RISE Keweenaw Bay Ojibwa Community College Strategic Plan 2030–31 September 2026

Message from the President Our Shared Journey Mapping the Watershed Strategic Plan Overview Priority 1: Holistic Learner Success Priority 2: Relationship-Centered Engagement Priority 3: Sustainable Systems and Stewardship Priority 4: Mission-Aligned Innovation and Responsiveness Bringing the Plan to Life Learning From the Journey RISE1 Contents Board of Regents Action This draft presented to the Board of Regents for consideration on September 14, 2026. 2 3 5 8 9 11 13 15 18 19 Acknowledgments KBOCC gratefully acknowledges all who helped guide the development of this plan, including the learners, alumni, employees, Regents, Elders, knowledge holders, and Tribal and community partners who shared their perspectives; the Phase I planning committee; the Executive Team; and the Office of Institutional Effectiveness, which coordinated the planning process.

Aanii! Boozhoo! Keweenaw Bay Ojibwa Community College (KBOCC) begins this next chapter from a place of deep purpose. As a Tribal land grant institution, we are grounded in Anishinaabe culture, language, and lifeways, and in the relationships that sustain learners, families, communities, lands, and waters for the next seven generations. Our location on Keweenaw Bay along Gichigami (Lake Superior) is more than where we learn and work. It shapes who we are, how we understand our responsibilities, and how we imagine the future. As a Tribal college, KBOCC’s responsibilities extend beyond providing degrees and certificates. We advance Tribal self-determination, sustain language and culture, develop community leaders and professionals, and expand educational opportunity throughout our rural region. We support all learners while recognizing our particular responsibility to center Native student success and respond to the aspirations of the Keweenaw Bay Indian Community (KBIC). This plan reflects the voices of learners, alumni, employees, the Board of Regents, Tribal and community partners, Elders and knowledge holders, and others who care about KBOCC. Those voices affirmed enduring strengths: cultural grounding, belonging and support, affordability, committed people, and connection to community. They also called on KBOCC to reduce barriers, strengthen relationships, steward resources responsibly, and remain responsive to changing learner and community needs. RISE offers an expression of the directions running through this plan. Relationships remind us that learning, trust, and community well- being are built together. Innovation calls us to respond creatively and thoughtfully to changing learner and community needs while remaining grounded in our mission. Stewardship reflects our responsibility to care for people, knowledge, lands, waters, systems, and resources across multiple generations. Empowered Learners, who remain at the center of our work, are supported in achieving goals that contribute to the betterment of themselves, their communities, and future generations. The four strategic priorities identify where KBOCC will focus its shared effort through 2030–31. The goals describe what we intend to make meaningfully different, while our progress signposts and annual review process will help us understand what is changing, what we are learning, and where we need to adjust. I invite every member of the KBOCC community to recognize their place and responsibility within this plan, and help bring it to life. With Gratitude, Melissa A. Kiesewetter Ogimaakaan (President), Keweenaw Bay Ojibwa Community College KBOCC STRATEGIC PLAN 2030–31 2

Like a canoe traveling through connected waters, KBOCC moves forward through relationships with one another, the Keweenaw Bay Indian Community, the lands and waters that sustain us, and the communities we serve. Each person brings knowledge, strength, and responsibility to the journey. Progress depends on paddling together, remaining attentive to changing conditions, and adjusting our course while keeping our shared vision in view. KBOCC’s next strategic journey begins in the headwaters of our mission and Anishinaabe identity. Our foundational commitments sustain the work, while the strategic priorities focus our shared effort through 2030–31. The vision is our far shore—the future toward which we travel. KBOCC will grow with care: deepening the relationships and learner supports that distinguish the College, strengthening the capacity that growth requires, and responding to new opportunities without outrunning our mission. RISE is our shared journey forward, paddling together toward KBOCC’s vision and the well-being of future generations. How to Read This Plan The plan uses the image of a shared journey through a connected watershed: • Far Shore—The vision where KBOCC is headed • Headwaters—The mission and values, where the work begins • Groundwater—The foundational commitments that sustain and shape every priority • Strategic Priorities—Four connected areas of shared effort through 2030–31 • Goals—What KBOCC seeks to accomplish within each priority • Far Shore Outcomes—A plain-language picture of what each priority will look like when realized • Progress Signposts—The key performance indicators that help KBOCC determine whether it is moving in the intended direction This strategic plan uses the term “learners” broadly to encompass stakeholders who participate in a wide range of learning opportunities, including credit, noncredit, dual enrollment, Early Middle College, workforce, cultural, community, and early and lifelong learning opportunities. The progress signposts intentionally include leading and outcome indicators. Leading indicators show whether KBOCC is making progress in building the capacity, systems, relationships, and practices necessary for longer-term results. Outcome indicators help the College understand whether learners, employees, and communities are experiencing the intended change. Our Shared JourneyOur Shared Journey 3RISE

