Lone Star College-Tomball by Design

LSC- TOMBALL
BY DESIGN

TOMBALL BY DESIGN

LoneStar.edu/TomballByDesign

From the President

Periodically during an organization’s journey, unique circumstances and present-
day challenges converge that create a need for a comprehensive assessment of
the organization. This past fall, Lone Star College-Tomball was in the midst of that
experience, so we launched LSC-Tomball By Design.

As a reminder, in that moment we were emerging from the pandemic and returning
to more normal operations, adjusting to the loss of 25 full-time employees who
opted into the separation incentive program, bringing in two new vice presidents
over the two largest divisions in the college, and recalibrating our operating budget
to better align with the system’s per student cost.

Given these circumstances and challenges, the 2021-2022 academic year
was launched with a focus on the following concepts: Renew, Reimagine, and
Rejuvenate. The change process can be uncomfortable and even frightening.
However, if handled well, the overall outcome can be positive. Knowing this, LSC-
TBD was meant to help alleviate the normal anxiety associated with change while
having a better, stronger college as the motivating and primary goal.

You will see in this plan the results of work in the three key focus areas: Structure,
Shared Leadership, and Finance. Lessons learned are also included at the end.
I would not say the process was perfect, but it was productive and resulted in
changes that will help LSC-Tomball continue to grow and develop. We will assess
the effectiveness of the changes, and we will change again if needed.

My sincerest thanks to everyone who engaged in LSC-Tomball by Design.
One wolf.
One pack.

Lee Ann Nutt
President, Lone Star College-Tomball

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AREAS OF FOCUS

Through a thoughtful process, we evaluated three key areas:

Structure Consider the organizational structure of the college, specifically in the Instructional, Student
Success, and Office of Strategic Initiatives division, including LSC-Creekside.

Shared Leadership Formalize decision-making processes to be intentional and transparent while ensuring
collaboration across the college.

Financial Bring LSC-Tomball into alignment with the LSC system on a per-student cost allocation, take a more
intentional approach to budget development and management, and adjust budget expenditures based on
changes to organizational structure.

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TOMBALL BY DESIGN FRAMEWORK

Our evaluation was based on the Design Thinking model and comprised of four parts:

Understand
We conducted research, asked questions, and identified challenges that we can confront or
mitigate as a college. This phase was data driven and engaged many stakeholders in the
conversation through a variety of means.

Plan
Evidence was gathered and, using it, we began to identify possible solutions to the challenges
identified.

Communicate
This was less a phase and more a mantra. Information was shared with all stakeholders
throughout each step of the process, almost in real time, via both email messages and Web
site updates. Please visit LoneStar.edu/TomballbyDesign to review all meeting dates, document
access, and survey links.

Im ple me n t
Based on evidence and feedback gathered and the solutions derived, the following plan was
developed. Although some actions will take place sooner than others, our goal is to implement
the bulk of this plan beginning Fall 2022.

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GENERAL OVERVIEW OF THE PROCESS

Introduction and Review
• LSC-Tomball by Design was initially introduced by Dr. Nutt at the 2021 President’s Welcome held on August 23.
• She followed this with an email on September 3, which contained a video explaining the process and phases she

envisioned guiding the college as it carried out TBD.
• Each major division head was asked to appraise operational impact of position vacancies, assess opportunities

to realign or repurpose vacant and existing positions, and determine critical personnel needs based on evidence
and data.

The Work
• Division-wide meetings were held to discuss TBD process and planning
• Committee meetings for each area of focus (Structure, Shared Leadership, Financial) were held.
• A TBD Web site (LoneStar.edu/TomballByDesign) was launched to catalog and archive all meeting schedules and

minutes.
• College-wide surveys, focus groups, and individual interviews were conducted.
• Updates were provided in the President’s Fall Forum on October 6 and further information and progress were

delivered in a video edition of the president’s Nutt’s to You on December 9.

Im ple me n tati on
• Two Implementation Forums were hosted by the TBD chairs on March 22 and 23, 2022, to discuss their respective

divisional processes and progress as well as explain how they arrived at their conclusions.
• The chairs compiled and submitted a final report to Dr. Nutt.

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Structure

VICE PRESIDENT, INSTRUCTION

DIVISION NAME
Instruction

DIVISION MISSION
To create a collegiate environment that supports student learning
and promotes faculty excellence.

DIVISION OVERVIEW
The Division of Instruction exists to support a passion for student
learning, quality of instruction, and contributing positively to a
collaborative, collegial culture. We prioritize the 9 C’s of campus
leadership beliefs; collaboration, communication, critical thinking,
culture-oriented, commitment, creativity, champion, competency,
and caring.

THE DIVISION OF INSTRUCTION HOUSES:
Vice President of Instruction, 4 Instructional Divisions and the
Office of Academic Affairs.

ROLE OF THE VICE PRESIDENT
Dr. Christina Hagerty currently serves as the Vice President,
Instruction, at Lone Star College-Tomball. The VPI serves as
the Chief Academic Officer (CAO) for the campus, overseeing
instructional departments, including the Library and Dual Credit.
The CAO is responsible for student learning, quality of instruction,
data informed decision making, and the pursuit of academic
excellence and integrity at the campus and center locations.
The CAO promotes an environment supportive of the Lone Star
College mission, vision, strategic plan, and provides effective,
creative and energetic leadership by promoting, supporting and
evaluating innovative approaches to teaching and learning.

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PROPOSAL

We reviewed the following data and reviewed division operations for the development of the proposal. In addition, the
VPI completed a listening tour with all departments. As a result, it was evident that the faculty and staff would like to have
leadership stability, consistent processes, and increase employee morale.

DIVISION DATA (see appendix)

• Section counts
• Contact hours
• Employee numbers
• Recorded student concerns
• Reporting (SACS, THECB, and Accreditation agencies)

DEANS’ WORKLOAD

• Building collaboration (PAC, HSB, Fitness Center, Creekside, and Labs): The dean and division staff will dedicate time
to providing support to each building. This includes collaboration with other departments such as facilities, OTS, and
Student Services.

• Contracts: legal/affiliation agreements, purchasing documentation, service agreements, and visitor agreements,
• Grants: Program specific (NSF grants, etc.)
• Bond Projects: Health Science Building expansion
• Program support time: Performing Arts productions, Nursing and Allied Health, Fitness Center programs, lifePATH®,

and Dual Credit/Early College
• Academic Support Services: study abroad, Honors/Global Scholars, instructional professional development,

Institutional Effectiveness, dual credit process, evening, and weekend needs.
• Enrollment management practices
• Committee work: system/campus committees
• Workforce Advisors will report to respective deans.

