T
he past year at Lincoln Trail College has proven to be an exciting time of growth, change, and new beginnings. Having just started my position as President ten months ago, it has also been a time of listening, learning, and relationship-building with our faculty, staff, students, and community members. In December, we watched the dreams of many committed, visionary individuals come true when the Crawford County Recreation Center (CCRC) opened its doors for business. It’s wonderful to see community members coming and going from our campus seven days a week to use the CCRC, and what a blessing this facility is for our students who now have access to a state-of-the-art recreational facility where some of them are even employed and gaining valuable work experience. Just after the winter break, in January, construction crews began arriving on campus to initiate construc- tion of the new Sports Performance Center for our student-athletes which will offer amenities such as locker rooms, batting cages, a sports performance center, athletic training room, a concession stand, and outdoor restrooms for our fans to use during baseball and soccer seasons. All of this comes just two years after opening Lackey Hall, the new addition to the Zwermann Arts Center which added much-needed space. Therefore, the aforementioned capital improvement projects unde- niably culminate into the term - growth.
Now, as is true with any higher education institution, growth and new additions to campus are exciting, yet they rarely come without change. Change is inevitable and can be hard, however, change can also take what might be viewed as a time of uncertainty and turn it into a time of new opportunities and this is my aspiration for Lincoln Trail College. Change stretches us, takes us out of our comfort zones, and opens doors that wouldn’t otherwise be opened, so may we embrace this time of change and press onward. Additionally, as a commu - nity college district, we strive for continuous improve- ment and in response have completely restructured our organizational framework by way of a Strategic Engagement Plan (SEP). With this SEP, four new divisions were launched in which the IECC Presidents are charged with leading via Vice Chancellor roles. As the Vice Chancellor of the Institutional Outreach division, I get to work collabora- tively with leaders from our Offices of Dual Credit, Adult Education, Enrollment Management, Marketing, TRIO Upward Bound, and Community Education. Working inter-departmentally and collectively with such a stellar team across the IECC district offers us endless possibili - ties for meaningful engagement, strategic bridge build- ing, and new beginnings that will lead to the fulfillment of the IECC mission to deliver exceptional education and services that will improve the lives of our students and strengthen our communities.
Tona Ambrose President and Vice Chancellor of Institutional Outreach
6 LTC Annual Report
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