Rooted in Place and Purpose Chartered by the Keweenaw Bay Indian Community in 1975, KBOCC is one of three Tribal land grant institutions within what is now Michigan. From our Wabanung Campus in L’Anse to the Arts and Agriculture Center in Pelkie, the College serves the Keweenaw Bay Indian Community and learners throughout the surrounding western Upper Peninsula. KBOCC advances education as an expression of Tribal sovereignty, cultural continuity, and responsibility to present and future generations. Its role includes strengthening Anishinaabe language, culture, and lifeways; preparing future leaders and professionals; expanding educational opportunity; and contributing to workforce and community development. Close relationships, personalized learning, and a strong sense of belonging distinguish the KBOCC experience. Learner success is understood holistically, connecting education with identity, well-being, family, community, and purpose. This relational approach also shapes the College’s partnerships and broader responsibilities as a Tribal land grant institution. KBOCC begins this plan period amid growth and renewal. Innovative and expanding opportunities are broadening the College’s reach while increasing demands on its people, facilities, technology, and systems. The plan therefore focuses not only on where KBOCC can expand, but on how we can innovate responsibly while preserving the cultural grounding and relationships at the heart of our mission. 4KBOCC STRATEGIC PLAN 2030-31

Developing the Plan KBOCC developed this strategic plan by listening to its communities and examining the conditions shaping the College’s future. The process began in 2023 and unfolded across a period of presidential transition and institutional reorganization. Phase I brought together several sources of community knowledge and evidence: • A KBIC Elder Forum in December 2023 emphasized Ojibwe language, relationships with the land, intergenerational learning, relevant programs, communication, partnerships, and mission alignment. • A stakeholder survey commissioned in May 2024 received 112 responses from learners, alumni, employees, Board of Regents members, community members, employers, and others connected to KBOCC. Sixty- four percent of respondents identified as KBIC members or descendants. • A community partner forum in June 2024 engaged twenty-two representatives of Tribal education, local schools, businesses, community organizations, regional higher education institutions, learners, alumni, and the Board of Regents. • A mission and vision refresh was led by the Board of Regents in 2024. • A regional landscape scan and planning synthesis in 2024–25 brought stakeholder engagement and institutional evidence together through a SOAR analysis, which informed the preliminary strategic direction confirmed by the Board in November 2025. Formal plan development slowed during the presidential transition; however, the Phase I findings and strategic direction were preserved. Under new leadership in 2026, KBOCC’s four divisions and Executive Team reviewed the collected data and assessed its relevance to current enrollment trends, workforce needs, facilities and operational conditions, and technological infrastructure. Phase II sharpened the strategic direction into the priorities, goals, and progress signposts contained in this plan. Engagement is not viewed as a one-time endeavor, and KBOCC will continue listening throughout implementation and deepening dialogue with KBIC and Tribal leadership during the plan’s first year. What We Learned Community knowledge, institutional evidence, and changing external conditions pointed to five durable conclusions: • A Distinctive Foundation—Anishinaabe culture, close relationships, personalized learning, affordability, and belonging remain KBOCC’s greatest strengths. • Changing Learner Needs—Adult, returning, part-time, dual-enrolled, and lifelong learners increasingly require flexible pathways, clear communication, accessible technology, and coordinated support. • Community and Workforce Opportunity—Tribal and regional communities need relevant education and training connected to health care, education, business, natural resources, skilled trades, cultural knowledge, and community well-being. • Capacity During Growth—Expanding programs and participation increase demands on employees, leadership continuity, facilities, technology, data, finances, and essential systems. • Responsibility and Responsiveness—KBOCC must respond to technological, environmental, regulatory, and economic change while remaining grounded in its mission, cultural responsibilities, relationships, and sustainable capacity. Together, these findings point to the central challenge of this plan: expanding opportunity and responding to changing needs while building the relationships, people, systems, places, and resources required to sustain KBOCC’s mission across generations. Mapping the WatershedMapping the Watershed 5RISE

