Help Wanted: Meet the Three Finalists for Chancellor of ACC

In its 50th year, ACC is already nearing the final stages of its first middle-aged major change. Announced in an email to students, staff and faculty on June 16th was an invitation to meet the three top candidates to succeed Dr. Richard Rhodes in the role of ACC’s supreme position, the Chancellor.

By Nathan Adam Spear

In its 50th year, ACC is already nearing the final stages of its first middle-aged major change. Announced in an email to students, staff and faculty on June 16 was an invitation to meet the three top candidates to succeed Dr. Richard Rhodes in the role of ACC’s supreme position, the Chancellor.

The candidates – Dr. Robert Garza, Dr. Joyce Ester and Dr. Russell Lowery-Hart – have been highlighted as top choices for the position by the selection committee formed after Rhodes announced his departure in January, expressing love for the school but a desire for more time with his family. 

The school’s chancellor – or to put it a little less ‘Star Wars’, the president/CEO – works under ACC’s board of trustees, leading the college district in essentially all major decisions. Understandably, this makes the transition to a new chancellor a pretty big priority for the school and board, with Rhodes’ impressive and record-breaking 12 year tenure coming to an end.

The task of selecting someone to fill these shoes has been put in control of the aptly named Chancellor Search Advisory Committee. A 35 person team composed primarily of community members and ACC’s board of trustees, as well as various associations made up of administration, faculty and two ACC students.

“What I’m looking for is a relational leader who thinks and acts systemically to address the challenges of ACC and builds off our successes,” said Dr. Barbara Mink, sharing her notes for the board of trustees after hosting all three days of the candidates’ Q&A forums at Round Rock and Highland. 

As Chair of the Board of Trustees, Mink is a member of the search advisory committee and has been an active part throughout this nearly six-month long search process. Far from her first chancellor-picking rodeo however, Mink joined the board in 2000, and was originally hired as a dean for the school in 1973 – ACC’s first year of existence.

The Board Chair says that right now, the school could use a chancellor focused on, “internal housekeeping.”

Mink and the rest of the board organized a whole day’s worth of open-invite Q&As at three different ACC campuses for each of the candidates. 

“It’s Austin, people want to be involved,” said Mink, describing the importance of community forums in the search process. Starting up north with a session in Round Rock, each candidate on their respective day had to then travel south for two more stops at Highland and then finally, the South Austin campus. 

Although it’s a busy schedule – and not to mention over 50 miles worth of travel – Mink says that’s probably a good thing for the future president of (currently) 11 campuses to be getting used to.

As each session began to accumulate a size-able and outspoken crowd, some perspective on the chancellor’s importance to the ACC community was given along with the memory of a time before the pandemic. 

Several members of the board and selection committee made appearances; the Sociology Department Chair, Rennison Lalgee, had even referred to the event as a, “who’s-who,” of ACC faculty and staff as he arrived with his colleagues at the recital hall in the Highland campus. 

Robert Garza

The first day of forums introduced Robert Garza to the three campus audiences. Since 2018, Garza has been serving as Palo Alto College’s seventh president. Having around 30 years of experience in higher education, he first began working for the Alamo College District, which PAC is a part of, in 1999 before moving to Dallas College as the president of their Mountain View campus in 2015. 

In his hour of speaking, guided by approved questions from the search committee before taking questions from the audience, Garza made an initial point to learn who it was he was speaking to. Asking for a show of hands, he found in attendance at the Highland Q&A was a large amount of staff, a bit less faculty and only one enrolled student (me, but several more hands went up once alumni were included).

The largely framed but seemingly kind-hearted candidate had a familiar Texas accent and adopted a salesman-like approach to his answers – including light relatable humor, personal history and even a few rhetorical questions too, like: “Who thinks it’s easy to go to college nowadays?” or, “Is anybody a parent?” 

Similar to his previous employment, Garza’s academic history is Texas-centered as well. With a master’s in public administration from UTSA and both a doctorate in educational administration and the V. Ray Cardozier Alumni Excellence Award from UT; it was the bachelor’s degree from A&M in College Station that got a small “woo!” from someone in the crowd.

By describing some of his previous leadership initiatives, he stressed his strengths of collaboration and effective communication with both students and employees as the proper tools for leading the school.

