district-wide procedures; respond to recommendations and reports from appropriate committees and task forces; implement and monitor strategic plan and program review for respective areas; and articulate budget requests.

Four primary councils address district-wide issues: the Academic and Campus Affairs Council (; the Student Services Council (; the Administrative Services Council (; and the Shared Governance Council ( Councils will have representatives from recognized employee and student organizations, chosen by the organizations.

  • Committees and Task Forces

Committees are representative groups that focus on a specific area of College operations. These groups are intended to be standing, ongoing groups. Task forces are groups appointed for a limited period to review issues or concerns and to make specific recommendations to a committee or council.

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ACC’s Servant-Leadership Initiative

      The Servant-Leadership model fits well in a teaching/learning environment, and in the shared governance structure of the college.  To further expand and enhance the many good things which characterize ACC, the Servant-Leadership initiative was launched in 2005 as a means to more consistently express our values in serving our students, our community, and our colleagues.

      The initial phase of the initiative began with Servant-Leadership training for all supervisors in 2005 and early 2006. The concept was further developed and explained at the ACC Spring Development Day in Spring 2006, through a focus on the implications of Servant-Leadership for faculty and staff. ACC's Professional Development program will include an on going emphasis of Servant-Leadership principles.

What is Servant-Leadership?:

      The meaning of Servant-Leadership is best defined in the words of Robert Greenleaf, who described the concept in his essay, “The Servant as Leader.” Greenleaf discussed the motivation of a Servant-Leader:

      It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. This is different from the person who is the leader first, perhaps because of the need to assuage a power drive or to acquire material possessions. The difference manifests itself in the care taken by the servant--first to make sure that other people's highest priority needs are being met.

      The best test is: do those served grow as persons? Do they while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?  And, what is the effect on the least privileged in society; will they benefit, or at least, not be further deprived?

The Servant Leadership Model includes:

Shared Leadership
Value People
Provide Leadership
Display Authenticity
Develop People
Build Community

10 Principles of Servant-Leadership:

The Greenleaf Center has identified a set of 10 characteristics that are viewed as being critical to the development of Servant-Leaders. These 10 are by no means exhaustive. However, they serve to communicate the power and promise that this concept offers:

1. Listening - Traditionally, leaders have been valued for their communication and decision-making skills. Servant-Leaders must reinforce these important skills by making a deep commitment to listening intently to others. Servant-Leaders seek to identify and clarify the will of a group. They seek to listen receptively to what is being said (and not said). Listening also encompasses getting in touch with one's inner voice, and seeking to understand what one's body, spirit, and mind are communicating.

2. Empathy - Servant-Leaders strive to understand and empathize with others. People need to be accepted and recognized for their special and unique spirit. One must assume the good intentions of co-workers and not reject them as people, even when forced to reject their behavior or performance.

3. Healing - Learning to heal is a powerful force for transformation and integration. One of the great strengths of Servant-Leadership is the potential for healing one's self and others.

4. Awareness - General awareness, and especially self-awareness, strengthens the servant-leader. Making a commitment to foster awareness can be scary--one never knows what one may discover!

5. Persuasion - Servant-Leaders rely on persuasion, rather than positional authority in making decisions. Servant-Leaders seek to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of Servant-Leadership. The Servant-Leader is effective at building consensus within groups.

6. Conceptualization - Servant-Leaders seek to nurture their abilities to dream great dreams. The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. Servant-Leaders must seek a delicate balance between conceptualization and day-to-day focus.

7. Foresight - Foresight is a characteristic that enables Servant-Leaders to understand lessons from the past, the realities of the present, and the likely consequence of a decision in the future. It is deeply rooted in the intuitive mind.

8. Stewardship - Robert Greenleaf's view of all institutions was one in which CEOs, staff, directors, and, trustees all play significant roles in holding their institutions in trust for the great good of society.

9. Commitment to the Growth of People - Servant-Leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, Servant-Leaders are deeply committed to a personal, professional, and spiritual growth of each and every individual within the organization.

10. Building Community - Servant-Leaders are aware that the shift from local communities to large institutions as the primary shaper of human lives has changed our perceptions and caused a send of loss. Servant-Leaders seek to identify a means for building community among those who work within a given institution.  -Taken from

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The Austin Community College District is accredited by the Southern Association of Colleges and Schools Commission on Colleges to award associate degrees and certificates.  Contact the Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-679-4500 for questions about the accreditation of Austin Community College District.

The purpose of publishing the name, address and contact numbers of Austin Community College’s primary accreditor, the Southern Association of Colleges and Schools Commission on Colleges, is to meet federal requirements. Publication of this information is to enable interested constituents (1) to learn about the accreditation status of Austin Community College District, (2) to file a third-party comment at the time of Austin Community College District’s decennial review, or (3) to file a complaint against Austin Community College District for alleged non-compliance with a standard or requirement. Normal inquires about Austin Community College District, such as admission requirements, financial aid, educational programs, etc. should be addressed directly to Austin Community College District and not to the Commission’s office.