Vision KBOCC aspires to be an intergenerational center of educational excellence and innovation grounded in Anishinaabe values for community advancement and well-being. Mission As a Tribal land grant institution, Keweenaw Bay Ojibwa Community College supports and uplifts all learners to achieve their goals through holistic education, while promoting Anishinaabe culture, language, and lifeways. Values We hold steadfast to the guiding values of our ancestors, the Seven Grandfather Teachings, to help us with the concerns of today as we look forward to preparing the following seven generations: • Dabasendizowin—We embrace humility, fostering a culture of continuous learning and openness to new perspectives. • Debwewin—We prioritize truth in our academic integrity and pursuit of knowledge, ensuring transparency and authenticity. • Zoongide’iwin—With courage, we support bold innovation, critical thinking, and advocacy for social justice. • Gwayakwaadiziwin—We uphold honesty, promoting integrity and trust in all interactions and scholarship. • Manaaji’idiwin—We honor respect, valuing diverse cultures, perspectives, and fostering inclusive dialogue and collaboration. • Zaagi’idiwin—We practice love, creating a compassionate and supportive community where everyone feels valued. • Nibwaakaawin—We cultivate wisdom, integrating knowledge and experience for thoughtful and ethical decision-making. Through these values, KBOCC prepares students to be thoughtful, compassionate, responsible leaders and achieve Mino-Bimaadiziwin. Foundational Commitments KBOCC’s work is grounded in enduring commitments shaping how the College operates, makes decisions, and supports learners. These foundational commitments are not strategic priorities to be completed or measured independently. They establish the conditions through which strategic priorities are pursued, implemented, and assessed. These commitments remain the stable expression of who KBOCC is: rooted in Anishinaabe values, accountable to community, and sustained across generations. Cultural Vitality Revitalizing Anishinaabe language, teachings, and lifeways as core foundations of learning, institutional practice, and decision-making Thriving People and Collective Well-Being Supporting the well-being, growth, and sustainability of students, faculty, staff, and the community Relational Communication and Shared Understanding Fostering clear, respectful, and reciprocal communication across the College, building the trust and shared language that makes collaboration, accountability, and collective progress possible 6KBOCC STRATEGIC PLAN 2030-31

Strategic Plan Overview The strategic plan is built around four broad priorities intended to move KBOCC toward its vision. The priorities are interconnected rather than ranked. Their flow reinforces KBOCC’s work: • Priority 1 begins with learners. • Priority 2 extends through relationships and community. • Priority 3 strengthens the systems and resources that sustain the College. • Priority 4 builds the capacity to respond to changing needs with purpose. Progress in each priority area supports and depends upon progress in the others. 8KBOCC STRATEGIC PLAN 2030–31

Priority 1: Holistic Learner Success Goals Goal 1.1—Belonging and Personalized Support Learners feel known, valued, and connected in a culturally grounded environment and receive timely, personalized support to achieve their educational and personal goals. Goal 1.2—Access and Barrier Reduction Reduce barriers so learners can access and engage with the learning opportunities, environments, technology, communication, and support they need. Goal 1.3—Meaningful Pathway Progress Learners progress through clear, flexible, and relevant educational pathways that prepare them for careers, continued education, and contribution to family and community. Voices Shaping This Priority I love the fact that people know my name when I walk in and always smile. I love how helpful everyone is. —Student, 2024 KBOCC Stakeholder Survey The legacy, I believe, will be more educated youth in our community with pride in their culture and more respect for other cultures. —College employee, 2024 KBOCC Stakeholder Survey Learners enter KBOCC from different places, move at different paces, and may define success in different ways. KBOCC provides culturally grounded learning, clear pathways, responsive support, and conditions that help learners move toward their educational and personal purposes. 9RISE

Support learners in achieving educational goals through holistic, responsive, and relationship-centered education and wraparound support. How We Will Advance This Priority • Center Anishinaabe culture, relationships, and learner voice in learning and support • Coordinate academic, student support, operational, and community resources around each learner’s journey • Use learner feedback and evidence to identify barriers, strengthen pathways, and adapt services and learning experiences Far-Shore Outcomes By 2030–31, KBOCC will be a place where learners • feel safe, known, valued, and culturally connected; • ask for help without hesitation; • can find and use the support, technology, and learning environments they need; • encounter fewer institutional barriers as they pursue their goals; • know their pathway and what comes next; and • make real progress toward credentials, careers, further education, and contribution to family and community. Progress Signposts Key Performance Indicators (KPIs) • Learner Support: Learner survey score measuring the extent to which learners feel known, respected, supported, and culturally connected to KBOCC • Timely Service Fulfillment: Percentage of approved learner access and support requests fulfilled within KBOCC’s established timeframe • Positive Transition: Percentage of learners who continue enrollment, complete a credential, transfer, or make another documented positive transition aligned with their educational goalsKBOCC STRATEGIC PLAN 2030-31 10