“A chancellor is only one person, I can not say this enough,” worded Garza, “it will take everybody in this room and everybody who is not in this room to work together to help our students be successful in every possible way.”

Garza places priority in reaching out for feedback to target issues directly, and says to do that he currently hosts routine meetings with associations like his school’s staff and faculty senate. He also described his frequent “Whataburger with the president” days where he shares a meal at the famous Texas fast food chain with students or an organization while sporting his Whataburger guayabera.

Garza also has experience in collaboration outside of the school as well; as an example he referred to Alamo College’s involvement with 23 school districts for dual-enrollment programs and AlamoPromise which gives free tuition to students from participating local high schools.

Also during his tenure, negotiations with a nearby Toyota manufacturing site led to securing a work-study program between the under-staffed plant and Alamo Colleges. 

“They donate equipment, they donate money and they hire our students.”  Says Garza, acknowledging the importance of outside partnerships.

Though his authority is limited to Palo Alto College’s one campus, Garza assures that the increase in size at ACC won’t be a totally new experience. The Alamo Colleges are the state’s only current multi-college system, he says, meaning the need to travel and balance multiple locations makes it a similar experience to the multi-campus system here at ACC.

Perhaps due to his awareness of the audience’s demographic, Garza’s desire to increase employee morale was largely emphasized throughout the session. He advocated for hybrid (online and in-person) work days, and mentioned the one hour a week that his current employees get for on the clock “self-care”.

“You know as well as I do that folks are doing it anyway,” he says,  “I don’t want them feeling bad about it.”

Wanting to expand appreciation for the staff as well, the candidate mentioned his current school’s history of honoring good work by planting trees and devoting plaques to outstanding individuals.

“She has worked here for 50 years!” He said, referring to a woman he spoke with earlier who was now in the audience, “What are we going to do to remember her?” 

The room filled with laughter after she quickly responded with her own idea of, “More than a plaque!”

Garza has heavy pride in his Hispanic heritage and is even Board Chair for the Mexican-American Civil Rights Institute, a national organization which he says has a museum opening in San Antonio. 

Even with this cultural pride, Garza emphasizes that, “People are who we need to be supporting, it doesn’t matter what language you speak or what you look like, we’re all human beings.” 

Before adding, “I mean, I haven’t met a robot yet.” 

Joyce Ester 

Garza’s three forums seemed like a tough act to follow; the person to do it was top candidate and fifth president of Normandale Community College (NCC), Joyce Ester. 

In front of a very similar audience to yesterday’s, but at a much quicker pace than Garza’s slightly long-winded points, Joyce Ester introduced herself as having over 30 years experience in higher education – but only after first sharing her story. 

“Serving as president – or in this case, chancellor – is what I do, not who I am,” she says, “and who I am is a child of a single mom.” Understanding the many obstacles that can come in the way of academic success, she says this part of her identity is important for students to know and connect with more easily. 

There are several differences between Ester and her fellow candidates, the obvious two being that she is both African-American and a woman; but a less clear distinction, yet a more important one for some, is that she is the only choice from outside of Texas.

Her academic history, a Ph.D. in Education from the University of California in Santa Barbara and a B.A. in Sociology from Northern Illinois University, led to several faculty and staff positions in California before holding the position of president at both Kennedy-King College in Chicago and later at NCC in Bloomington, Minnesota.

The audience seemed to like her despite the lack of Texas experience – especially after her comparison of a Minnesota native saying, “that’s interesting,” to the Texas equivalent she learned about recently, “bless your heart.”

Not Texan, but she does have experience with large school systems. NCC is the biggest college in Minnesota, and only one of the 30 state colleges and seven universities that comprise the Minnesota State system – all of which are handled by one board and a chancellor.

“It’s really important to look at what our policies and procedures are.” Says Ester, adding that avidly reviewing and renewing policies is another goal she would take on as chancellor, “For many student’s the problem is that we made policies that maybe made sense five to ten years ago that we need to take another look at.”

Similar to Garza; First, knowing the specifics of a problem to advocate for creative solutions is Ester’s strategy for addressing the needs of a community. Due to ACC’s size and diverse needs, she assures that lots of time and the beginning of her tenure would focus on learning and understanding each campus.

She adds that it is important for her to know every campus’ “Jerry,” – a hypothetical person she explains is involved with the school and knowledgeable about its niche details. “[Jerry] knows where all the bodies are buried, and who put them there.”

