SECCCA STRATEGIC PLAN

SECCCA STRATEGIC PLAN

2019-2024

01. WHO IS SECCCA 5 Vision 5 Purpose 5 Strategic Direction 5

02. WHO SECCCA REPRESENTS 7

03. FUNDING STRUCTURE 11

04. GOVERNANCE FRAMEWORK 13

05. ADVOCACY 15

06. SECCCAS 8 POINT PLAN 19

07. PROJECT DELIVERY PLAN 21

08. CONCLUSION 27

Contents

I am proud to present the South East Councils Climate Change Alliance (SECCCA) five-year strategic plan. This plan sets the roadmap for SECCCAs actions and priorities over the next five years. Delivering this plan will place the one million plus residents we represent through our members, in position to enjoy a zero emissions lifestyle whilst being resilient to the effects of climate change.

Representatives from all member Councils contributed to developing this plan, aligning the role of SECCCA; our funding model; and discussing in a critical way which projects need to be delivered for maximum benefit to member Councils and the broader south east of Melbourne community.

This Strategic Plan outlines how our recent (2018) shift away from relying on grant funding to cover staffing and operational costs will result in better return on investment to members. The project plan has been rigorously interrogated and puts in place an ambitious work plan for SECCCA staff. This should not however be viewed as a comprehensive project list. As was rightfully identified through the development of this Plan, much of the benefit of SECCCA is its small and agile nature, thus as future project ideas are developed, we now have an evaluation process in place to check alignment with SECCCA priorities and Council needs.

It was empowering to hear the backing for SECCCA positioning itself as a leader in and a trusted expert on zero emissions and climate resilience. Of course, achieving this vision will need strong support from member councils, partners and agencies. I will be cultivating our existing relationships with these stakeholders and working hard on developing closer relationships with Council’s executive leadership and Councillors.

I wish to thank the SECCCA Management Committee, and in particular the projects sub-committee for the extraordinary amount of work which has gone into developing this Strategy. SECCCA is only as strong as its parts i.e. its members. The passion and commitment of the Council staff involved in this process inspires me to lead this organisation into its next phase. SECCCA is, and will continue to be, a well-recognised authority on climate change adaptation and mitigation.

Dominique La Fontaine Executive Officer

Letter from SECCCA’s Executive Officer

SECCCA STRATEGIC PLAN 2019-2024 | 32 | EXECUTIVE OFFICER

VisionCommunities of the south east of Melbourne are thriving, live a zero emissions lifestyle, and are resilient to the changing climate.

PurposeDeliver on behalf of members climate change strategies, projects and advocacy that drive a zero emissions economy and build community resilience.

Strategic Direction1. COUNCIL SUPPORT AND CAPACITY BUILDING

SECCCA works with members to increase their capacity to respond to climate change

2. COLLABORATION AND PARTNERSHIPS

SECCCA enhances members ability to undertake projects collaboratively that would otherwise be unviable for them individually

3. ADVOCACY

SECCCA advocates to local, regional, state and national stakeholders for effective responses to climate change through their actions and policies.

4. GOVERNANCE

SECCCA maintains effective governance that provides ethical and sustainable operations.

5. BUSINESS DEVELOPMENT

SECCCA develops business processes that supports the goals of the organisation

SECCCA provides the following to its members:

• A platform for councils to collaborate, sharing effort and knowledge

• A way to achieve economies of scale and value for money

• Greater influence through regional alignment

• Greater potential to unlock investment

• Access to two staff

• Forums to initiate ideas, share knowledge and build capacity

• A gateway to external organisations

WHO IS SECCCA

SECCCA STRATEGIC PLAN 2019-2024 | 5

Established in June 2004, South East Councils Climate Change Alliance (SECCCA) is a Local Government member organisation. 01

Image supplied by Bass Coast Shire Council

WHO SECCCA REPRESENTS

02

This diverse and enterprising region spans the metropolitan, peri-urban and rural divide. The region is home to some of the fastest growing residential developments on the fringe of the metropolitan Melbourne. Some SECCCA councils have high levels of manufacturing activity, others feature extensive agricultural areas, some the forests of the Great Dividing Range, or the South Gippsland hills. Together, SECCCA councils serve over one million residents.

