SARC
STRATEGIC PLAN STAY THE COURSE
www.sarcsarcan.ca www.sarcan.ca
TA B LE OF CONTENTS 03
11
04
12
Overview
Planning Path
05
Guiding Framework
06
The Last Decade
Priority 1 Risk Stewardship
14
Vision, Mission & Mandates
Priority 2 - Enhancing the Customer, Membership, and Employee Experience
07
16
08
18
Motivators
SARCAN Customer Influencers
09
Membership Association Influencers
10
Strategy Map
2 - DESIGN WINDOW - CASE STUDY
Priority 3 Growth and Innovation
Priority 4 Operational Excellence
20
Strategic Priority Code Legends
S TRATEG Y OV ERV I EW This Strategic Plan sets out the principles, priorities and pathway that will guide our thinking, decisions and actions over the next four years. This Plan was developed over the course of many months by a team consisting of SARC's Board of Directors, Executive Director and Division Directors. It was further enhanced through contributions provided by employees at all levels throughout SARC's divisions and departments. The previous Strategic Plan, SARC’s 2020 Vision, produced exceptional results. It accelerated and put in motion dozens of initiatives that transformed the way we worked. SARC’s 2020 Vision identified our top four priority areas and invested time, energy and resources in our People, our Technology, our Sustainability and our Culture. This next Plan, titled “Stay the Course”, builds upon the strategic goals of the prior Plan and is focused on maintaining and improving what we have built. This Plan also acknowledges when past practices, methodologies, tools or equipment need to be retired. While the Plan sets out four pillars that will support our work, it also contains sixty Areas of Focus. Each Area of Focus will have a corresponding work plan that outlines the outcomes we seek to achieve and the actions required to accomplish the initiative. Performance will be measured using a number of different measurement tools and systems and will be reported back to the Board on a regular basis. SARC will also provide a high-level overview to the Membership on an annual basis.
AMY MCNEIL Executive Director SARC
This Plan lays out a number of exciting and innovative initiatives, while remaining steadfast to our commitment to upholding the work that has already been done. We will use this plan as our compass and anchor our actions to it to keep from heading off course. The next four years will not be easy; in fact we will most likely face complexities that we have never experienced before. The year 2020 and the challenges it brought, propelled the organization forward in ways we had not expected. The swift arrival of the pandemic required our teams to pivot and adapt without the thought of failure the very definition of Stay the Course.
SARC STRATEGIC PLAN - 2021-2025 - 3
STRATEGIC PL ANNING PATH This plan was developed by using a blend of traditional strategic planning methods and a modern strengths-based approach.
Appreciative Inquiry
The Voyage
A vital component of the approach taken was peer interviews. Board Members and employees from all areas of SARC engaged in personal interviews and answered questions aimed at seeking out the best of our people, the organization and the environment we operate within.
On August 27th, 2020, the SARC Board and Senior Management Team participated in a nautical-themed planning day. Individuals spent the day exploring the environment we operate in, the work we do, the values that guide us and what success looks like.
We took the time to:
Key Motivators
• • • •
Appreciate the best of what is Imagine what could be Determine what should be; and Create the plan of what will be
Realize, Renew, Replicate, Retire Groups reflected upon our past, reviewed our current initatives, and imagined our path in future.
4 - SARC - STRATEGIC PLAN 2021-2025
Board members and employees from all areas of SARC used a strengths-based approach to determine intrinsic and extrinsic key motivators.
GUIDING FRAMEWORK What drives us to create positive change and implement effective action.
Vision, Mission, and Mandates What we want to achieve and how we plan to accomplish it
Priorities The high-level themes that guide our actions
Targets and Performance Indicators
Values & Motivators These are the principles that unite us and guide principles and values the leaders will follow in carrying out the activities of the organization
Strategic Objectives and Areas of Focus Where we plan to focus our energy
How we will know if we are successful
Actions Actions we will take to meet our objectives
SARC STRATEGIC PLAN - 2021-2025 - 5
OUR VISION
DIVISION M ANDATES
Persons of all abilities reaching their potential and enjoying full citizenship.
SARCAN
OUR MISSION To provide vision, leadership, and support through advocacy, education, and the development of personal and employment opportunities.
To be a leader in sustainable recycling, environmental protection, and opportunities for people of all abilities.