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EEO/AA Statement

        Austin Community College is an Equal Opportunity Employer and, as such, pledges to provide equal employment opportunity for all applicants and employees with regard to recruitment, hiring, transfer, promotion, compensation, training, fringe benefits and all other aspects of employment. All personnel actions will be administered without regard to race, color, creed, national origin, religion, age, gender, sexual orientation, political affiliation, or physical disability.

      The College’s Equal Employment Opportunity/Affirmative Action Policy shall be supported throughout the College. It is the responsibility of all departments and all employees to ensure the College’s compliance with the College’s policy.

For information or assistance, contact the Vice President, Office of Human Resources, 223-7572.

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President’s Organizational Chart

To better help employees understand the structure of Austin Community College there is an Organizational Chart on the President’s website for your convenience. The Organizational Chart is located at

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ACC Locations

           ACC has eight campuses including Rio Grande (1975), Riverside (1984), Northridge (1989), Pinnacle (1990), Cypress Creek (1991), Eastview (1999), South Austin (2006), and Round Rock (2010) as well as the Highland Business Center (1988) and Service Center (2001).  Classes are also offered at over 40 locations within the ACC service area, including ten centers mostly in high school sites.

Cypress Creek Campus (CYP)
1555 Cypress Creek Road
Cedar Park, TX 78613-4490
(512) 223-2000

Eastview Campus  (EVC)
3401 Webberville Rd.
Austin, Texas 78702
(512) 223-5102

Highland Business Center
5930 Middle Fiskville Rd.
Austin, Texas 78752
(512) 223-7000

Northridge Campus (NRG)
11928 Stonehollow Dr.
Austin, Texas 78758
(512) 223-4700

Pinnacle Campus (PIN)
7748 Highway 290 West
Austin, Texas 78736-3290
(512) 223-8102

Rio Grande Campus (RGC)
1212 Rio Grande
Austin, Texas 78701-1785
(512) 223-3000

Riverside Campus (RVS)
1020 Grove Blvd.
Austin, Texas 78741-3800

Round Rock Campus
4400 College Park Drive
Round Rock, Texas 78665

Service Center
9101 Tuscany way
Austin, Texas 78754
(512) 223-1081

South Austin Campus
1820 West Stassney Lane
Austin, Texas 78745
(512) 223-9100

ACC Centers

Bastrop High School (BSP)
1614 Chambers
Bastrop, Texas 78602
(512) 321-1151

Fredericksburg (FBG)
102 E San Antonio, Suite D
Fredericksburg, Texas 78624
(830) 997-6363

Georgetown High School (GTC)
2211 N. Austin Ave
Georgetown, Texas 78626
(512) 930-0989

Jack C. Hays High School (HAY)
FM 2770
Buda, Texas 78610
(512) 268-0910

Leander Center
3210 S. Bagdad Rd.
Leander, Texas 78641
(512) 435-8006

Lockhart Center (LKH)
#1 Lion Country Drive
Lockhart, Texas 78644
(512) 398-0379

San Marcos High School (SMC)
2601 E. McCarty Lane
San Marcos, Texas 78666
(512) 353-7224

San Marcos Lamar Center (SML)
500 W. Hutchinson
San Marcos, Texas 78666
(512) 353-2019

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Campus Police/Campus Emergency

The ACC Campus Police Department has offices at each campus. The office at the Service Center operates twenty-four hours a day, year round. Should an individual need to report a crime or report any suspicious person or activity, contact the Campus Police Office on campus or call 223-7999 (Dispatcher) and an officer will respond. Officers are available for escorts to vehicles upon request. For campus emergencies call 222. In addition, most campus police offices have the necessary equipment to assist an individual who has locked his or her keys in a vehicle or left lights on and has a dead battery. Each Campus Police Office also maintains a lost and found facility. Additional information can be found at

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Inclement Weather

Generally, all employees are expected to report to work unless bad weather conditions create hazards in traveling to and from work. Quite often, bad weather conditions are localized and by waiting a short time, employees may be able to safely arrive at work. If this is the case, the employee must notify the immediate supervisor of the circumstances and advise the supervisor of the expected time of arrival. When there are bad weather conditions that make it unsafe to travel, Austin Community College may announce that it is closed due to inclement weather. Notification is made through local radio and television stations, as well as Time Warner, Channel 19 and Heartland Wireless, Channel 28. If the employee does not receive the notification, the employee may contact the immediate supervisor or call the College police to determine if the College is closed and the anticipated time of reopening.

When the College closes due to inclement weather, regular employees who are regularly scheduled for that time period will receive their normal pay for the time period of the announced closing. Employees, who do not report to work, if the College is reopened following the weather phenomenon, must take vacation or other appropriate leave as approved by the supervisor. If classes are in session when a decision is made to close the College, notification is made to instructors, students and employees by the Provost or designated site supervisor or Campus Manager

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Employee Classifications

A Classified (Non-Exempt) position is one which is “not exempt” from earning overtime pay.  Classified titles include various Assistants, Technicians, and Specialists.

A Professional –Technical (Exempt) position is one which “exempt” from earning overtime pay.  Titles include Analysts, Coordinators, Supervisors, Managers, and some Directors.