Melbourne’s south east is a thriving region with innovative world class businesses that export throughout the world and residents who enjoy an attractive, high quality lifestyle. In 2017 the gross regional product was valued at $82billion. Across the region, the healthcare, manufacturing and construction industries are major contributors to the economy.

The current population will grow by over a third to 1.5 million by 2030, with the region attracting 120 new families each week. The community is diverse, with a large number of people born overseas.

SECCCA currently does not have a regional emissions profile and this will be a focus for 2019. From information provided by member Councils in 2018 four councils report their corporate emissions, with public lighting, facilities and fleets reported as their major emission sources. However, only three councils know the sources of their community’s emissions.

The region’s key climate adaptation challenges, shared by urban and rural councils alike, include sea level rise, bush fire, drought, extreme heat and bushfires, heavy rainfall, flooding and flash flooding, landslip and coastal degradation. All councils have significant populations of vulnerable people living in their communities.


SECCCA is a group of councils located to the south east of Melbourne.

Image supplied by Kingston City Council

All SECCCA members have Council Plans that recognise the role local governments play as custodians of the environment for future generations. These are summarised below:

SECCCA STRATEGIC PLAN 2019-2024 | 98 | 02. WHO SECCCA REPRESENTS

STRATEGYCasey C21

Making Casey Sustainable

Emissions Management Plan (2018-2022)

Take 2 Pledge

OBJECTIVE AND INITIATIVECasey C21

Take action at the local level to reduce greenhouse gas emissions and to make Casey a sustainable city.

Council to achieve carbon neutrality by 2040.

STRATEGYAct and Adapt: Sustainable Environment Strategy 2018-2028

OBJECTIVE AND INITIATIVENet emissions: Zero by 2020/21

Gross emission: 520 tCo2-e by 2027/28

Electricity from renewable sources: 100% by 2020/21

Support our community to achieve zero net emissions by 2050 in line with state government targets

Community electricity from renewable sources - 50% by 2027/28

A City that is adapting and resilient to climate change

STRATEGYMornington Peninsula Shire Council Plan 2017 – 2021: Our Peninsula 2021; Carbon Neutral Policy; Climate Change Community Engagement

OBJECTIVE AND INITIATIVEDemonstrate leadership in climate change mitigation and adaptation

Reduce the Shire’s carbon footprint through implementing and investing in renewable energy efficiency initiatives.

Reach carbon neutrality in Shire operations by 2021.

Help the community prepare for the present and future impacts of climate change

Support and assist the community to reduce their greenhouse gas emissions their greenhouse gas emissions

STRATEGYClimate Change Strategy 2018-2025

OBJECTIVE AND INITIATIVETo reduce corporate emissions by a minimum of 30 per cent by 2020

Aim to achieve corporate zero net emissions by 2050 in line with current State Govt Policy

To support our community to reduce emissions by 20 per cent by 2025

STRATEGYCommunity Plan

Carbon Neutrality Action Plan 2018-2020

OBJECTIVE AND INITIATIVEBayside community will be environmental stewards, acting to protect the natural environment while balancing the need to protect natural assets for future generations

Achieve carbon neutrality by 2020

STRATEGYCouncil Plan

Natural Environment Strategy

OBJECTIVE AND INITIATIVEBy 2025 achieve a 50% reduction in greenhouse gas levels per Bass Coast resident compared to 2009/10.

Mitigating the forecast impacts of climate change by integrating the predictions into our decision making and planning for infrastructure, services and utilities.

STRATEGYCouncil Plan:

A city that prepares for climate change

OBJECTIVE AND INITIATIVESustainability Strategy | Climate & Energy Theme:

Our Goal: A Low Carbon City

STRATEGYAspirational Energy Transition Plan (AETP)

OBJECTIVE AND INITIATIVEZero net emissions for Council operations and a 36% reduction in Community emissions by 2024

Support the investment and uptake of clean sources of energy within the organisation and community

Understanding and adapting to climate change impacts

FUNDING STRUCTURE

03It was agreed changing from a structure which relied on grants to underpin staffing and operational costs, to a model in which membership fees covered these costs was the best, long term financial management approach.

Current expenditure:

• Staffing 1 EFT (permanent) and 0.9 EFT (contract)

• Staff are equipped with mobile phones and laptops to facilitate flexible working arrangements

The agreed 2019/2020 membership fee is $31,500.