FINANCE To provide financial and administrative services in support of SARC’s services and SARCAN Recycling.
MEMBER SERVICES To provide leadership for the sector and support community-based organizations through training, consulting, and services.
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MOTIVATORS The energizing factors that give life and meaning to SARC. Our work has meaning and positively impacts people and the planet. Our energy and passion for the work we do, raises the bar of performance, elevates results, and makes hard work fun. Diversity and inclusion is about making a great place to work for all people. We value the distinctive perspective and experience that everyone brings.
Our organization is unique and like no other. It is the incomparable nature of our work that keeps things from ever getting boring. We get things done. Procrastination or stagnancy is not an option. Everywhere you look, you see the personality of the organization. We are creative, original, and fun-loving, while being accountable, professional, and results-driven.
SARC STRATEGIC PLAN - 2021-2025 - 7
Saskatchewan residents consider a number of factors when deciding how and where to recycle.
SARCAN CUSTOMERS
Understanding what is important to our customers and what impacts their decisions, is a critical step in setting SARCAN's path for the future.
Influencing Factors
OU R CU S TO MERS H AVE CH O ICE S
THE Y WANT CONVENI EN CE
Why should I choose to recycle with SARCAN?
Is it easy to recycle with SARCAN?
SASK RESIDENTS ARE CO N SCIEN IOU S RECYCLERS What are the environmental, social, and economic benefits?
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COVID-19 IMPACT ED HO W PEOPLE RE C YC LE Did my recycling habits change due to Covid-19?
MEMBERSHIP ASSO CI ATION Influencing Factors
OUR MEMBERS HAVE CHOICES
THEY WANT CONVENIENCE
THEY EXPERIENCE CONSTRAINTS
Where should our organization purchase or access training, resources, or services?
Are services easy and convient to access?
Member engagement and Volunteerism is changing and the demands on Members' time is increasing.
COVID-19 BROADLY IMPACTED THE DISABILITY SECTOR Members have experienced a loss of revenue, disruption of services, unprecedented human resource challenges, and a reduction of volunteers/support. They have also felt the strain of mental health and financial pressures and have had to reprioritize their use of time and resources.
As a membership association that provides an array of services and supports, SARC Members are our valued customers. SARC STRATEGIC PLAN - 2021-2025 - 9
STRATEGY M AP
ST R AT E G I C O B J ECT I V ES
PRI O RITI ES
Vision, Mission, and Mandates
Risk Stewardship
Risk management is an integral part of all areas of operations. SARC identifies, analyzes, and takes appropriate risk mitigation actions for all initiatives.
Enhancing the Customer, Member, and Employee Experience
A positive, personal experience is crucial to our success. SARC implements stategies aimed at enhancing peoples’ experiences, fostering relationships, and creating loyalty.
Growth and Innovation
Operational Excellence
Change and transformations are necessary for businesses to survive.
Process improvements increase the efficiency and the efficacy of our systems.
SARC integrates systems, equipment, processes, products, and services to remain efficient, effective, and relevant.
SARC incorporates processes in areas where improvements need to be made.
AREAS OF FOCUS 10 - SARC - STRATEGIC PLAN 2021-2025
OUR STRATEGIC PATH OVER THE LAST DECADE
2 0 16 - 20 2 0 OUR 20 / 20 V IS I O N
T IMIN G T H E RELEA SE AN D APPROVA L O F T H IS PL AN Due to the uncertainty and instability created by the COVID-19 pandemic, the approval of the plan was slightly delayed. Instead of being approved in August 2020, the SARC Board approved it in December of 2020, with an effective date of January 2021.
WHERE WE'RE HEADED
K EY TH EM ES Our People Our Technology Our Sustainability Our Culture
2016 2020
2021 2025 2021-2025 S TAY THE CO URSE KE Y THE MES
2 01 2 - 2 0 1 6 T H E NEXT C H AP T ER
Risk Stewardship Enhancing the Customer, Member, and Employee Experience Growth and Innovation Operational Excellence
2012 2016
KE Y T HEMES Organizational Performance Organizational Profile Service Enhancements Building on Success
2009 2012
2009 - 2012 S TREN G TH EN I NG O UR FO UN DAT I ON KEY TH EMES
WHERE WE STARTED
Governance and Membership Review Service Improvements Internal Realignment Positioning for the Future SARC STRATEGIC PLAN - 2021-2025 - 11
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STRATEGIC PRIORITIES
01
Our planning efforts have identified four key priority areas that will move us forward.