One example of her history with using data to target change, she highlights, is NCC’s establishment of the “campus cupboard”. 

It was started with only small sustaining snacks, but after acknowledging that around half of the college’s students reported feeling “food insecure”, the “cupboard” – which is actually around the size of a classroom – grew to include basic groceries and even hygiene items at no cost to students. 

She also mentions an initiative taken at NCC to continue providing resources for students while also keeping the Maintenance and Operations department employed during the pandemic. While they weren’t needed at the schools, the worker’s in the department switched to food delivery for food insecure students.

“That was something that came from them,” Ester admits, “but I think my responsibility as a leader then was to empower them, to help them think outside the box and be a part of that process.”

She had a tendency to speak quickly; seeming almost out-of-breath at the beginning of her speech, the audience laughed when she worded a playful apology to the ASL interpreter for her pace – feeling guilty from her history working as an interpreter herself and teaching the subject as an adjunct professor. 

With significantly more time to ask their own, the larger audience than the day before likely wasn’t too upset about the speed she got through the initial questions. 

Some of the concerns regarded handling conflict and the importance of employee wellness. The audience seemed satisfied with her answers of, “[handle] conflict before it becomes a major conflict,” and, “We can’t take care of students, if we don’t take care of ourselves.”

Ester was also asked about her experience with a performance-based funding model, she denied having any but says she understands its existence, relating it to a car dealership saying, “if you’re not selling enough cars, then you’re not working here.”

She says that establishing better “metrics” for a student’s post-performance is important when not using an enrollment-based model, with credits at a community college often leading to multiple avenues beyond just graduating.

After a long history in the field of education, Ester’s retention of energy and passion for the job was evident and encouraging. 

She says, “I love the work that I do, it’s all about access and opportunity for all of our students.”

Russel Lowery-Hart

“I’m standing before you today because I think that higher education, and the bureaucracy that defines it, is broken.” says Russel Lowery-Hart, early on in his forum at the Highland campus.

Even while wearing a multi-colored bow-tie, Lowery-Hart approached his audience with a more serious tone, in contrast to the lighter approach made by his preceding candidates. 

Acknowledging HB 8, which passed legislation in Texas and transitions ACC to receive funding based on student outcomes, Lowery-Hart puts repeated emphasis on the need for a focus on ways to “double graduation rates” so ACC can have the “financial flexibility” necessary to address its employment needs.

He presents his 25 years of experience and nine-year tenure at Amarillo College, as evidence that he’s the one for the job. During his presidency there, which began in 2014, his college’s work at raising the student success rate resulted in it co-receiving the 2023 Aspen Prize for top community colleges, along with Imperial Valley Community College in California.

He says, “[Amarillo College] won that award because we closed equity gaps intentionally and thoughtfully, increased completion from 19 to 60 percent, doubled our graduation rates and deepened learning.”

After seeing an unimpressive success rate early in his presidency, Lowery-Hart focused on finding out the story behind the numbers through the use of focus groups and what he calls, “secret shoppers” – first-time students that were hired to enroll in college and report their experience.

He discovered that, “the top things that were keeping [students] from being successful in the classroom had nothing to do with the classroom.”

Using this observation and other data collection strategies he determined the average student at Amarillo College, located in the Texas city of the same name, is a Hispanic woman with 1-2 children. In an effort to humanize this statistic, he commonly refers to this typical student as “Maria.” 

Focusing on a way to help this large but struggling demographic, Lowery-Hart says he worked to develop Amarillo College’s “theory of change,” which states, “if you can remove a life barrier in an accelerated learning environment and a culture of caring, then Maria, our typical student, will complete.” 

To reflect this theory of change; social workers, poverty training and more emergency aid was implemented to help remove life barriers. He says the school started embracing eight-week classes as well as requiring integrated tutoring to improve both accelerated learning and its availability.

“Maria,” is likely similar to ACC’s demographic in the predominantly-hispanic population of Austin, but Lowery-Hart says that developing values and communicating a “theory of change” that is specific to the needs of ACC is crucial.

“I’m not going to be asking you to be a social service agency, I’ll just ask that you understand your students’ lived experience,” he says.