The new membership fee structure will be as follows

2020/21 - $36,500

2021/22 - $37,415

2022/23 - $38,350

2023/24 - $39,690

In reviewing the financial structure members had significant discussions about revenue generation and the potential for projects to make a profit. The potential for any one project to create revenue will be fully explored, with detailed business plans created for each project. It is anticipated these business plans will include the potential for the project to have broad market appeal; appropriate pricing structure; the potential for a profit margin; and detail examination of project costs. However, forecasting and basing financial decisions around what at this stage are unknowns is not acceptable financial management. Thus, membership fees will cover operating costs (staffing, operational and organisational costs) and projects will be, at the very least, revenue neutral.

Non-member Council can participate in SECCCA projects, however they are charged a premium to do so.


In 2018, SECCCA reviewed its funding structure.

Image supplied by Mornington Peninsula Shire

For a small organisation, SECCCA’s governance model can be cumbersome, often feeling like there are too many checks and balances. This fragmentation belies efforts to undertake climate change projects that are regional in scale and transformational in outcome. The council representatives may agree to a project, but seeking individual council sign off can result in long delays. This strategic plan aims to align and streamline decisions.

SECCCA’s organisational structure relies on significant investment of council officer time. Much of the Management Committee’s focus is on the running the organisation, with little focus on project development. Through the development of this Strategic Plan, significant time has been invested in scoping a program of works for project delivery over the next five years.

Whilst the current governance structure does not entirely meet the Australian Institute of Company Directors NFP governance framework, closer alignment with the framework will be a future focus.

SECCCA will position itself as a leader in and a trusted expert on zero emissions and climate resilience. In order to achieve this SECCCA needs to develop closer relationships with Council’s executive leadership and Councillors. SECCCA’s Executive Officer will focus on cultivating strong relationships with member council leadership groups and stakeholders.

Better engagement with senior leadership will support transformational strategic planning; effective project funding and financial governance; and ensure project outcomes are integrated into individual members businesses. SECCCA runs regular events (such as Leaders Breakfast and Regional Forum) which enables engagement with leaders and key stakeholders.


SECCCA will remain a local government, not for profit organisation, working for council members.

Management Committee (President, Vice President, Secretary

Governance Risk and Finance Sub Committee

Projects Sub Committee

GOVERNANCE FRAMEWORK

04

Image supplied by City of Port Phillip

This paper seeks to articulate an agreed advocacy position that the Executive Officer actively pursues on behalf of SECCCA, noting that the position of SECCCA does not necessarily represent the individual views of member councils.

An effective advocacy response needs to consider:

• Alignment with strategic direction

• Investment of effort

• How SECCCA learnings can be applied

• The level of impact

• SECCCA increased brand recognition

Annual work plans to guide and prioritise SECCCAs advocacy work will be developed. Progress and evaluation of advocacy implementation and delivery will be reported in SECCCAs Annual Report.

Principles

Aligning with SECCCA’s vision, state and federal government must become aware of the significant challenge facing councils given the scale of impact that the changing climate presents. Local governments are at the frontline supporting communities to grapple with the daily impacts of climate change. This is occurring whilst local governments still need to provide services and infrastructure which themselves are being impacted.

Key message

Local government needs to understand how climate change will impact our business and our communities at a local level. Data and projections are needed to ensure our councils can make informed decisions to ensure communities are resilient and councils can continue to deliver services our communities expect. State and Federal governments need to provide resources and support to local government to make this happen.


Because SECCCA represents local government, getting alignment on policy positions in the past has been challenging, and has resulted in a reactive approach.

ADVOCACY

05

Image supplied by Bayside City Council

SECCCA STRATEGIC PLAN 2019-2024 | 1716 | 05. ADVOCACY

Relationship building

SECCCA alone cannot support the communities of the south east of Melbourne to thrive, live a zero emissions lifestyle, and be resilient to the changed climate. Building relationships between various stakeholders will be critical. Developing strong relationship with the following stakeholders will be key focus of SECCCA to ensure our success:

Department of Environment, Land, Water and Planning (DELWP)

Victoria’s Climate Change Adaptation Plan 2017-2020 lays out the government’s plan of action for the next four years, to help Victorians meet the challenges and act on the opportunities of climate change. In 2017-18, DELWP released a climate change adaptation regional gap analysis to develop regional priorities for adaptation based on the climate change impacts each region is currently or expected to experience. Here is the Greater Melbourne snapshot.