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I DIVISION I (formerly First Year Foundations)

DEPARTMENTS: ARTS, BIOL, CHEM, DEV MATH, DRAM, ENVR, GEOL, MATH, MUAP, MUEN, MUSI, OLSA
STAFF: Dean (currently Melinda Coleman), DOM, DOS, Coord II-BIOL, Coord II-CHEM, Manager - PAC, PT Coord
I – Theater, PT Tech III – Theater, PT Mgr Stage, Dir – lifePATH®, Mgr – lifePATH®, Spec III – lifePATH®, lifePATH®
Wraparound Coach, lifePATH® Academic Strategist
BUILDING SUPPORT: Performing Arts Center

II DIVISION II (formerly ABSS)

DEPARTMENTS: ARAB, CHIN, CRIJ, DEV ENGL, EDUC 1300, EDUC/AAT, ENGL, FREN, GERM, GEOG, GOVT, HIST,
HUMA, JAPN, PHED, PHIL, PSYC, SCWK, SOCI, SPAN, SPCH, TECA
STAFF: Dean (currently Jared Cootz), DOM, DOS, Staff Asst II – Fitness Center, PT Fitness Center Staff (10)
BUILDING SUPPORT: Fitness Center

III DIVISION III (formerly Health and Science)

DEPARTMENTS: HITT, HPRS, OTHA, PHRA, POFM, RNSG, SRGT, VNSG, VTHT, MLAB
STAFF: Dean (currently Megan Mariveles), DOM, DOS, Dir – Nursing, Staff Asst II – Nursing, Staff Asst II – OTHA/PHRA/
SRGT, Staff Asst II – Vet Tech, Vet Tech II, Staff Asst I, Workforce Advisor
BUILDING SUPPORT: Health Science Building and Veterinary Technology

IV DIVISION IV (formerly Creekside Business and Industry)

DEPARTMENTS: ACCT, ACNT, ARTC, BCIS, BMGT, BUSI, COSC, DATN, DFTG, ECON, ELPT, ENGR, ESOL, HRPO, IBUS,
IEIR, ITCC, ITNW, ITSC, ITSE, ITSW, LGLA, MRKG, PHYS, POFT
STAFF: Dean (currently Victor Moussoki is interim), DOM, DOS, PT Workforce Advisor, PT Asst II – CISCO, PT Asst II – Lab
BUILDING SUPPORT: Creekside

AA ACADEMIC AFFAIRS (formerly Academic Initiatives and Partnerships)

Provides academic support: Dual Credit/Early College High Schools, Evening and Weekend College, Experiential and
Service Learning, GRIT Initiatives and Research, Library, and a liaison for Honors College* (report to SO), Instructional IE,
Instructional PD, and International and Study Abroad
STAFF: Dean (currently Katerina Wingfield), Division Operations Specialist, PT Coordinator II-Academic Affairs, Manager-
School Partnerships, Coordinator II-Dual Credit, PT Coordinator III-Dual Credit (2), Manager-Evening & Weekend College,
Director-Library, Librarians (3), PT Librarians (7), PT Circulation Assistant I, Coordinator II-Library, Admin Specialist II-Library,
Specialist II-Library, PT Specialist II-Library

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CRITICAL PERSONNEL NEEDS

• Coord. II, Dual Credit
• PT Coord. III, Dual Credit
• Manager, School Partnerships
• Manager, Evening and Weekend College
• Division Operations Specialist, Academic Affairs
• PT Coord. II, Academic Affairs
• lifePATH® Strategist
• lifePATH® Wraparound Support

DIVISION AND OPERATIONAL STRENGTHS

• The instructional team is made up of expert faculty and staff. A wealth of knowledge exists on our campus.
• Departments desire support and consistency.
• Successful programs that enhance students’ experiences and completion.
• Strong community connection and involvement.

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DIVISION AND OPERATIONAL
CHALLENGES

• A review of procedures and processes to ensure
productivity and consistency have not been
conducted in many years.

• Due to the historical challenges and leadership
changes at the campus level, employees are working
through the residue of the past while adjusting to
new leadership styles and the realities of existing
processes that are considered new to Tomball.

SPACE NEEDED

Faculty office space at Creekside and additional office
space for Academic Affairs.

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NEXT STEPS

Going forward we will need to develop division names, identify discipline clusters for department chair positions, and develop division
culture and mission statements.

FINANCIAL IMPACT

The financial impact to the college of all proposed VPI personnel changes will be $46,241.

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VICE PRESIDENT, STUDENT SUCCESS

DIVISION NAME
Student Success

DIVISION MISSION
To create a student-ready college by providing just-in-time holistic support
services that ensure all students access to college and completion. We
are focused on creating a seamless, exceptional student experience. We
believe that all students can and will succeed.

DIVISION OVERVIEW
The Division of Student Success exists to support students in their
educational pursuits, with a goal of reducing access barriers and equity
gaps in degree attainment and goal completion.

THE DIVISION OF STUDENT SUCCESS HOUSES:
• Admissions and Records
• Outreach and Recruitment
• Assessment and Extended Learning Center
• Advising and Counseling
• Welcome and Call Center**
• Financial Aid*
• TRIO-SSS
• TRIO-Talent Search
• Student Success Institute*
• Student Development
• Student Engagement (Student Life)**
• Student Services
• Communities in Schools (CIS)*

*System-office oversight with dotted line to Student Success
**Proposed name and/or expanded function changes

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ROLE OF THE VICE PRESIDENT
Terese Craig currently serves as the Vice President, Student Success, at Lone Star College-Tomball. The VPSS serves as the campus Chief
Student Services Officer (CSSO) who provides divisional leadership and vision for an integrated student services team and student
development model that works closely with instruction to create a student-centered approach for improving college-wide enrollment and
student completion. The VPSS office represents the campus within the system and community including presenting materials at local,
regional, and national conferences.
ADMISSIONS AND RECORDS
Manages admissions process and enrollment, student record maintenance, transcript evaluations, student iStar accounts and graduation
processes.
OUTREACH AND RECRUITMENT
Oversees recruiting for students and outreach in communities. Leads New Student Orientation and Open House.
ADVISING AND COUNSELING
Manages Advising and Counseling functions for students including registration, degree planning, career and college transfer services.
Assists students with counseling including academic skills, Disability Services, the Assistive Technology Lab, BIT referrals and other stu-
dent concerns. Leads college transfer events, career exploration and preparation.
ASSESSMENT AND EXTENDED LEARNING CENTER (ELC)
Manages the Assessment Center (Testing Center), the Extended Learning Center, and tutoring.

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FINANCIAL AID*
Assists students and their families pay for college utilizing federal, state and scholarships when eligible. This financial assistance covers
educational expenses including tuition, fees, books, and supplies. System office dotted line.

STUDENT DEVELOPMENT
Oversees Admissions and Records and Outreach and Recruitment Initiatives, co-chairs Behavior Intervention Team, supports student
persistence and retention efforts.

STUDENT ENGAGEMENT** (formerly Student Life)
We propose to expand the Office of Student Life beyond traditional clubs and sports to include seamless student onboarding and
offboarding experiences (i.e. Wolfpack Orientation, Leadership Development, Commencement).

STUDENT SUCCESS INSTITUTE*
Program at Lone Star College designed to help students who are Black, Indigenous, or people of color connect to the campus, reach
key academic milestones and support students as they pursue their academic goals. System office dotted line.

ASSISTANT DEANS FOR STUDENT SERVICES OFFICE
Provide analytical, research and project support to all departments and centers related to Student Success.

TRIO: TALENT SEARCH AND STUDENT SUPPORT SERVICES
The Talent Search Program encourages students in the identified school district to complete secondary school and enroll and complete
postsecondary education. TRIO Student Support Services (SSS) provides intrusive advising to a select cohort of LSC-Tomball students
who qualify based on specific criteria.

VETERANS SERVICES*
Supports veteran and military-connected students with navigating federal and state benefits, certifying enrollment, and ensuring
seamless transfer and academic advising. System office dotted line.

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WELCOME AND CALL CENTER**
Answers main campus questions including walk-in traffic, welcome center inquiries, and telephone calls for general inquiries and
questions.
COMMUNITIES IN SCHOOLS (CIS)*
Serving under a system-wide contract, CIS provides direct services and referrals for emergency needs as well as supportive guidance
for personal concerns, crisis intervention, mental health resources, goal setting, among other services.