RISK ST E WA RD SH I P Our organization operates in a complex environment and to be successful we need to understand the interdependent nature of opportunity and risk. Taking the right risks at the right time and understanding risk tolerance is an important component of our risk management strategy. We will be placing additional focus on assessing the quality of our risk management program and driving to resolve gaps in our risk mitigation processes. We will enhance risk assessments to ensure adequate and responsive controls are in place and that such controls are properly executed. We will be implementing processes that further reduce intolerable risks.
AREAS OF FOCUS ENHANCE FRAUD PREVENTION
UPGRADE SUPPLY INVENTORY MANAGEMENT SYSTEM
MIGRATE PAYMENT SYSTEM TOWARDS CASHLESS TRANSACTIONS
REVIEW GROUP PROGRAMS
ENHANCE RISK RELATED POLICIES AND TRAINING
CONVERT TO PAPERLESS REPORTING
EXPAND CYBER AND IT SECURITY
REVISE CRIMINAL CONSOLODATE MIGRATE TO CLOUD RECORD ASSET TO ACHIEVE REALSCREENING MANAGEMENT TIME DATA RECALL PROCESS TRACKING SYSTEM
UPGRADE LOGISTICS/ TRANSPORT TRACKING SYSTEM
CONSISTENT APPLICATION OF SARCAN STANDARD OPERATING PROCEDURES
UPDATE SUCCESSION PLANS
REVIEW RISK MITIGATION GOVERNANCE PROCESSES
EXPAND SCOPE AND CAPACITYSARCAN SYSTEM AUDITS
SARC STRATEGIC PLAN - 2021-2025 - 13
STRATEGIC PRIORITIES Our planning efforts have identified four key priority areas that will move us forward.
E N H A NCI NG THE CUS TO ME R, ME MBE R, A ND E M P LOYE E E XPE RIE NC E
02
People and the experience we provide to them continues to be a top priority. SARCAN customers value convenience and COVID-19 has further demonstrated to us that they also want choices in how to recycle. SARC Members, and other nonprofit organizations that access our training or other services, also want options and are seeking a high quality return. We compete for employees of all abilities and backgrounds. We remain committed to providing a respectful and positive workplace for all and want all employees to feel valued. When our employees feel and perform their best each day, they in turn provide exceptional customer and Member service. This plan further focusses our efforts on improving the experience for people.
AREAS OF FOCUS UPHOLD, LEAD AND PROMOTE DIVERSITY AND INCLUSION
REFRESH RECRUITMENT AND RETENTION INITIATIVES (BOARDS, SECTOR, SARC/SARCAN) STRIVE FOR COMMUNICATIONS EXCELLENCE
ASSESS RECYCLING CONVENIENCE
LAUNCH SYSTEM-WIDE E-TRANSFER
SOLICIT INPUT FROM MEMBERSRE: SUPPORTS AND RESOURCES FOR BOARDS
PROMOTE THE VALUE OF NEW RECYCLING STREAMS -ONE STOP RECYCLING
EXPAND LEARNING CENTRAL RESOURCES AND TRAINING
INCREASE MEMBER ENGAGEMENT & MEMBER SATISFACTION
DEMONSTRATE LEADERSHIP IN EMPLOYEE PSYCHOLOGICAL HEALTH AND SAFETY
IMPROVE BUILDING & RECYCLING ACCESSIBILITY
INTRODUCE VIRTUAL CONSULTATION AS ALTERNATIVE TO IN PERSON
EXPAND SARCAN SUPERVISOR DEVELOPMENT TRAINING
EXPLORE NEW WAYS TO TELL 'OUR STORY' AND CELEBRATE ACHIEVEMENTS
14 - SARC - STRATEGIC PLAN 2021-2025
DEVELOP PROFICIENCY USING OFFICE 365
SARC STRATEGIC PLAN - 2021-2025 - 15
16 - SARC - STRATEGIC PLAN 2021-2025
STRATEGIC PRIORITIES
03 AREAS OF FOCUS
Our planning efforts have identified four key priority areas that will move us forward.