Lowery-Hart had done some research on ACC as well; looking at the school’s employee climate survey, he determined the need for an inward-focusing leader. 

The 2022 climate survey was conducted to report employee morale and reported negative feelings from faculty and staff regarding the college culture and listed stress as their second largest issue (the pandemic was number one.)

Marilyn, who teaches government at the Highland campus, said that she is “over the moon” to hear about a candidate wanting an internal focus; adding that ACC has a tendency to always be “chasing the next big thing.”

Like ACC, Amarillo College is a multi-campus system but with only six campuses in a 400 mile radius. Even with his experience in handling different locations, Lowery-Hart maintains honesty in his ability to efficiently communicate and become quickly acquainted with each of ACC’s campuses. 

“I think the answer that people want to hear… is that I’m just going to go to every office and sit down to have coffee with you,” he says, responding to a question about handling the school’s size, “but the scale is not going to allow that to happen in the first two years.”

Saying a 3-4 year process is more likely, Lowery-Hart’s strategy for upscaling the school’s impact involves building systems that train middle management to act on their own while using the data they have access to. 

He says it’s important to, “address the unique nature of each campus, but also unify the student experience.”

The audience was receptive to his personal history, providing a heartfelt “aww” when he explained that the “Lowery” and hyphen in his last name comes from his 27 year marriage.

This reaction was then followed by audible surprise from the audience, after learning his adopted son has been Mufasa in the touring production of the Lion King for the past six years. Chris, his adopted son, is a “six foot three, black, gay man,” that Lowery-Hart says changed his life.

“This isn’t the white savior moment, he saved us.”

In his forum at Highland, Lowery-Hart did neglect to mention his academic history: a Ph.D. from Ohio University, an M.A. from Texas Tech University and a B.S. from West Texas State University.

What Next – 

The entirety of the search process is divided into 11 steps, beginning with a request for applications and a long list of candidates from the executive search firm, Gold Hill Associates. 

Step eight – where the candidates participate in several community forums – is complete, and ACC now approaches step nine, which involves members of ACC’s board of trustees reaching out to the current schools of the three finalists. 

The board will use the feedback from these campus visits and the response papers collected from the forum’s audiences to make their final decision.

Ahead of the Curve: Student Mobility in the ACC District

Students discuss the benefits of the ACC Green Pass and public transportation.

Story by Jacob Tacdol

Graphics by Marisela Perez-Maita

For students living in the Austin area, commuting to and from school can be a stressful and time consuming task. This year, the Austin Community College District is once again offering the Capital Metro Green Pass to its students, faculty and staff. 

Green Pass holders are allowed an unlimited amount of free rides to anywhere using the CapMetro transit system, including buses and the rail line, for one semester. 

“The Green Pass has helped me a lot,” ACC student Elijah Williams said. “It allows me to manage my time more effectively and stay productive throughout my day. I’m able to get to point A, B, C and wherever else I want to go and save money.”

CapMetro services 542 square miles and offers nine modes of transportation to the general public, which includes 83 bus routes and nine train stations along a 32 mile track from downtown Austin to the northwest suburb of Leander. 

Photo by Jacob Tacdol featuring a CapMetro railway station.

“Being able to utilize the bus and the train is a great skillset to have,” Williams said. “It changes a lot of people’s foundations. I don’t have to wait in traffic. That’s why I’m able to go to the Domain in less than 15 minutes from [Highland]. For most people, it takes 30 or 45 minutes on a good day.”

Without a Green Pass, CapMetro fare costs range from 60 cents to $96.25 depending on which service and length of time riders choose. ACC funds the Green Pass program using the ACC sustainability fund and revenue from parking permit fees. 

“The pass is useful no matter which type of public transportation you choose,” ACC student Dierdre Gormley said. “I don’t have to worry about paying for it, because I’ve already put my money into the school. I might as well take advantage of it.”

Students enrolled in ACC credit classes, Adult Education students and ACC faculty and staff can apply for a Green Pass through ACC’s Green Pass webpage. CapMetro offers both a digital and physical option. 

“I ordered the physical pass and I received it in about five to seven days,” ACC student Aster Fohl said. “They made it easy to navigate the website. It really is a doable option and you just have to look up how the system works. It’s a legitimate form of transportation for so many people.”

Of the many reasons why students and other members of the ACC community may opt for public transportation, the costs and anxiety associated with driving a car in Austin is a large contributor. 

