Meet ACC’s New AVC of Maintenance & Operations: Dr. Michael Garcia

Austin Community College District (ACC) announced Dr. Michael (Mike) Garcia as the new Associate Vice Chancellor of Maintenance & Operations in early April. 

Garcia previously served as ACC’s Executive Director of Regulatory Affairs, leading HVAC, Electrical, Fire, and Environmental Health & Safety teams at the College. In this role, he oversaw ACC’s emergency management plans and crisis response procedures. 

In his new role, he will lead all maintenance and operations functions, including environmental health and safety, general maintenance, plumbing, and campus management.

We asked some questions to learn more about him and his new role.

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When did you start at ACC and in what role? 

I started at ACC in August 2018 as an Executive Director responsible for Environmental, Health & Safety, Emergency Management, and Risk Management.

Most of all, I was inspired by the opportunity to make a tangible difference in the day-to-day experience of our campus communities. Behind every functioning building and every well-maintained facility is a team that cares deeply—and I’m honored to lead and support them at this level.

What are some of the challenges in the areas that you oversee?  

Mechanical, Engineering, Plumbing & Fire Systems (MEPF)
A significant challenge here is aging infrastructure. Many of our systems were designed decades ago. While they’ve served us well, they now require significant upgrades or replacements to meet today’s energy standards, safety codes, and technological expectations. Coordinating large-scale system overhauls while minimizing disruption to campus life is a constant balancing act.

General Maintenance
Staffing and resource allocation remain key issues. The scope of work continues to grow, yet finding skilled tradespeople and managing workloads efficiently can be challenging. There’s also the need to shift from reactive maintenance to a more proactive, preventive approach, which requires strategic planning and investment.

Environmental Health & Safety
Keeping up with evolving compliance standards and regulations is an ongoing task. We also face the challenge of fostering a true culture of safety, where everyone on campus understands their role in maintaining a safe environment, not just the EH&S team. Communication, training, and engagement are essential.

Campus Management
This area brings a broader systems challenge—coordinating across departments, ensuring consistent standards, and maintaining open lines of communication. It’s not just about buildings; it’s about how people use them. Managing utilization, accessibility, sustainability initiatives, and user experience simultaneously requires collaboration, data, and a strong long-term vision.

Across all areas, one of the most persistent challenges is balancing short-term operational needs with long-term strategic planning. But with a strong team and a commitment to continuous improvement, we’re turning those challenges into opportunities for innovation and progress.

What is your vision for this role?

My vision for this role is centered on building a modern, resilient, and service-driven infrastructure that supports the academic mission and enhances the daily experience of everyone on campus.

This means two primary items:

1. Operational Excellence
I want to ensure that our systems—from HVAC to fire safety to general maintenance—are running not just reliably, but also effectively and efficiently. Leveraging data, technology, and best practices will help us move from reactive to predictive maintenance, improve response times, and extend the life of our assets.

2. People-Focused Leadership
Whether it’s students, faculty, staff, or the maintenance team itself, people come first. I’m committed to building a culture where safety, communication, and collaboration are top priorities. I want every team member to feel empowered, respected, and invested in the success of our campuses.

Ultimately, I see Maintenance & Operations not as a behind-the-scenes function, but as a strategic partner in shaping the future of our institution. My goal is to create environments where learning, discovery, and community can flourish—because when our spaces work well, our people can do their best work.

What are your top short-term and long-term priorities?

Short-Term Priorities
Enhance Preventive Maintenance Programs: One of my immediate goals is to strengthen our preventive maintenance efforts. That means reviewing existing schedules, ensuring critical systems are regularly serviced, and using data to predict and prevent breakdowns before they happen.

Improve Communication and Responsiveness: I want to streamline how we respond to service requests and communicate with campus stakeholders. Whether through improved work order systems or clearer updates, the goal is to build trust through transparency and consistency.

Staff Support & Development: Investing in our frontline teams is essential. From safety training to professional development opportunities, I want to ensure our staff has the tools, knowledge, and support they need to succeed and feel valued.

Address Critical Repairs & Deferred Maintenance: We’ll be focusing on high-priority repairs—especially those tied to safety, compliance, and system reliability.

Long-Term Priorities
Modernize Infrastructure & Systems: Upgrading aging MEPF systems, implementing smart building technology, and integrating sustainable design principles will be a major focus. This helps reduce long-term costs, improves energy efficiency, and aligns with sustainability goals.

Culture of Continuous Improvement: I envision a department where innovation is encouraged, feedback is welcomed, and every team member feels a shared sense of purpose. Establishing key performance indicators and fostering a mindset of continuous improvement will help us get there.