South East Melbourne organisation

The South East Melbourne organisation, also known as SEM, is a grouping of seven councils, businesses and community organisations. SEM advocates for jobs, infrastructure, investment, liveability, sustainability and wellbeing for the southeast and everyone who works and lives in the region.

Municipal Association of Victoria

The MAV is a membership association and the legislated peak body for local government in Victoria. As the recognised voice for local government.

Australian Local Government Association

The Australian Local Government Association (ALGA) is the national voice of local government, representing 537 councils across the country.

Council Alliance for a Sustainable Built Environment

The Council Alliance for a Sustainable Built Environment (CASBE) is an association of Victorian councils committed to the creation of a sustainable built environment within and beyond their municipalities. The CASBE vision is to enable all Victorian councils to actively lead the creation of sustainable buildings and communities

Association of Bayside Municipalities

The Association of Bayside Municipalities (ABM) is an unincorporated association of the councils that have frontage to, and are affected by the tidal influences of, Port Phillip Bay. The ABM is recognised by the Municipal Association of Victoria (MAV) as the key representative of local government in relation to the sustainable management and health of Port Phillip Bay.

Sustainability Victoria

Sustainability Victoria’s statutory objective is to facilitate and promote environmental sustainability in the use of resources. Sustainability Victoria positions themselves as the first port-of-call for all Victorians, to inspire practical ideas and advice, and improve our environment and use resources wisely. Sustainability Victoria know what to do and who to connect with to ensure that all Victorians have the answers they need to create a better environment. Delivered by Sustainability Victoria, TAKE2 is the state’s collective climate change program supporting all Victorians to help our state achieve net zero emissions by 2050.

Greenhouse Alliances

SECCCA is a member of the Greenhouse Alliances, which is a formal partnership of local governments driving climate change action across 70 of Victoria’s 79 municipalities. The Alliances work across their networks, communities and partners to deliver regional mitigation and adaptation programs. This includes the implementation of joint initiatives that provide economies of scale and enable projects typically beyond the reach of individual councils. Our project work is complemented by targeted advocacy, capacity building activities and regional partnerships.

https://www.climatechange.vic.gov.au/__data/assets/pdf_file/0029/392924/D18-001.RegCCASnapshotReports_GreaterMelbourne_FALR.pdf

Achieving the following changes would create the framework to support our community to thrive, live a zero emissions lifestyle and be resilient to the changing climate


The following themes are broadscale changes to institutional arrangements and structures which SECCCA will advocate on behalf of its members (noting that these do not necessarily reflect the individual view of member councils).

SECCCAS 8 POINT PLAN

06

1. PLANNING – reform the planning system and building scheme so that buildings are zero emissions and resilient to a changing climate

3. REPORTING – all organisations report against Sustainable Development Goals

4. PROCUREMENT – supply chain is zero net emissions and resilient to a changing climate

6. SERVICES – ensure service delivery is zero emission and climate resilient

5. INFRASTRUCTURE – understand at a localised level the impacts of a changing climate change on all assets, and as they are renewed are climate resilient

7. LEADERSHIP – organisations make decisions which are focused on delivering a thriving, zero emissions lifestyle for the community of the south east of Melbourne, who are resilient to a changing climate

8. COLLABORATION - Councils, in partnership with other organisations and agencies, are working regionally, leveraging strengths and resources to deliver efficient outcomes

2. FINANCE – carbon accounting is implicit in every transaction; investment decisions consider emissions impacts and the impact of a changing climate on revenue streams understood

Image supplied by Cardinia Shire Council

Delivering these projects will result in a community which is thriving, enjoying a zero emissions lifestyle, and resilient to the changing climate.

In developing this list of projects member Councils identified projects which will help them achieve priorities or targets, that would be easily scalable to a regional level or which would provide regional benefit. A prioritisation matrix was developed to check projects against an agreed set of principles. This shorter list of projects was then further scoped to tease out costs, benefit, delivery mechanism and other factors. Through a facilitated workshop these projects were then analysed and prioritised into the summarised project delivery plan presented below.

These project priorities are designed to be flexible and responsive. SECCCA is mindful of external factors and technical changes which might influence project design and scope. This is also not a comprehensive list, as SECCCA needs to remain agile and respond to the needs of its members. The Project Subcommittee has developed a project criterion to assist in evaluating the merits of new projects, developed and suggested by member Officers.