“I am 30 minutes out from the Highland Campus and I don’t want to spend a lot of money on gas to get to school four days a week,” Fohl said. “It’s made me a lot less anxious coming to school, because driving, especially with the growth of the greater Austin area and the city itself, has made things very difficult.”

One of the main arguments for increasing the usage of public transportation in cities is the lighter impact that mass transit has on the environment compared to personal vehicles. 

“I’m someone who is very big on trying to eliminate my personal carbon footprint,” Fohl said. “There’s so many organizations and corporations who need to cut down on their emissions and I personally do it by giving more attention to public services. It’s a personal choice that I’m glad I’ve made.”

In their Sustainability Vision Plan, CapMetro outlines their initiatives to reach a carbon neutral state by 2040. Methods including reducing carbon emissions and using renewable energy will go into their efforts. 

A MetroRail shuttle at a standstill during a station layover. Photo by Jacob Tacdol.

“ACC is ahead of the curve,” Williams said. “This is what it’s shifting towards: cleaner, more efficient and faster travel. If you get this going now and start using public transportation, you’re getting ready for the future.”

ACC’s Radio-Television-Film Department Has Brand New Digs

The radio-television-film (RTF) department’s new home at Austin Community College is located at the school’s Highland campus in north Austin.

A screen shows the words "A production of Austin Community College's Radio-Television-Film" in a TV control room.
An image of the control room within ACC’s new facilities the radio-television-film department gets to utilize. Photo by Pete Ramirez.

Story by Georgina Barahona

Edited by Pete Ramirez

As part of the college’s second phase of renovations to what was once the Highland Mall, the department now boasts a state-of-art facility where students can gain real-world experience.

The department, which has been a feature at ACC for more than 40 years, was previously housed at the college’s Northridge campus and made its move to Highland in the midst of the pandemic during the spring of 2021. 

Through RTF’s new facility and the expert professors leading the program, ACC provides students with a wealth of opportunities to expose young creatives to various challenging and in-demand fields such as videography, podcasting and directing. 

“The professors are really good at helping beginners and making sure you are being led properly and that you are trying your best,” current RTF student Brailand Rangel said. “We usually come out with some great products in the end.”

“Digital storytelling is everywhere,” RTF Department Chair Christian Raymond said. “Never in the history of civilization – I don’t exaggerate when I say this – have there been more kinds of digital stories being created: from games to podcasts, mixed realities, and virtual reality.”

A young woman sits in a directors chair smiling while holding a slate.
A potential ACC student sits in a chair while holding a film slate during a tour of the Radio-Television-Film department at the recent ACC Highland Open House event held on April 23, 2022. Photo by Pete Ramirez.

ACC’s RTF department has a wide variety of courses to take and high-level equipment students can gain experience with. This experience is necessary for students looking to take the next step in their careers. 

“At Highland, there is what we call the creative digital media center which is all these different departments coming together,” Raymond said.

The department offers more than technology-related courses such as some focused on streaming TV and production management. If you’d like to see the entire catalog of in-depth courses RTF has to offer, click here.

Details On The Creative Digital Media Center

One of the many features of the RTF’s new space at Highland is a multi-cam broadcast studio which includes three cameras and a control room.

Another feature is the film production soundstage which includes a 10,159 square foot green screen studio.

The news desk within the RTF department’s multi-cam studio. Photo by Georgina Barahona.

The new facility also includes collaborative learning environments such as flex media labs that are equipped with new technology to support any project. There are also digital media labs with access to the entire Adobe Creative Cloud Suite that students can use for post-production editing.

Once projects are ready to view on the big screen, students can now utilize a brand new 49-seat screening room that comes complete with surround sound.

For those interested in the audio side of things, there are podcasting and foley studios in the new space at the Highland campus as well.

And for those who like to stay behind the scenes, the new facility hosts a large equipment room where students can check out gear such as state-of-the-art cinema cameras and boom kits.

A man stands in front of a green screen while he talks about the weather.
ACCENT contributor Morris Haywood stands in front of a green screen within the RTF’s new facility. Photo by Pete Ramirez.

Partnerships and Collaboration

ACC’s RTF department is growing now more than ever not only through improvements but through partnerships as well.