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CRITICAL PERSONNEL NEEDS

CURRENT VACANT POSITIONS

• Full-time Advisor II
• Full-time Advising/Retention Specialist
• Full-time Asst. Dean for Creekside Center

RECLASSIFIED POSITIONS

• Full-time Outreach Specialist II – re-class Specialist III
• Repurpose Specialist II for Welcome Center
• Advising and Counseling Staff Asst I to Staff Asst II (rationale: duties

and pay equity)
• Assessment Ctr Spec II to Spec IV (rationale: duties and pay equity)

NEW POSITIONS

• Combine PT Specialist II positions in Admissions and Records to create
1 FT Specialist III

DIVISION AND OPERATIONAL
STRENGTHS

• Adaptable, Responsive, Reflective
• Focused on building internal and external community
• Conscientious stewards of financial resources
• Cross division/departmental collaboration

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DIVISION AND OPERATIONAL CHALLENGES

• High demand for all services
• Stretched Human Capital

CRITICAL SPACE NEEDS

• Establish Welcome Center entrance at main campus “Student Center,” add Welcome Center desk and improve signage in parking
lots to establish this as the general public’s college entrance

• Relocate and expand the Career and Transfer Center to the CLASS space
• Relocate SSI staff to the current Career and Transfer Center space

FINANCIAL IMPACT

The financial impact to the college of all proposed VPSS personnel changes will be $0.

CREEKSIDE RECOMMENDATIONS

President’s Cabinet will share community outreach and campus support until the LSC-Tomball Huddle in
collaboration with VPI and OSI looks strategically at Creekside curriculum and program marketing in
Spring 2022. The goal is to create/identify a clearer vision of the center’s academic and CE offerings
and operations.

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OFFICE OF STRATEGIC INITIATIVES

DIVISION NAME
Division of Strategy and Innovation (formerly the Office of Strategic
Initiatives)

DIVISION MISSION
To lead strategy, inspire innovation, and drive institutional culture.

DIVISION OVERVIEW
The Division of Strategy and Innovation leverages internal and
external partnerships to support innovative practices that advance
the strategic goals and priorities at Lone Star College-Tomball.

THE DIVISION OF STRATEGY AND INNOVATION HOUSES:
Strategy and Innovation, College Relations, Multimedia Services,
Strategic Initiatives, and Diversity, Equity, and Inclusion. 

ROLE OF THE CHIEF STRATEGIST
Dr. Jackie C. Thomas Jr. currently serves as the Chief Strategist at
Lone Star College-Tomball. In this capacity, the Chief Strategist is
responsible for providing vision and leadership for the Division
of Strategy and Innovation and works closely with the President
to lead the strategic planning process leads a variety of strategic
initiatives that support the entire college. The Chief Strategist also
works with LSC-Tomball’s assigned Grant Developer and Analytics
and Institutional Research (AIR) Analyst to lead the Grants Council
and Data Strategy Team.

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STRATEGY AND INNOVATION (formerly Professional Development)
Strategy and Innovation focuses on strengthening LSC-Tomball’s culture through the alignment of strategy, structure, professional
development, research, and innovation. This department oversees the Center for Organizational and Teaching Excellence, the Research
and Innovation Center, and leads the college’s Institutional Effectiveness Process/Team.
COLLEGE RELATIONS
College Relations develops programs and services in the areas of internal and external communications, media relations, creative services,
digital and social media, special events, and alumni relations. They enhance the reputation of the college by creating awareness.
STRATEGIC INITIATIVES
Strategic Initiatives generates, evaluates, and implements strategic initiatives that lead to long-term improvements at LSC-Tomball. This
department oversees the Title III Grant and the Community Engagement Initiative.
MULTIMEDIA SERVICES
Multimedia Services facilitates the use of media content creation and technology to support teaching and learning, promote innovative
educational practices, and produce dynamic informational assets. Multimedia Services is home to the Instruction Media Assistance Center
and One Button Studio/VR Lab.
DIVERSITY, EQUITY, AND INCLUSION* (dotted line to System Office)
Diversity, Equity, and Inclusion Encourages, promotes, and partners with faculty, staff, students, and the community to advance diversity
education programs and activit­ies to build an inclusive and welcoming environment within the college and community.

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CRITICAL PERSONNEL NEEDS

• Full-time videographer in Multimedia Services (repurpose Faculty
Trainer position in Professional Development)

• Full-time Communications Coordinator in College Relations
(repurpose Office Administrator position)

DIVISION AND OPERATIONAL
STRENGTHS

• Lean and Agile
• Exceptional Stewards of our Financial Resources
• Connects the entire campus (Neutral)
• Cross division/departmental collaboration
• History of expediting turnaround times on projects

DIVISION AND OPERATIONAL
CHALLENGES

• High demand for all services
• Limited human capital

CRITICAL SPACE NEEDS

• Expansion of the College Relations Suite

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PROPOSED CHANGES

• Coordinator III, Office Operation
• Director, Strategy and Innovation
• Coordinator III, Research and Innovation
• Coordinator II, Professional Development
• Tech II, Video Production
• Coordinator III, Marketing
• Coordinator I, Communications

FINANCIAL IMPACT

The proposed financial savings to the college of all proposed OSI personnel changes will be $19,948.

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Shared Leadership

SHARED LEADERSHIP

COLLEGE LEADERSHIP COUNCIL PROPOSAL
The College Leadership Council sought to establish a new framework for itself
through the work of five sub-committees: Purpose and Culture, Shared Leadership,
Meeting Structure/Format, Co-Chair Roles/Responsibilities, and Professional
Development.

PURPOSE AND CULTURE
The College Leadership Council makes recommendations and provides input to the
college administration through consensus and support for ideas, programs, and
initiatives achieved by robust discussion and collaboration.

RECOMMENDATIONS
• Listen with an open mind. Listen to understand, not respond.
• Give others your attention and respect. We are not fully present if we are

working on other tasks.
• Practice shared leadership. This is the conduit for more inclusive and equitable

practices and idea sharing.
• Collaborate. We are better when we work together to achieve our goals and

recommend solutions.
• One shared goal: Work to create extraordinary experiences for everyone.
• Stay connected. Respond and engage.
• Welcome input. Groups and individuals outside of CLC can offer points for

discussion and agenda items.

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NEXT STEPS
• Spend intentional time cultivating fellowship.
• Clearly communicate what this meeting time is to be used for.
• Chairs should ensure the meetings are not solely for information distribution.
• Call out for agenda items so everyone has the opportunity to present and receive input from the group.
• The next CLC meeting, when the new format is launched, should be engaging and dynamic to signal a new CLC era.
• Chairs should communicate to the campus community that CLC is a place to submit topics of discussion and agenda items.

SHARED LEADERSHIP

Shared leadership is not defined by any single, formally structured educational leadership strategy. Rather, shared leadership refers to
a decision-making approach driven by collaboration between faculty, staff, administrators and executive leadership. This is desirable at
LSC-Tomball as it is flexible and identifies various individuals on campus with relevant expertise to inform and assist in decision-making.
Shared leadership allows multiple perspectives rather than those of a single decision-making body.

The committee proposes the distributed model of shared leadership as the main model for CLC. This model does not deny the presence
of executive leaders or even co-chairs, but introduces the ideas of an organizational culture that allows people to take leadership in
areas or at particular moments they feel that is beneficial for the organizational improvements.