Annual work plans to guide and prioritise the work of SECCCA, its staff and its member Councils will be developed. Progress and evaluation of project implementation and delivery will be reported in SECCCAs Annual Report.

As outlined in the previous financial strategy section, projects will largely be revenue neutral and primarily be delivered by SECCCA staff (unless otherwise indicated in table below). Detailed business plans will be created for all projects. These business plans will include the potential for the project to have broad market appeal; appropriate pricing structure; the potential for a profit margin; and detailed examination of project costs.

It is acknowledged that in-kind time of member Councils is fundamental to the success of projects.


SECCCA has worked through a rigorous process to identify and priorities a range of projects it will undertake over the next five years.

PROJECT DELIVERY PLAN

07

Image supplied by City of Casey

SECCCA STRATEGIC PLAN 2019-2024 | 2322 | 07. PROJECT DELIVERY PLAN

PROJECT NAME

PROJECT DELIVERABLES

BUDGET 2019 /20

2020 /21

2021 /22

2022 /23

2023 /24

1 Zero emissions lifestyle - staff education sessions

SECCCA will deliver behaviour change session to Council staff on creating a zero emissions lifestyle. SECCCA recognises that the buy in from staff across Council is vital in shifting culture and embedding behaviours and decisions consistent with a zero emissions lifestyle.

Fee for service TBD/ $session

2 Ecodriver and Ecodriver Electric

Fleet emissions comprise a large proportion of Councils emission profile. Teaching Council staff to drive more efficiently (and safely) will reduce emissions and in the case of electric vehicles reduce range anxiety. This program offers theoretical and practical (in vehicle) training.

Fee for service $800 per day + materials

3 Environmentally Sustainable Design (ESD) Matrix

Councils build and renovate large numbers of buildings and structures annually. Ensuring this is done in the most sustainable way can be challenging to influence. This matrix provides an easy tool for Council project managers to develop a specific brief for architects and builders.

Subscription based access (fee structure yet to be determined)

4 Climate risk governance

SECCCA be a state leader in bringing the issue of climate change risk posed to local government operations and infrastructure to the forefront. SECCCA will continue to connect members with thought leaders and experts on climate change risk and look at efficiencies in considering this topic at a regional scale.

SECCCA staff unless otherwise required (fee for expert advice)

PROJECT NAME


BUDGET 2019 /20

2020 /21

2021 /22

2022 /23

2023 /24

5 Transforming Councils fleet to Electric Vehicles

Fleet emissions comprise a large proportion of Councils emission profile. This regional situational analysis will provide a snap shot of current council fleet and future plans; whilst exploring barriers and incentives for electric vehicle update.

SECCCA staff (with in kind support from members)

6 Environmentally Sustainable Design (ESD) policy template

Ensuring the buildings Councils construct are as efficient as possible requires Council policy. This project originates from learnings of the ESD Matrix implementation and aims to review existing Council ESD policies with the view of creating a template policy which can be provided with ESD Matrix access.


7 South East Melbourne Renewable Energy Project

By aggregating council’s energy loads there is an opportunity through a Power Purchase Agreement (PPA) that SECCCA can assist members to purchase renewable energy at a reduced price.

Fee for service TBD/ $session

8 Utilities management service

Councils supply gas and electricity to a vast array of buildings and structures. It is challenging to track usage and identify billing errors. This project will deliver a regional approach to utility bill analysis, returning savings to members.

SECCCA staff + project fee

9 Green Revolving fund

SECCCA will investigate a financial mechanism which can direct savings derived from the Utility Management Service (project 8) to SECCCA membership and project costs


SECCCA STRATEGIC PLAN 2019-2024 | 2524 | 07. PROJECT DELIVERY PLAN

PROJECT NAME


BUDGET 2019 /20

2020 /21

2021 /22

2022 /23

2023 /24

10 ZESt Most members have an understanding of their community emissions; however, we do not have a regional emissions profile. This project will utilise Monash Sustainability Institute students to develop an emissions profile for the region.

Led by Casey Council with support from SECCCA staff

11 Assessing Climate Change Impacts – Council Assets, Services, Expenditure and Income

How the changing climate will impact on Council assets, revenue stream and services is largely unknown. This project will develop a web based platform which will enable Councils to undertake a vulnerability assessments of councils assets (focusing on roads, buildings and drains), revenue streams and services based on climate risk.