The college and the RTF department have established a partnership with local non-profit organization Austin PBS which now shares space with ACC at the Highland campus.

“It made sense to welcome PBS as part of ACC,” Raymond said. “We have programs with Austin PBS that include paid internships and co-creation opportunities so literally classes collaborating with PBS on projects.”

No matter what your current major is at ACC, there’s a way to participate in a project being developed in the RTF department. From game designers to drama actors or music composers, there are multiple opportunities to get involved.

This board controls the sound system for the new studio at ACC’s Highland facility. Photo by Georgina Barahona.

“There are plenty of different media forms being shaped now,” Raymond said. “Media is constantly evolving which is part of what makes it such an exciting space to be in.”

The department also offers open spaces that are referred to as “Creative Collaborator Labs”. In these labs, RTF students can post current projects under development onto the department website so students from other majors can search and match themselves with a project that they’re interested in.

This process is very interactive and allows students the chance to meet other creatives that have similar interests and goals within the industry.

If you would like to check out the currently available projects and connect with like-minded students head over to this link.

Setting Up Students For Success

With Rangel’s experience in the RTF department, jobs are now recruiting her for opportunities to work outside of the school where she can expand on the skills learned at ACC.

Even in the first few courses that are needed to start out in the RTF department, there are plenty of hands-on activities students can look forward to.

“Even with the first two classes at ACC I learned a lot,” Rangel said.

A woman sits in a news set while a camer moves in front of her.
Another potential ACC student sits at the news desk within RTF’s multi-cam studio. The department was giving tours to anyone who was interested during the recent Highland Open House event. Photo by Pete Ramirez.

Choosing to become a part of the RTF department can potentially lead you to opportunities equal to what Rangel has found. The department prides itself on creating an enveloping environment that prepares students for anything their prospective field of study might throw their way.

Professors, mentors and staff at ACC’s RTF department are ready to help students align themselves in the right direction in order to set them up for success in their future careers. 

From courses such as streaming television and broadcast production, to film and emerging media production, game design, and animation and motion graphics, there is an endless list of courses students can explore until they are on the right path. 

Come join the RTF Department at ACC!

If you have any questions about the RTF department, please direct them to Department Chair Christian Raymond or Instructional Associate Laura DiMeo.

Get Ahead On Your Degree Plan By Taking ACC’s Summer Classes

Registration for the 2022 summer semester began on April 4 for all current or returning Austin Community College students. As of April 18, new students can register as well.

Written by Morris Haywood

Edited by Pete Ramirez

ACC will be providing over 2,400 open sections across eleven campuses this summer so students can continue their education and pursue their academic goals. 

Summer semester classes will begin on May 31 and end on August 8.  Depending on the student’s major and schedule, ACC offers 10- week, 9-week, or 5-week courses with varying start times. 

In-person classes will be offered on campuses across the Central Texas area and virtually as well. While class times are still available, students should consider what days fit into their schedule. The time length of each class is necessary to review also. 

“Timing can be a bit longer,” ACC’s Associate Vice Chancellor of Student Engagement and Academic Success, Guillermo Martinez said. Martinez, who has been working in education for eleven years and with his current department for 6 years, said class times vary but there is a need for students to continue their education. 

“Depending on the days chosen, classes can be only an hour but be every single day, which is different from the normal 16-week session. So there are different options for students,” said Martinez. “Evening and weekend classes are popular, but you have people that come in from work and the day may be a little bit longer for them”.

Due to the pandemic, there are many more virtual options this summer compared to years past. 

Online classes for students range from regular online instruction, synchronous virtual class meetings, hybrid distance, hybrid classroom, and hyflex – a face-to-face (F2F) synchronous course section that allows students to attend virtually on any given class day. 

With all these options students can continue to learn without much interruption to their summer plans.

“More and more we are trying to do the regional approach,” Martinez said. He explained that ACC is trying to institute ‘destination campuses’ based on the size of the class and specific courses. For example, the destination campus for the North is Round Rock, the central destination is Highland, and the South Campus destination is Riverside.  

“But we try our hardest to spread out and that is also the positive with the growing distance learning courses and that is more opportunity to take classes from anywhere,” Martinez said.

As always, support for students is available during the summer as well. 

From financial aid, student support service, and free tutoring the usual opportunities will still be present for students looking to continue their academic goals during the summertime. 