RECOMMENDATIONS
• A greater number of individuals in leadership processes than traditional models
• Leaders and followers are seen as interchangeable.
• Leadership is not based on position or authority.
• Multiple perspectives and expertise are utilized for problem solving.
• Emphasize collaboration and interactions across the organization.

NEXT STEPS
• Develop supportive culture through relationship building and professional development
• CLC should focus on team empowerment and inclusiveness as well as providing clear role definitions and focusing on shared goals.
• Garner support from vertical and hierarchical leaders
• Leverage the power of both key internal expertise and external feedback to strengthen decision making.
• Share information openly and efficiently as well as building out meaningful accountability structures.

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MEETING STRUCTURE/FORMAT

RECOMMENDATIONS
• Limit the number of meetings to three per academic year or schedule when

project completion is needed.
• Use CLC as a college planning strategy session.
• Poll CLC on meeting delivery options.
• Allow for some system level, college, or sensitive updates.
• Provide a charge to CLC where deliverables must be provided to President’s

Cabinet.
• Spend the first year incorporating Team Building Activities to encourage

collaboration and trust amongst members.

NEXT STEPS
• Poll CLC on meeting delivery options (Hybrid, Virtual, or Face to Face)

CO-CHAIR ROLES/RESPONSIBILITIES

RECOMMENDATIONS
• Plan out the CLC calendar for the year
• Meet to prepare an agenda that will foster engagement and work with the

Office of the President to publish the agenda.
• Facilitate each meeting and be sure it stays on track
• Report on the status of action items.
• Conduct an annual evaluation of the committee.
• Be fully informed and inform fully – ensure all members have what they need to

make informed decisions and take part in discussions.
• Request materials/presenters in advance for items on the agenda.

NEXT STEPS
The committee continues to work on developing a nomination/application and voting
process proposal for determining the two co-chairs as well as their assignment
length. The roles and responsibilities of the co-chair will be clearly outlined.

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PROFESSIONAL DEVELOPMENT
RECOMMENDATIONS
• Team building among CLC members
• Progressive PD/Workshops
• Data literacy
• AACC mid-level leadership competencies
NEXT STEPS
• Collect top 5 talent strengths from all CLC members.
• Coordinate a “Get to know each other” based on everyone’s strengths.
• Combine a strengths workshop with the 9 C’s of Leadership
• How to use team strengths to improve outcomes.

ONLINE TASK FORCE
Task Force has been meeting and continues to meet to prepare for LSC-Online to function as a separate entity. The following sub-
committees have been created to conduct more in-depth research.
• Marketing Subcommittee – reviewing Meet Your Professor, what is unique about LSC-T, and student testimonials
• Data Subcommittee – reviewing online sections, online programs, and online enrollments at LSC-T compared to LSCS
• Training/PD/Initiatives Subcommittee – reviewing D2L course of tours

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DEPARTMENT CHAIR COMMITTEE
The department chair committee has been meeting to establish practices for department chair selection and training. This committee
work has been put temporarily on pause as the system office has kicked off their system wide secondary assignment committee to help
determine the process system wide. This committee will help ensure Tomball adheres to any policies and produces that are in place from
system office. A list of committee members can be found in the appendix.
DOM AND DEAN COUNCILS
The Instructional Division has started both a campus DOM Council and Deans Council that meets bi-weekly. These councils were created
to discuss policies and procedures to help create more consistency across divisions and ensure that LSC-Tomball is aligned to system
office policies and procedures. Faculty and staff are encouraged to reach out to either council if they have any questions or concerns.

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DUAL CREDIT COMMITTEE
This group meets to ensure LSC-Tomball provides high-quality
dual credit experiences by addressing the following areas:
• Academic Integrity – level of rigor, clear expectations

of students, curriculum integrity, grade pressure,
administrative communication about course delivery
• Administrative Processes – professional development,
clear expectations of teachers, textbook use, course
building, curriculum alignment, DC faculty hiring
• Dual Credit Partnership MOU Agreements – focusing
on the textbook agreement statement for dual credit
partnerships
• Student Workshops – identified several necessary student
workshops: classroom etiquette, time management,
communicating as a college student
This committee continues to meet monthly and will help LSC-
Tomball align to any system office policies and procedures. A
list of committee members can be found in the appendix.

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Financial

FINANCIAL OVERVIEW Through a series of surveys, meetings, and in-depth evaluations,
the Financial committee headed by Dr. Jerrel Wade, Vice
The majority of the LSC-Tomball annual budget is spent on President of Administrative Services, propose the following
salaries and benefits for employees and is broken down recommendations as they pertain to the LSC-Tomball operational
according to the charts below. budget.

FY 22 FUND 10 BUDGET- • Reduce more non-critical vacant positions that have no
$24,535,503 evidence of need.

13% 6000-Salaries & Benefits • Reduce classes to the extent possible with fill rates of less
87% 7000-Supplies, Equipment, Copies, Utilities than 50% (minimum) - Adjunct and Overload spend
8000-Capital Spending
• Reduce non-essential costs or assign a reduced budget to
FY 22 FUND 10 BUDGET- these items.
$24,535,503 o What costs are necessary to keep the doors to the
college open and business operating? I.e., contractual
5% Instruction • VPI obligations, filled FT salaries/benefits, utilities, adjunct/
14% Plant Services • COTE overload costs.
• Library o Once a reduced budget is assigned to these items, the
Academic Support • Academic Initiatives & Partnerships deficit will increase, unless other costs are reduced.
15% • ELC
• Multimedia Services • Keep certain programs or official functions virtual, assign a
53% Student Services • Testing Center reduced budget to the in-person event or collaborate with
• PAC other campuses who are offering similar events, so cost can
13% Institutional Support • Civic Engagement be minimized.
Public Service • Nursing Director
• Vet Tech Administration • Develop a maintenance and replacement cycle for
• President’s Office equipment on campus.
• VPAD’s Office
• Centralize promotional item purchases to College Relations
and have campus pickup or checkout promo items from that
department. This may help to control costs.

• Assign some expenses, like official functions or events, to
auxiliary funds.

• Reduce release time, where possible, to assist with the
reduction in adjunct spend.

• Reduce unnecessary stipends.

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PROPOSED POSITION CHANGES

DEPARTMENT ROLE PROPOSED POSITION

OSI Office Administrator Coord. III, Office Operations
Professional Development Director Director, Strategy and Innovation
Professional Development Coord. III, Research and Innovation
Professional Development Specialist III Tech II, Video Production (MMS)
Faculty Trainer
College Relations Coordinator III, Marketing
College Relations Specialist IV Coordinator I, Communications
Academic Affairs Office Administrator Manager, School Partnerships
Academic Affairs Manager, Articulation PT Coordinator III, Dual Credit
Academic Affairs Manager, Articulation
Academic Affairs Coordinator I, AIP Coordinator II, Dual Credit
Academic Affairs Coordinator III, Workforce Division Operation Specialist, Academic Affairs
Academic Affairs
Coordinator I, Wellness Center Manager, Evening and Weekend College
lifePATH® Professor DEV ENGL PT Coordinator II, Academic Affairs (CK)
lifePATH® vacant Specialist II
Outreach and Recruitment vacant Specialist II lifePATH® Strategist
Admissions and Records lifePATH® Wrap around support
Student Success Specialist II, Student Success
Student Success FT Outreach Specialist III
Assessment Center Specialist II FT Admissions Advisor I
Advising and Counseling Staff Asst. I Specialist II, Welcome Center
Asst. Dean, Creekside

Specialist IV
Staff Asst. II

Any costs associated with the above delineated proposed position changes will be covered by the elimination of currently
unfilled positions. Considering the financial savings to the college of proposed Administrative Services personnel changes
($108,817), the overall LSC-Tomball by Design savings to the college will be $82,525. (Please note: financial impact totals
may change slightly prior to September 1.)