Priority 2: Relationship-Centered Engagement Goals Goal 2.1—Internal Relationships and Well-being Strengthen relationships and communication across KBOCC so employees experience trust, shared purpose, wellbeing, and meaningful involvement. Goal 2.2—KBIC and Tribal Leadership Build a trusted and mutually supportive relationship with KBIC and Tribal leadership through regular communication and shared priorities. Goal 2.3—Reciprocal Community Partnerships Build respectful, mutually beneficial partnerships that engage families and communities to produce tangible benefits. Goal 2.4—Regional Learning Partnerships Strengthen KBOCC’s role as a trusted learning and community partner, expanding educational access and collaboration within the region and beyond.Voices Shaping This Priority I love the fact that people know my name when I walk in and always smile. I love how helpful everyone is. —Student, 2024 KBOCC Stakeholder Survey The legacy, I believe, will be more educated youth in our community with pride in their culture and more respect for other cultures. —College employee, 2024 KBOCC Stakeholder Survey Relationships are the connections through which trust, knowledge, support, resources, and mutual benefit flow. This priority strengthens relationships within KBOCC and with KBIC, Tribal leadership, families, communities, and external partners. 11RISE

Strengthen relationships with Tribal leadership, communities, partners, and internal stakeholders to support shared learning and community well-being. How We Will Advance This Priority • Practice regular, respectful, and reciprocal communication internally and with KBIC, Tribal leadership, families, communities, and partners. • Clarify shared purposes, roles, responsibilities, and intended benefits and formalize them where appropriate. • Listen, follow through, and use feedback to strengthen trust and shared work. Far-Shore Outcomes By 2030–31, KBOCC will be a place where • employees experience trust, recognize shared purpose, and authentically participate in decision-making; • communication with KBIC and Tribal leadership is regular, respectful, and tied to shared priorities; • families, Elders, and knowledge holders are welcome and invited to shape the work that affects them; and • partnerships are reciprocal, purposeful, and reviewed for mutual benefit, expanding access and shared learning. Progress Signposts Key Performance Indicators (KPIs) • Employee Trust and Involvement: Employee survey score measuring trust, shared purpose, well-being, and meaningful involvement in decisions that affect their work • Relationship Milestones: Percentage of annual KBOCC-KBIC relationship and shared priority milestones completed or on track • Active Partnerships: Number of active partnerships documented through an agreement, joint work plan, or other shared record • Partnership Renewal: Percentage of formal partnerships reviewed and renewed or intentionally continued by their established review dateKBOCC STRATEGIC PLAN 2 0 3 0 - 3 1 12

Priority 3: Sustainable Systems and Stewardship Goals Goal 3.1—Workforce and Continuity Build and sustain the staffing, knowledge, and leadership needed to fulfill KBOCC’s mission for generations to come. Goal 3.2—Long-Term Financial Health Strengthen KBOCC’s long-term financial health by aligning resources with strategic priorities, planning across multiple years, and broadening funding sources. Goal 3.3—Facilities and Responsible Growth Develop and steward accessible, safe, and culturally grounded facilities that support learning, community engagement, and responsible institutional growth. Goal 3.4—Systems, Technology, and Data Build reliable, accessible, and connected systems, technology, processes, policies, and data that improve services and support informed decisions. Goal 3.5—Lands, Waters, and Resources Care for lands, waters, resources, and purchasing relationships in ways that uphold Anishinaabe responsibilities, reduce harm, and strengthen Indigenous and local community well-being. Voices Shaping This Priority Getting and keeping good teachers and leaders. —Community member, 2024 Stakeholder Survey Using the land/water to teach us of mother nature. —Alumnus, 2024 Stakeholder Survey KBOCC cannot move sustainably without capable people, shared knowledge, reliable systems, sound finances, appropriate facilities, and responsible stewardship. This priority cares for the capacity and resources needed to fulfill the mission across generations. 13RISE