This also includes students attending or enrolled at a university.  

“How can we provide the support that is needed?” Martinez said. “Let’s figure it out and talk that through.”

Martinez emphasized the many ways students can find support without added stress, by noting that counselors and staff are still present during the summer months. 

Martinez believes that students’ time and mental health need to be prioritized and education should not be another stressor in their lives. 

Students enrolling for summer classes can get ahead on their degree plan and even graduate earlier than expected. 

“With summer registration it’s a great opportunity to keep going. It takes time to grow a habit,” Martinez said. “Students tend to get in the flow in the fall and spring and then if you take two months off, you can forget things.” 

Martinez mentioned that many students disappear after the spring sessions, but by just taking at least one class the academic momentum can build.  

“If you enroll in one course in the summer, it can go a long way to keeping the habit going,” Martinez said. “I think it’s helpful going to school so the student can finish.” 

“[Summer courses are] slightly different, but don’t forget to ask for help,” Martinez said. 

Students can still register for classes until May 16.

Schedules for the summer semester as well as financial aid, admission help, and contact information can be found at https://start.austincc.edu.

ACC’s Rio Grande Campus Reopens After $49 Million Renovation

Story by Jonathan Gonzales

Edited by Pete Ramirez

Austin Community College’s Rio Grande campus reopened for the fall 2021 semester in a limited capacity after undergoing renovations that began four years ago during the fall of 2017.

The building that makes up ACC’s Rio Grande Campus has been around for more than 100 years and with an injection of $49 million worth of renovations, has been reconfigured into a high-tech home for higher learning. 

The upgraded building sits on a rectangular block in downtown Austin off of Rio Grande Street and 12th Street now boasts 60 classrooms and an ACCelerator similar to the one at ACC’s Highland campus.

A large three story building that was built in the early 1900s fills the frame. This is ACC's Rio Grande Campus' rear entrance.
The rear entrance to ACC’s Rio Grande campus faces West Street in downtown Austin. Photo by Pete Ramirez

An interesting challenge that the architects and contractors tasked with renovating the building had to overcome was what to do with the two open-air courtyards that sit in the middle of the structure. They decided to use a hybrid Teflon material to create tent domes over the courtyards and add air conditioning which created two beautiful, large spaces inside of the building.

The Rio Grande building first opened in 1916 and served as Allan Junior High. In 1925, the building became the home of Austin High School, and later in 1975, it became another of Austin Community College’s campuses.

After hearing about the upgrades planned for the campus, Dr. Roy Casagranda, an ACC professor in the government/history department, was ecstatic. Dr. Casagranda has been teaching for 20 years and has seen many changes come to the school.

A view from inside an empty classroom at the Rio Grande campus. Through the window you can see a sunny afternoon and the Texas Capitol dome.
The view from one of the newly renovated classrooms has a sightline directly to the Texas Capitol. Photo by Dr. Casagranda

When Casagranda took his first steps into the campus to check on the status of the redesign, he said he was “speechless.” The interior was exquisite and completely new.

 Casagranda loved the new library, the well-equipped labs and the spacious pristine classrooms. Casagranda’s favorite thing about the entire renovation was the exterior which now includes multiple areas where students and faculty can use to study and lounge. According to Casagranda, the campus faculty has plans to create a garden outside and display art from students within the halls of the school.

An image of an empty classroom. The room is clean, has large windows and new furniture.
ACC’s Rio Grande campus features 60 classrooms each filled with brand new furniture and equipment. Photo by Pete Ramirez

The Rio Grande campus is open from 7 am to 5 pm Monday through Friday and closed on Saturday and Sunday. Students can park in the parking garage located one block to the west of the Rio Grande campus by the No-Comply skate shop. The ACC Bookstore is not available at this campus yet and the ACCelerator is not yet ready for students to use either.

As construction nears completion in 2023, the campus will continue to provide many opportunities for students to gain their education. It has brought joy to Austin-area students and faculty for more than 100 years and it’s now well prepared to continue to serve the community for another 100 years.

An outdoor image of the side of ACC's Rio Grande campus. There are large steps of limestone that lead into an outdoor lounge area for students.
A new outdoor space at Austin Community College’s Rio Grande campus where students and teachers can lounge and study. Photo by Pete Ramirez