TOMBALL BY DESIGN | 3 6



Lessons Learned

LIMITATIONS TO THE PROCESS

Because anything like this had never been done at LSC-Tomball before, all participants experienced a rather steep learning curve.
Although we are to be commended for the progress that we did make, it must be acknowledged that lessons were learned in this initial
go that might alter the process in the future.
The initial incarnation of Tomball by Design focused only on three areas. To be a truly comprehensive review, we’ll need to review other
aspects of college life, the LSC-Tomball Student Experience, for example. Plans to repeat Tomball by Design in some incarnation each
year going forward will give us the opportunity to do just this.
Our ability to implement all we would in ideal circumstances is restricted somewhat until further budget growth and development occur,
either through increased enrollment or other means, leading to further revenue generated.

3 9 | TOMBALL BY DESIGN

OBSERVATIONS AND OUTCOMES

• Both the structured and inclusive nature of this process drew
constituents from across the college into close working
relationships and encouraged intentional collaboration
between departments causing all to consider not only their
own needs, but those of others.

• We have learned how important it is to incorporate assessment
and evaluation into as much of our daily processes as possible
so that, when we have opportunities such as Tomball by
Design, we may craft proposals and make changes based on
evidence and data instead of anecdote or instinct.

• It is necessary to constantly be strengthening processes to
determine what may be “the issues under the issues.”

• Initially, we thought that the Tomball by Design project would
be a one-time endeavor. However, the benefits and productive
outcomes we’ve observed and experienced made it evident
that it would behoove the college to make Tomball by Design
an annual project.

• For LSC-Tomball to be the best we can be for our students, we must become the best leaders we can be. This includes the need
to make the following commitments at every level of college leadership: a) Each individual needs to take ownership of their own
leadership capacity; and b) We need to be more intentional about developing leaders at all levels.

• The increased transparency and communication dictated by this process meant many emails were sent, many Web updates were
made, and employees were invited to read many reports and proposals. While it is a goal of this administration in all respects to be
transparent, it is important to find balance between providing stakeholders with pertinent information and overwhelming them with
too much information. Post process surveying may give us insight into whether recipients appreciated the way we communicated or
whether adjustments need to be made.

TOMBALL BY DESIGN | 4 0

41 | TOMBALL BY DESIGN

PLAN MOVING FORWARD

As stated, LSC-Tomball by Design will be an ongoing project, conducted annually with smaller scope and more specific
goals. For example, our next areas of evaluation will be Retention and Persistence. Tomball by Design will become the
college’s strategic planning mechanism. Implementation may yet prove the most difficult part of Tomball by Design as we
aim to maintain a healthy college culture while navigating changes that some may find difficult. We aim to continue our
open communication strategy and utilize our 9 Leadership C’s (collaboration, communication, critical thinking, culture-
oriented, commitment, creativity, champion, competency, and caring) to engender trust and the sense that we are all in this
together. One Wolf! One Pack!

TOMBALL BY DESIGN | 4 2

APPENDIX DUAL CREDIT COMMITTEE VPI STRUCTURE COMMITTEE

COMMITTEE ROSTERS • Chair: Katerina Wingfield (DC) • Chairs: Clark Friesen (ABSS - SPCH) /
• Barbara Hayward (ABSS) Anne Ginnett (FYFO – DIR, lifePATH)
ONLINE COMMITTEE • Carla Dias (FYFO)
• Chair: Janie Filoteo* (ABSS) • Carlos Aguilar (CBI) • Amy Rosales (CBI - DOM)
• Emilia Carvalho (ABSS) • Donna Fitzpatrick (DC) • Bill Simcik (HSCI - BIOL)
• Himika Nangia (HSCI) • Heather McCrackin (HSCI) • Lynda Bancroft (HSCI - DOM)
• John Burns (CBI) • Kelly Riley (ABSS) • Talih Ayache (HSCI – BIOL)
• Joycelyn Greene (HSCI) • Lisa Longridge (HSCI) • Donna Fitzpatrick (AIP - COORD)
• Judy Byrd (HSCI) • Maria Del Carmen Marin Ocana • Cory Colby (ABSS - GOVT)
• Pat Lyon (CBI) • Danielle Thornton (ABSS - DOM)
• Rachel Nyffeler (FYFO) (FYFO) • Melissa Brega (FYFO - ESOL)
• Rebekah Williams (FYFO) • Rebecca Tate (FYFO) • Van Piercy (FYFO - ENGL)
• Meghan Jones (FYFO – MATH)
DEPARTMENT CHAIR TASK FORCE FINANCIAL COMMITTEE
• Antonio Lopez (CBI)
• Bill Simcik (HSCI) • Dr. Jerrel Wade
• Christi Biggers (FYFO) • Charity Simpson
• Cynthia Galvan (HSCI) • Helen Kubiak
• Donna Willingham (FYFO) • Eleas Edling
• Joe Cahill (CBI)
• Lacy Moreno (FYFO)
• Lindsay Scott (ABSS)
• Lynda Bancroft (HSCI)
• Margaret Jelinek Lewis* (ABSS)

COLLEGE LEADERSHIP COUNCIL PROFESSIONAL DEVELOPMENT SHARED LEADERSHIP

PURPOSE AND CULTURE • Chair: Kentrie LeDee • Chair: Janna Hoglund
• Chairs: Shannon Marino / Deirdre • Deirdre Cootz • Natalie Starks
• Monte Darland • Terese Craig
Hayes-Cootz • Terra Ruppert • Viktor Moussoki
• Terra Ruppert • David Sessum • Christina Hagerty
• Megan Mariveles • Randy Sparks • Shannon Marino
• Robbie Rogers • Donielle Miller
• Antonio Lopez • Jackie Shepherd
• Randy Sparks
• Janna Hoglund MEETING STRUCTURE/FORMAT

CO-CHAIRS ROLES/RESPONSIBILITIES • Chair: Donielle Miller
• Chairs: Charity Simpson / Rachael • Jackie Thomas
• Randy Sparks
Covey • Robbie Richard Rogers
• Donielle Miller • Christi Biggers
• Alejandra Solis • Natalie Starks
• Randy Sparks • Kentrie LeDee-Fontenot
• Tracie Wood

TOMBALL BY DESIGN | 4 4

ORGANIZATION CHARTS

INSTRUCTION

VICE PRESIDENT, INSTRUCTION
(HAGERTY)

COORDINATOR II, VPI DEAN, DIVISION I DEAN, DIVISION II DEAN, DIVISION III DEAN, DIVISION IV DEAN, ACADEMIC AFFAIRS
(CLYDE) (COLEMAN) (COOTZ) (MARIVELES) (MOUSSOKI) (WINGFIELD)