Build the people, systems, resources, and physical capacity needed to sustain KBOCC’s mission and steward them responsibly for future generations. How We Will Advance This Priority • Connect workforce, financial, facilities, technology, data, and resource decisions through coordinated multiyear planning and budgeting. • Strengthen continuity through development, cross-training, documentation, shared knowledge, and succession planning. • Use evidence, Anishinaabe responsibilities, capacity, and long-term effects to prioritize investments and steward resources. Far-Shore Outcomes By 2030–31, KBOCC will be a place where we • sustain the people, knowledge, and leadership our mission requires; • plan our finances across multiple years and draw on diversified resources; • steward safe, accessible, and culturally grounded facilities designed and shaped to our needs; • run on reliable, connected systems and trustworthy data; and • act on our responsibilities to lands, waters, and the relatives that depend on them. Progress Signposts Key Performance Indicators (KPIs) • Critical Role Continuity: Percentage of designated critical roles with continuity coverage through trained backup, cross-training, documented essential responsibilities, or succession planning • Priority Budget Alignment: Percentage of KBOCC’s discretionary budget that demonstrates alignment with adopted strategic priorities and goals • Facilities Milestones: Percentage of Facilities Master Plan milestones due during the reporting period that are completed on time • System and Process Improvement: Percentage of system and process improvement milestones completed or on track during the reporting period • Stewardship Commitment Progress: Percentage of annual stewardship commitments completed or on trackKBOCC STRATEGIC PLAN 2 0 3 0 - 3 1 14

Priority 4: Mission-Aligned Innovation and Responsiveness Goals Goal 4.1—Relevant Programs and Pathways Develop and sustain programs and educational pathways that meet learner goals and Tribal, community, and workforce needs. Goal 4.2—Flexible and Accessible Learning Expand flexible, accessible, and culturally grounded learning across programs, formats, locations, and stages of life for students, prospective students, families, and community members. Goal 4.3—Intergenerational and Land-Connected Learning Expand intergenerational, land-connected, and community-engaged learning through reciprocal partnerships that connect Anishinaabe knowledge with academic and professional learning to address learner and community priorities. Voices Shaping This Priority Just keep doing what you are doing. Seeing what is needed more in the community and growing the college for those needs. Example: more nurses were needed; now there is a nursing program. —Alumnus, 2024 Stakeholder Survey The wide variety of classes with flexible schedules. —Student, 2024 KBOCC Stakeholder Survey Responsiveness means paying attention to changing learner, Tribal, community, and workforce needs—not pursuing change for its own sake. KBOCC adapts programs, learning opportunities, and partnerships when evidence and community knowledge show that change advances the mission. 15RISE

With KBOCC’s mission at the core, adapt programs, services, and partnerships to meet evolving community needs and learner goals. How We Will Advance This Priority • Listen to learners, Tribal and community members, knowledge holders, partners, and employers and monitor changing conditions. • Evaluate change through the mission, foundational commitments, cultural responsibilities, evidence, capacity, and sustainability. • Test, assess, and adapt programs, formats, and partnerships, expanding what is effective and revising or ending what is not. Far-Shore Outcomes By 2030–31, KBOCC will be a place where we • guide program decisions with learner, community, and workforce evidence and cultural knowledge; • offer flexible learning across formats, locations, and stages of life; • connect credit, workforce, and transfer pathways so learners can move between them; • expand applied, land-connected, and community-engaged learning; and • innovate at a scale that is mission-aligned, sound, and sustainable. Progress Signposts Key Performance Indicators (KPIs) • Program Relevance: Percentage of programs scheduled for review that complete a documented, evidence-based review • Learning Access Experience: Learner and community participant survey score measuring accessibility, convenience, support, belonging, and cultural grounding across selected learning formats • Participation Reach: Annual number and percentage of learners participating in designated applied, land-connected, intergenerational, cultural, or community- engaged learning experiencesKBOCC STRATEGIC PLAN 2030-31 16