An Administrator (Exempt) position is one which is directly involved in the administration of the college.  Titles include Executive Vice Presidents, Vice Presidents, Associate Vice Presidents, Executive Directors, and some Directors.

Full-time Faculty are contract employees that are directly involved with students in the academic programs of the college.  Titles include all teaching faculty, Librarians, and Counselors.

Adjunct Faculty teach on a part-time/semester basis and are hired on a semester by semester basis.

Hourly employees are hired by ACC on a short-term basis.

A staffing table position is defined as an annually budgeted position that qualifies for benefits and included Administrators, Professional-Technical, and Classified employees.  Adjunct and hourly positions are not included on the staffing table. 

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Employee Associations

ACC is committed to the philosophy of collaborative decision-making by supervisors and the elected leaders of employee organizations in the development and revision of College policies and procedures. The College recognizes these employee organizations as representatives of ACC employees and are an integral part of the organization. Employees have automatic membership in the employee association by virtue of their ACC classification.

ACC Classified Employees Association (ACCCEA)

The ACCCEA was originally organized in 1984. In 1990, ACCCEA was revitalized and reorganized. The ACCCEA’s purpose is to promote the best working conditions for its members through the collaborative efforts of respect, communication and mutual decision-making among all sections of the College. The ACCCEA has representation on college-wide standing and ad hoc committees. Non-Exempt (Classified) employees are automatic members and the organization currently has approximately 500 members. The structure for the governing body consists of elected officials: President, President Elect, Secretary and Parliamentarian. Campus Representatives are also elected in accordance with the organization’s bylaws. The Association holds open meetings on the second Tuesday of every month. The Campus Representatives share information and materials with their respective constituents via flyers, meetings and e-mail. See the ACCCEA web site at

Association of Exempt (Professional-Technical) Employees (APTE)

The Association of Exempt (Professional-Technical) Employees (APTE) has been organized since 1994. The Association exists for the purpose of providing leadership and support to facilitate the delivery of quality educational services. Leadership and support are demonstrated by representative participation on the college’s shared governance councils and committees and by providing APTE activities to promote the professional growth and mobility of exempt (professional-technical) employees. Membership is open to all persons employed at the College under the category of “Exempt (Professional-Technical)” employees. Meeting information is distributed via e-mail, advertised in college information letters or posted at each campus. Minutes of the meetings are made available on the web or emailed to members. The association serves as a vehicle to enhance communication, facilitate networking, identify and resolve issues, increase activism, and to have fun! Learn more about the Association at the web site at

Adjunct Faculty Association

The Adjunct Faculty Association officially represents the concerns of all Adjunct faculty at ACC. The Association deals with issues involving compensation, benefits, job security, academic freedom, instruction, teaching and evaluation, and communications. All adjunct faculty are automatically members and are encouraged to participate in working on issues of concern. There are no dues. Each campus has two elected representatives. For more information, visit the AFA web site at

Full-time Faculty Senate

The Austin Community College Full-time Faculty Senate was organized to facilitate effective communication among the faculty of ACC and between those faculty members and the administration of the College. The Senate presents the views and recommendations of faculty to the administration. The primary objective of the Senate is to ensure that the educational needs of students receive the highest priority within the district and to foster programs that develop cooperation and fellowship among the faculty and between instructional programs of the institution. The Senate meets once a month. See the Full-Time Faculty Senate web site at

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Affiliate Organizations

There are recognized affiliate organizations that have a special relationship with Austin Community College. They are composed of voluntary, dues-paying ACC employees who cut across employee classifications. The organizations are: Texas Association of Black Professions in Higher Education (TABPHE), American Federation of Teachers (ACC/AFT), American Association of University Professors (ACC/AAUP), Texas Community College Teachers Association (TCCTA) and Texas Association of Chicanos in Higher Education (TACHE).

As “affiliates”, the college allows these organizations:

  • Use of ACC email
  • Use of bulletin board space in any mailroom or break room
  • Use of ACC telephones
  • Permission to develop an electronic mail list for their organization on the ACC system.

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ACC Publications

ACC Catalog details our admissions requirements, course offerings, grading system, student services, and tuition and fees. It also gives general information about the College, lists the faculty and administrators, and contains the College calendars. Copies for faculty and staff are available in the Campus Administration Office. See

ACC Course Schedule lists the schedule of courses offered each semester. It also gives the calendar for pre-application, assessment, orientation, advising and registration dates. It is available through the Admissions and Records Offices. See

ACC Effectiveness Review is a biennial publication containing summaries of effectiveness studies conducted among faculty and staff, assessment information and a “Q&A” section. See

Fact Book presents statistical information on such topics as enrollment figures, College curricula, student characteristics, budget and finance, and faculty and staff. It is available in the libraries. See

Faculty-Staff Directory lists telephone numbers and e-mail addresses for staffing table employees, adjunct faculty and grant employees. Directory information is available on the ACC web site at

The ACCWEB has a public page to access information on items of interest to the general public and an internal page to access information relevant to ACC employees. See

The ACCWEB internal page contains information on college policies, procedures, faculty and employee handbook, benefits, services, events, and other information that is of interest to all employees. See

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