DOM (MITCHELL) DOM (THORNTON) DOM (BANCROFT) DOM (ROSALES) DOS

DOS (BIGGERS) DOS (POSTED) DOS (BURGH) DOS (JACKSON) PT COORD. II, ACADEMIC
AFFAIRS
MANAGER, PAC (DAVIES) ARAB STAFF ASST II, OTHA/PHRA/ PT ASST II, CISCO
CHIN SRGT (MCNALLY) MANAGER, SCHOOL
PT COORD I, THEATER CRIJ PT ASST II, ELPT PARTNERSHIPS
DEV ENGL STAFF ASST I (PITRE) (FITZPATRICK)
PT MGR STAGE EDUC 1300 ACCT
EDUC/AAT HITT ACNT PT COORD III, DUAL CREDIT (2)
PT TECH III, THEATER ENGL HPRS ARTC
FREN OTHA BCIS COORD II, DUAL CREDIT
MANAGER, GERM BMGT
HSI STEM (KARIM) GEOG PT SKILLS INSTRUCTOR BUSI MANAGER, EVENING
GOVT COSC AND WEEKEND COLLEGE
ARTS HIST PHRA DATN
BIOL HUMA DFTG DIRECTOR, LIBRARY
CHEM JAPN PT SKILLS INSTRUCTOR ECON (SESSA)
DEV MATH ELPT
ENVR PHED POFM ENGR LIBRARIANS (3)
GEOL RNSG ESOL
MATH STAFF ASST II, FITNESS CENTER HRPO ADMIN SPEC II (JASPER)
MUSI (BRUNER) SRGT IBUS COORD II, LIBRARY (CLARK)
MUAP IEIR
MUEN PT FITNESS CENTER STAFF PT SKILLS INSTRUCTOR ITCC SPEC II, LIBRARY (SAMATAR)
OLSA ITNW
PHIL VNSG ITSC PT LIBRARIANS (7)
COORD II, BIOL (FREED) PSYC ITSW PT ASST I, CIRCULATION
SCWK VTHT LGLA
COORD II, CHEM SOCI MRKG
(CHESTANG) SPAN VET TECH II (METZ) PHYS
SPECH POFT
DIRECTOR, lifePATH® TECA STAFF ASST II, VTHT PTRT
(GINNETT) (FERGUSON)

SPECIALIST III, lifePATH® DIRECTOR, NURSING
(UMANA) (WOOD)

MANAGER, lifePATH® STAFF ASST II (ROCKER)
COORD II, NURSING LAB
WRAPAROUND, lifePATH®
(AKERS)

ACADEMIC STRATEGIST,
lifePATH® (HOHL)

PT ADVISOR II, lifePATH®

PT SPECIALIST IV, lifePATH®

4 5 | TOMBALL BY DESIGN

STUDENT SUCCESS

VICE PRESIDENT, STUDENT SUCCESS
(CRAIG)

ADMIN ASST I FINANCIAL AID
(TAYLOR) SSI

VETERAN SERVICES

DEAN, STUDENT DEV. ASST DEAN SS ASST DEAN CREEKSIDE DIRECTOR, ADVISING DIRECTOR, ASSESSMENT CENTER STUDENT ENGAGEMENT TRIO-SSS TRIO-TALENT SEARCH CALL CENTER
(DALLY) (COOTZ) (VACANT) AND COUNSELING (HO) AND ELC (RICHARD-ROGERS) (MARINO) (CARTER) (LAMBEY) (SCRIVENS)

ADMIN SPEC III (KING) 27 DIRECT REPORTS 11 DIRECT REPORTS COORD I (GUTIERREZ) 13 DIRECT 5 DIRECT REPORTS 2 DIRECT REPORTS
5 DIRECT REPORTS REPORTS
DIRECTOR ADMISSIONS WELCOME CENTER
& RECORDS (STARK) (PROPOSED)

8 DIRECT REPORTS

MANAGER OUTREACH
& RECRUITMENT
(TORRES)

4 DIRECT REPORTS

TOMBALL BY DESIGN | 4 6

OFFICE OF STRATEGY AND INNOVATION

CHIEF STRATEGIST
(DR. THOMAS)

COORD III
(PALMGREN)

DIR. STRATEGY AND MNGR. MULTIMEDIA DIR. MARKETING AND DIR. COMMUNICATION MNGR. STRATEGIC MNGR. DIVERSITY AND
INNOVATION (LEDEE) SERVICES (DARLAND) EVENTS (DONIELLE) AND MEDIA (RICHARDSON) INITIATIVES (CALDWELL) INCLUSION (VACANT)

COORD III, RESEARCH TECH II, VIDEO COORD III, CREATIVE COORD I,
& INNOVATION (CHEN) PRODUCTION SERVICES (CERDAN) COMMUNICATION
(HSI STEM, VACANT)
COORD III, (VACANT) COORD I, EVENTS
PROFESSIONAL DEV. SCHEDULER (MOYE) COORD III, MARKETING
(MCGATHON)
(GARCIA) PT COORD I (ZAK)

FACULTY FELLOW PT GRAPHIC DESIGNER
(FILOTEO) * (VACANT)

INSTRUCTIONAL
DESIGNER II (WILLIAMS)*

FACULTY FELLOW
(SILVA)*

* Denotes a dotted line reporting structure
4 7 | TOMBALL BY DESIGN

INSTRUCTIONAL DIVISION DATA PROPOSALS

CURRENT STRUCTURE

CU RRENT STRU CTU RE

Division I- FYF Division II - HSCI Division III - ABSS Division IV - CB&I AA/AIP

Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept
1 0 BIOL 158 19 7 ARTS 45 8 2 ACCT 5 0 TSA
ARAB 3 2,480 0 1 0 CHEM 43 372,768 9 6 1 CRIJ 19 50,288 2 2 1 ACNT 39 37,840 3 14 0 Dual Credit
1 0 ENVR 2 0 0 DRAM 20 2 0 ARTC 0 0 Home School
CHIN 3 3,600 0 17 0 GEOL 11 81,248 2 2 0 GOEG 8 20,784 1 2 0 BCIS 59 46,896 0 2 0 Workforce
21 0 OTHA 18 1 0 GOVT 142 17 7 BMGT 4 0 Library
DEV ENGL 43 12,304 2 2 0 PHED 46 5,568 0 8 1 HIST 128 10,896 1 20 7 BUSI 10 5,856 1 6 0
23 8 PHRA 20 3 0 LGLA 4 3 0 COSC 1 0
DEV MATH 82 64,748 0 7 0 PHYS 11 26,976 1 6 1 MUAP 20 6,864 0 5 0 DFTG 19 20,400 3 1 0
1 0 RNSG 43 6 0 MUEN 7 3 0 ECON 3 4
EDUC 1300 67 77,520 1 0 0 SRGT 9 27,472 2 10 0 MUSI 40 171,200 6 8 1 ELPT 50 20,112 2 3 1
1 0 VNSG 32 6 1 PAC 0 0 0 ENGR 0 0
EDUC/AAT 8 9,024 2 1 0 VTHT 50 37,200 1 2 0 PHIL 22 161,760 5 2 0 HITT 62 28,128 0 0 0
14 5 PSYC 50 5 1 HRPO 5 0
ENGL 244 259,584 10 5 0 18,672 2 SCWK 4 1,536 0 1 0 HPRS 22 15,536 0 0 0
0 0 SOCI 33 4 1 ITNW 0 0
ESOL 27 22,336 1 1 0 15,552 1 SPCH 62 856 1 7 0 IBUS 3 1,536 0 0 0
0 0
FREN 3 3,040 0 65,712 8 4,752 1 IEIR 66 37,056 3 2 0
ITCC 1 0
GERM 2 2,640 1 22,528 2 26,400 1 ITSC 46 23,636 1 1 0
ITSW 3 0
HUMA 17 8,736 0 32,384 2 00 MRKG 000 0 0
POFM 2 0
JAPN 4 5,200 0 49,776 4 22,992 1 POFT 7 3,840 0 1 0
PTRT
MATH 211 231,088 11 54,192 3 26 10,296 0