$75K grant application made to 3CA (DELWP) 2019 + project fee

12 Community Service and Climate Risk

Councils must produce Municipal Health and Wellbeing Plans. This project will assess how well these individual Council Plans address climate risk. There are efficiencies in undertaking this project beyond the SECCCA region.

$300K+ for 18 month position to deliver the project.

13 Sustainable procurement

Ensuring a zero emissions supply chain is a critical step in achieving SECCCA's vision. Mapping the region's current procurement classes and processes, in addition to developing an understanding of existing clauses in contracts and tenders, will allow SECCCA to identify influence points for future project development.

SECCCA staff

PROJECT NAME


BUDGET 2019 /20

2020 /21

2021 /22

2022 /23

2023 /24

14 Conversion Guide - natural gas to electric

Councils own a large number of buildings and assets which utilise natural gas. This project will development a guide for building managers to convert gas to electric.

SECCCA staff + consultant fees (estimated $10K)

15 Renewable Energy mapping

Each municipality has areas of land which could be appropriate for large scale renewables. This project would assess land across the entire SECCA region for renewable energy development viability and provide a map with commentary about each land parcel.

$100K - $150K

16 Green Leases Councils own a large number of buildings which are leased to community groups, with limited influence over how the building is used thus how emissions generated. This project will aim to understand the status, barriers and drivers of embedding green provisions into leases

SECCCA staff

17 Heat mapping The Urban Heat Island Effect poses significant health risks to our community, particularly the vulnerable. A lot of work has recently been undertaken on this topic. This project will utilise available data to develop a regional heat map (including projections).

TBA

18 Regional Adaptation Plan

Most Councils have developed, or plan to develop, an adaptation plan. This project would consolidate these plans (and available data) into an adaptation plan for the communities of the South East of Melbourne

TBA

It delivers, on behalf of its members, projects and advocacy that drive a zero emissions economy and build community resilience. This diverse and enterprising region it covers, spans the metropolitan, peri-urban and rural divide. The region is home to some of the fastest growing residential developments on the fringe of the metropolitan Melbourne. The current population will grow by over a third to 1.5 million by 2030, with the region attracting 120 new families each week.

SECCCA is working hard to ensure the communities of the south east of Melbourne are thriving, live a zero emissions lifestyle, and are resilient to the changing climate. It does this by working with members to increase their capacity to respond to climate change; enhancing members ability to undertake projects collaboratively that would otherwise be unviable for them to deliver individually and; advocating to local, regional, state and national stakeholders for effective responses to climate change.

Because SECCCA represents local government, getting alignment on policy positions in the past has been challenging, and has resulted in a reactive approach. This paper seeks to articulate an agreed advocacy position that the Executive Officer actively pursues on behalf of SECCCA, noting that the position of SECCCA does not necessarily represent the individual views of member councils.

In 2018, SECCCA reviewed its funding structure. It was agreed to change from a structure which relied on grants to underpin staffing and operational costs, to a model in which membership fees covered these costs, was the best, long term financial management approach.

SECCCA’s organisational structure relies on significant investment of council officer time. Much of the Management Committee’s focus is on the running the organisation. Through the development of this Strategic Plan, significant time has now been invested in scoping a program of works for project delivery over the next five years.

SECCCA has worked through a rigorous process to identify and prioritises a range of projects it will undertake over the next five years. Delivering these projects will result in a community which is thriving, enjoying a zero emissions lifestyle, and resilient to the changing climate.

Moving forward, SECCCA will position itself as a leader in and a trusted expert on zero emissions and climate resilience. In order to achieve this SECCCA needs to develop closer relationships with Council’s executive leadership and Councillors. SECCCA will continue to run regular events (such as Leaders Breakfast and Regional Forum) which enables engagement with leaders and key stakeholders.

Delivering the actions outlined in this Strategic Plan will ensure the communities of the south east of Melbourne are thriving, live a zero emissions lifestyle, and are resilient to the changing climate.


SECCCA is a not for profit organisation, working for council members located to the south east of Melbourne.

CONCLUSION

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Image supplied by Bayside City Council

Documents

SECCCA STRATEGIC PLAN