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Bringing the Plan to Life Next Steps Adoption of this strategic plan establishes KBOCC’s shared direction through 2030–31. Bringing it to life will occur through connected planning and decision-making at every level of the College rather than through a fixed list of deliverables. Institution-level plans, such as strategic enrollment management, facilities, technology, assessment, and other cross-College plans, will translate the strategic goals into coordinated strategies. Division and unit plans will identify how each area contributes through its outcomes, initiatives, responsibilities, milestones, and everyday work. Together, these plans will inform budgeting, resource allocation, assessment, and annual review. The President and Executive Team will steward implementation across the College. Executive goal stewards will coordinate progress, monitor implementation milestones, and help address barriers. The Office of Institutional Effectiveness will support alignment, evidence gathering, annual synthesis, and continuous improvement. OIE coordinates the process but does not independently own the outcomes; progress depends on shared action across KBOCC. The First Year Fall 2026 • Board of Regents adoption of the strategic plan • Executive ownership established for each strategic goal • KPI monitoring guide finalized, with definitions, baselines, targets, data sources, schedules, and responsible data owners • Initial alignment review of existing institution-level plans, including the strategic enrollment management plan and emerging facilities master plan • Regular dialogue with KBIC and Tribal leadership initiated or strengthened, with initial shared-priority milestones identified Winter 2026–27 • Divisions and units align their plans with the strategic goals and identify their contributions, responsibilities, and milestones • Gaps or tensions identified through the institutional-plan alignment review are addressed Spring 2027 • The FY2027–28 budget-development process connects requests and resource decisions to strategic priorities and goals Summer 2027 • Initial KPI results, operational-plan progress, assessment findings, feedback, and emerging conditions are brought together for annual review Fall 2027 • KBOCC presents its first RISE progress report to the Board of Regents and shares a concise summary with the College and community 18KBOCC STRATEGIC PLAN 2030-31

Learning From the Journey This plan establishes KBOCC’s shared direction through 2030–31; however, it is not a fixed script. Conditions will change, new opportunities will emerge, and some approaches will work better than others. Learning from the journey means using evidence, reflection, and community knowledge to understand what is working, address what is not, and make thoughtful adjustments while remaining grounded in KBOCC’s mission, values, and foundational commitments. Annual Review and Continuous Improvement KBOCC will review strategic plan progress annually through an institutional effectiveness framework. The review will bring together the following: • KPI results and progress toward established targets; • implementation milestones from institutional, division, and unit plans; • evidence from student learning, student success, and operational assessment; • feedback from learners, employees, Tribal leadership, and community partners; • emerging challenges, opportunities, and resource needs; • changes in external conditions affecting the College; and • reflection on how KBOCC upheld each foundational commitment and what requires greater attention in the coming year. The Office of Institutional Effectiveness will coordinate the collection and synthesis of this information. The President and Executive Team will interpret the findings, identify areas requiring attention, and determine whether strategies, timelines, operational priorities, or resource allocations should be adjusted. Decisions and resulting actions will be documented and carried into the next cycle of planning and budgeting. A companion KPI monitoring guide will define each progress signpost, including its purpose, type, data source, population, baseline, target, reporting schedule, and responsible data owner. Because institution-level KPI monitoring is a developing practice at KBOCC, the College will examine the usefulness of its measures and refine definitions, targets, collection methods, and supporting evidence as its measurement capacity matures. 19RISE

Shared Accountability Achieving the plan is a shared institutional responsibility that involves understanding why results occurred, identifying what KBOCC has learned, and following through on decisions made in response: • The Board of Regents provides governance oversight, receives regular progress updates and the annual report, and considers any material changes to the College’s adopted strategic direction. • The President and Executive Team steward implementation across the institution, review progress, address barriers, and align leadership decisions and resources with the strategic priorities. • Division leaders and executive goal stewards connect the institutional goals to division and unit plans, establish responsibilities and milestones, and communicate progress within their areas. • Faculty, staff, committees, programs, and units carry the plan into daily practice through their teaching, services, partnerships, assessment, and operational work. • KPI and data stewards ensure that assigned measures are collected, reviewed, and reported accurately and on schedule. • The Office of Institutional Effectiveness supports alignment, measurement, synthesis, and continuous improvement. OIE coordinates the process but does not independently own the outcomes; progress depends on collective action across the College. Communicating Progress KBOCC will communicate strategic plan progress regularly and in accessible language. Each year, the College will share a concise summary describing the following: • progress toward strategic goals and KPIs; • significant accomplishments and milestones; • challenges, delays, or areas requiring additional attention; • adjustments made in response to evidence and changing conditions; and • priorities for the coming year. The Board of Regents will receive regular updates, including an annual prog- ress report. Division leaders will discuss relevant results with their teams, connecting institutional progress to the work of each division. A public-facing summary will also be shared with students, employees, Tribal leadership, community partners, and other stakeholders. Communication will be reciprocal. Progress reporting will create opportu- nities to listen, gather feedback, and consider how the experiences of the people and communities KBOCC serves should shape the next stage of the journey. Routine adjustments to strategies, activities, timelines, measures, and resources may be made through annual review. Any material change to the adopted goals or overall strategic direction will follow KBOCC’s established governance and Board of Regents approval processes. 20KBOCC STRATEGIC PLAN 2030-31

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