OLSA 49 24,096 2 1,440 0 2 2,064 0

SPAN 8 8,384 1 29,040 2 000

TECA 1 704 0 54,528 3 3 864 0

2 960 0

16 15,200 1

21 16,336 1

10 5,360 0

14 3,888 0

18 12,032 1

18 11,376 0

3 960 0

FT Staff 8 FT Staff 8 FT Staff 4 FT Staff 3 FT Staff 8
PT Staff 8
PT Staff 1 PT Staff 13 PT Staff 4 PT Staff 1 50 16

Totals 772 735,484 31 96 13 0 443 755,856 34 69 11 0 604 617,528 27 89 20 0 516 320,172 16 54

TOMBALL BY DESIGN | 4 8

TASK FORCE PROPOSAL A

Division I- FYF Division II - Health Occs Division III - ABSS Division IV - SCI TECH AA/AIP - Creeskide VPI
Dept
Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept COTE
1 0 OTHA 0 ARTS 45 8 2 ACCT 5 0 TSA
ARAB 3 2,480 0 1 0 PHRA 18 27,472 2 1 0 CRIJ 19 50,288 2 2 1 ACNT 39 37,840 3 14 0 Dual Credit
1 0 RNSG 0 DRAM 20 2 0 ARTC 0 0 iSchool
CHIN 3 3,600 0 17 0 SRGT 20 18,672 2 3 0 GOEG 8 20,784 1 2 0 BCIS 59 46,896 0 2 0 Home School
21 0 VNSG 1 GOVT 142 17 7 BIOL 19 7 Workforce
DEV ENGL 43 12,304 2 2 0 VTHT 43 65,712 8 6 0 HIST 128 10,896 1 20 7 BMGT 10 5,856 1 4 0 Library
23 8 LGLA 4 3 0 BUSI 6 0
DEV MATH 82 64,748 0 7 0 9 22,528 2 10 MUAP 20 6,864 0 5 0 CHEM 19 20,400 3 6 1
1 0 MUEN 7 3 0 COSC 1 0
EDUC 1300 67 77,520 1 1 0 32 32,384 2 6 MUSI 40 171,200 6 8 1 DFTG 158 372,768 9 1 0
1 0 PAC 0 0 0 ECON 3 4
EDUC/AAT 8 9,024 2 1 0 50 49,776 4 2 PHIL 22 161,760 5 2 0 ELPT 50 20,112 2 3 1
14 5 PSYC 50 5 1 ENGR 62 28,128 0 0 0
ENGL 244 259,584 10 5 0 SCWK 4 1,536 0 1 0 ENVR 43 81,248 2 0 0
0 0 SOCI 33 4 1 GEOL 22 15,536 0 2 0
ESOL 27 22,336 1 1 0 SPCH 62 856 1 7 0 HITT 3 1,536 0 0 0
HRPO 66 37,056 3 5 0
FREN 3 3,040 0 4,752 1 HPRS 46 23,636 1 0 0
ITNW 00 0 0 0
GERM 2 2,640 0 26,400 1 IBUS 2 5,568 0 0 0
11 26,976 1 0 0
HUMA 17 8,736 0 00 IEIR 7 3,840 0 2 0
ITCC 1 0
JAPN 4 5,200 0 22,992 1 ITSC 1 0
ITSW 3 0
MATH 211 231,088 11 54,192 3 MRKG
8 1
OLSA 49 24,096 2 1,440 0 PHED
6 1
SPAN 8 8,384 1 29,040 2 PHYS
0 0
TECA 1 704 0 54,528 3 POFM
2 0
POFT 26 10,296 0
1 0
PTRT 2 2,064 0

000

3 864 0

2 960 0

16 15,200 1

21 16,336 1
10 5,360 0
14 3,888 0

46 37,200 1

11 15,552 1

18 12,032 1

18 11,376 0

3 960 0

FT Staff 8 FT Staff 9 FT Staff 5 FT Staff 6 FT Staff 8

PT Staff 1 PT Staff 3 PT Staff 4 PT Staff 1 PT Staff 8

Totals 772 735,484 30 97 13 0 172 216,544 20 28 1 0 604 617,528 27 89 20 0 787 859,484 30 95 15 0 16

**All data used was 2018-2019

TASK FORCE PROPOSAL B

Division I- FYF Division II - Health Occs Division III - ABSS Division IV - CB&I AA/AIP - Creeskide VPI
Dept Dept
Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac TSA COTE
ARAB 3 1 0 OTHA 0 ARTS 45 8 2 ACCT 5 0
CHIN 3 2,480 0 1 0 PHRA 18 27,472 2 1 0 BIOL 158 50,288 2 19 7 ACNT 39 37,840 3 14 0 Dual Credit
DEV ENGL 43 1 0 RNSG 0 CHEM 43 6 1 ARTC 0 0 iSchool
DEV MATH 82 3,600 0 17 0 SRGT 20 18,672 2 3 0 CRIJ 19 372,768 9 2 1 BCIS 59 46,896 0 2 0
EDUC 1300 67 21 0 VNSG 1 DRAM 20 2 0 BMGT 4 0 Home School
EDUC/AAT 8 12,304 2 2 0 VTHT 43 65,712 8 6 0 ENVR 2 81,248 2 0 0 BUSI 10 5,856 1 6 0 Workforce
ENGL 23 8 GEOL 11 2 0 COSC 1 0 Library
ESOL 244 64,748 0 7 0 9 22,528 2 10 GOEG 8 20,784 1 2 0 DFTG 19 20,400 3 1 0
FREN 27 1 0 GOVT 142 17 7 ECON 3 4
GERM 3 77,520 1 0 0 32 32,384 2 6 HIST 128 10,896 1 20 7 ELPT 50 20,112 2 3 1
HUMA 2 1 0 LGLA 4 3 0 ENGR 0 0
JAPN 17 9,024 2 1 0 50 49,776 4 2 MUAP 20 5,568 0 5 0 HITT 62 28,128 0 0 0
MATH 4 14 5 MUEN 7 3 0 HRPO 5 0
OLSA 211 259,584 10 5 0 MUSI 40 26,976 1 8 1 HPRS 22 15,536 0 0 0
SPAN 49 0 0 PAC 0 0 0 ITNW 0 0
TECA 8 22,336 1 1 0 PHED 46 6,864 0 8 1 IBUS 3 1,536 0 0 0
1 PHIL 22 2 0 0 0
3,040 0 PHYS 11 171,200 6 6 1 IEIR 66 37,056 3 2 0
PSYC 50 5 1 ITCC 1 0
2,640 1 SCWK 4 161,760 5 1 0 ITSC 46 23,636 1 1 0
SOCI 33 4 1 ITSW 3 0
8,736 0 SPCH 62 1,536 0 7 0 MRKG 000 0 0
POFM 2 0
5,200 0 856 1 POFT 7 3,840 0 1 0
PTRT
231,088 11 4,752 1 26 10,296 0

24,096 2 26,400 1 2 2,064 0

8,384 1 00 000

704 0 37,200 1 3 864 0

22,992 1 2 960 0

15,552 1 16 15,200 1

54,192 3 21 16,336 1

1,440 0 10 5,360 0

29,040 2 14 3,888 0

54,528 3 18 12,032 1

18 11,376 0

3 960 0

FT Staff 8 FT Staff 9 FT Staff 8 FT Staff 3 FT Staff 8
PT Staff 8
PT Staff 1 PT Staff 3 PT Staff 4 PT Staff 1 50 16
130 54
Totals 772 735,484 31 96 13 0 172 216,544 20 28 1 0 875 1,156,840 41 30 0 516 320,172 16

**All data used was 2018-2019

4 9 | TOMBALL BY DESIGN

TASK FORCE PROPOSAL C

Division I- FYF Division II - Health Occs Division III - ABSS Division IV - BTS AA/AIP - Creeskide VPI
Dept Dept
Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac TSA COTE
ARAB 3 1 0 OTHA 0 ARTS 45 8 2 ACCT 39 5 0 Library
CHIN 3 2,480 0 1 0 PHRA 18 27,472 2 1 0 CRIJ 19 50,288 2 2 1 ACNT 59 37,840 3 14 0 Dual Credit
DEV ENGL 43 1 0 RNSG 0 DRAM 20 2 0 ARTC 10 0 0 iSchool
DEV MATH 82 3,600 0 17 0 SRGT 20 18,672 2 3 0 GOEG 8 20,784 1 2 0 BCIS 19 46,896 0 2 0
EDUC 1300 67 21 0 VNSG 1 GOVT 142 17 7 BIOL 158 19 7 Home School
EDUC/AAT 8 12,304 2 2 0 VTHT 43 65,712 8 6 0 HIST 128 10,896 1 20 7 BMGT 50 5,856 1 4 0 Workforce
ENGL 23 8 LGLA 4 3 0 BUSI 62 6 0
ESOL 244 64,748 0 7 0 9 22,528 2 10 MUAP 20 6,864 0 5 0 CHEM 43 20,400 3 6 1
FREN 27 1 0 MUEN 7 3 0 COSC 22 1 0
GERM 3 77,520 1 0 0 32 32,384 2 6 MUSI 40 171,200 6 8 1 DFTG 3 372,768 9 1 0
HUMA 2 1 0 PAC 0 0 0 ECON 66 3 4
JAPN 17 9,024 2 1 0 50 49,776 4 2 PHIL 22 161,760 5 2 0 ELPT 46 20,112 2 3 1
MATH 4 14 5 PSYC 50 5 1 ENGR 0 0 0
OLSA 211 259,584 10 5 0 SCWK 4 1,536 0 1 0 ENVR 2 28,128 0 0 0
SPAN 49 0 0 SOCI 33 4 1 GEOL 11 2 0
TECA 8 22,336 1 1 0 SPCH 62 856 1 7 0 HITT 7 81,248 2 0 0
PHED 1 8 1 HRPO 26 5 0
46 3,040 0 4,752 1 HPRS 2 15,536 0 0 0
ITNW 0 0 0
2,640 1 26,400 1 IBUS 3 1,536 0 0 0
2 0 0
8,736 0 00 IEIR 16 37,056 3 2 0
ITCC 21 1 0
5,200 0 22,992 1 ITSC 10 23,636 1 1 0
ITSW 14 3 0
231,088 11 54,192 3 MRKG 11 00 6 1
PHYS 18 0 0
24,096 2 1,440 0 POFM 18 5,568 0 2 0
POFT 3 1 0
8,384 1 29,040 2 PTRT 26,976 1

704 0 54,528 3 3,840 0

37,200 1 10,296 0

2,064 0

00

864 0

960 0

15,200 1

16,336 1

5,360 0

3,888 0

15,552 1

12,032 1

11,376 0

960 0

FT Staff 9 FT Staff 9 FT Staff 5 FT Staff 4 FT Staff 6
4
PT Staff 1 PT Staff 3 PT Staff 4 PT Staff 1 PT Staff 10
104 28
Totals 818 772,684 32 14 0 172 216,544 20 1 0 604 617,528 27 89 20 0 741 822,284 29 87 14 0

**All data used was 2018-2019

TASK FORCE PROPOSAL D

Division I- FYF Division II - Health Occs Division III - ABSS Division IV - CB&I AA/AIP - Creeskide VPI
Dept Dept
Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac Dept Sections Con Hrs FT Fac PT Fac DC Fac TSA COTE
ARAB 3 1 0 HPRS 0 BIOL 158 19 7 ACCT 39 5 0 Library
ARTS 45 2,480 0 8 2 OTHA 2 2,064 0 0 0 CHEM 43 372,768 9 6 1 ACNT 59 37,840 3 14 0 Dual Credit
CHIN 3 1 0 PHRA 0 CRIJ 19 2 1 ARTC 10 0 0 iSchool
DEV ENGL 43 50,288 2 1 0 RNSG 18 27,472 2 1 0 DEV MATH 82 81,248 2 17 0 BCIS 19 46,896 0 2 0
DRAM 20 2 0 SRGT 0 ENVR 2 0 0 BMGT 50 4 0 Home School
EDUC 1300 67 3,600 0 21 0 VNSG 20 18,672 2 3 1 GEOL 11 20,784 1 2 0 BUSI 62 5,856 1 6 0 Workforce
EDUC/AAT 8 2 0 VTHT 0 GOVT 142 17 7 COSC 22 1 0
ENGL 12,304 2 23 8 43 65,712 8 6 MATH 211 64,748 0 14 5 DFTG 3 20,400 3 1 0
FREN 244 1 0 PHED 46 8 1 ECON 66 3 4
GERM 3 10,896 1 0 0 9 22,528 2 10 PSYC 50 5,568 0 5 1 ELPT 46 20,112 2 3 1
GOEG 2 2 0 SCWK 4 1 0 ENGR 0 0 0
HIST 8 77,520 1 20 7 32 32,384 2 6 SOCI 33 26,976 1 4 1 ESOL 27 28,128 0 7 0
HUMA 1 0 HITT 7 0 0
JAPN 128 9,024 2 1 0 50 49,776 4 2 171,200 6 HRPO 26 15,536 0 5 0
MUAP 17 5 0 IBUS 3 0 0
MUEN 4 259,584 10 3 0 231,088 11 2 1,536 0 0 0
MUSI 20 8 1 IEIR 16 2 0
OLSA 7 3,040 0 5 0 37,200 1 ITCC 0 37,056 3 0 0
PAC 40 0 0 ITNW 21 1 0
PHIL 49 2,640 1 2 0 54,192 3 ITSC 10 23,636 1 1 0
SPAN 0 0 0 ITSW 4 3 0
SPCH 22 6,864 0 7 0 1,440 0 LGLA 14 00 3 0
TECA 8 1 0 MRKG 11 6 1
62 161,760 5 29,040 2 PHYS 18 22,336 1 0 0
1 POFM 18 2 0
8,736 0 POFT 3 3,840 0 1 0
PTRT
5,200 0 10,296 0

856 1 864 0

4,752 1 960 0

26,400 1 15,200 1

24,096 2 00

00 16,336 1

22,992 1 5,360 0

8,384 1 1,536 0

54,528 3 3,888 0

704 0 15,552 1

12,032 1

11,376 0

960 0

FT Staff 10 FT Staff 9 FT Staff 5 FT Staff 3 FT Staff 4
PT Staff 4
PT Staff 2 PT Staff 3 PT Staff 10 PT Staff 1 60 8
115 28
Totals 804 756,648 34 18 0 174 218,608 20 1 0 801 1,096,252 36 95 24 0 556 357,532 18 70

**All data used was 2018-2019

TOMBALL BY DESIGN | 5 0