G R O W T H A ND I N N OVAT I O N For the purpose of this plan, growth and innovation mean introducing new or improved ideas, products, services or processes. Strategic, carefully planned growth and innovation improves our chances of longterm sustainability, reduces risks, improves the customer, member and employee experience, establishes new partnerships and relationships and increases efficiency and efficacy.
INTRODUCE EXPLORE CASHLESS ALTERNATIVES FOR PAYMENT OPTIONS BULK ORDERS AND (E.G. REVERSE DEBIT BOTTLE DRIVES CARD)
EVALUATE DEPOT LAYOUTS, IMPROVE FLOW, EFFICIENCY SAFETY, CUSTOMER AND EMPLOYEE EXPERIENCE
DEVELOP NEW APPROACH TO CAPTURE HR METRICS IN DISABILITY SECTOR
ANALYZE MEMBERSHIP ASSOCIATION TRENDS
FURTHER ENHANCE GREEN EFFORTS TO REDUCE CARBON FOOTPRINT (E.G. ELECTRIC VEHICLES AND FUEL ALTERNATIVES)
DEVELOP INDIGENOUS COMMUNITY PARTNERSHIP STRATEGIES (RECYLING AND DISABILITY SECTOR)
EXPLORE/ EXPAND GROUP PROGRAMS AND SHARED SERVICES AVAILABLE TO MEMBERS
STIMULATE STRATEGIC THOUGHT- WHAT'S OUR NEXT GREAT IDEA?
ANALYZE NEW CONVEYOR SYSTEMS
EXPLORE EXPANSION OPTIONS HOUSEHOLD GLASS THROUGH DEPOTS
ASSESS FEASIBILITY OF DROP & GO STAND ALONE DEPOT(S)
MONITOR/ADAPT/ COMPLY WITH CANADIAN ZERO PLASTIC WASTE STRATEGY
REVIEW/REVISE IT STRATEGY. EXPLORE/ EXPAND/ CONTINUE TO SEEK STRENGTHEN AND IMPLEMENT NATIONAL AND NEW, INNOVATIVE INTERNATIONAL AND EFFICIENT PARTNERSHIPS WAYS TO DO BUSINESS
SARC STRATEGIC PLAN - 2021-2025 - 17
STRATEGIC PRIORITIES Our planning efforts have identified four key priority areas that will move us forward.
O PERAT ION A L E XCE LLEN C E To achieve Operational Excellence, the day-to-day processes we use need to be effective. Initiatives that fall within this priority will be focusing on improving these processes by taking a proactive approach of identifying, analyzing and improving upon existing procedures with the goal of achieving new standards of quality.
04
AREAS OF FOCUS MAXIMIZE COMPACTION EXPLORE NEW COMPACTION TECHNOLOGY
FORMALIZE INVESTIGATION TECHNIQUES/ PROCEDURES
IMPLEMENT MAINTENANCE MANAGEMENT SYSTEM
REVIEW ADVOCACY ROLE
ASSESS BOARD RECRUITMENT AND LIMITATIONS DUE TO BYLAWS
UPGRADE DROP & GO CUSTOMER INTERFACE
STREAMLINE DATA COLLECTION
REVISE DEMOGRAPHICS REPORTING AND SOCIAL VALUE MEASUREMENT TOOLS
REVIEW COUNT PROCEDURES AND ACCURANCYFRONT, BACK AND D&G
STRENGTHEN/ EXPAND EMERGENCY PREPAREDNESS POLICY, PROCEDURES, TOOLS
EXPLORE NEW THEFT FRAUD DETECTION EQUIPMENT
ASSESS/ UPDATE ALL HR, OPERATIONAL, GOVERNANCE POLICIES. MIGRATE TO CLOUD
STRENGETHEN PROCESSES AND TRAIN CLOUD-BASED DOCUMENTATION AND FILE MANAGEMENT
EXAMINE TRAVEL REQUIREMENTS & EVALUATE PHYSICAL OFFICE VS HOME OFFICE
INITIATE, ACHIEVE, & MAINTAIN ORGANIZATIONAL ACCREDITATION
18 - SARC - STRATEGIC PLAN 2021-2025
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01 - RISK STEWARDSHIP (RS) – CODE LEGEND NO
A R E AS OF F OCUS
ITE M CO DE
1
E NH ANCE FRAUD PREVENT IO N
RS - 1EFP
2
UPG RAD E SUPPLY IN VENTO RY M AN AGEMENT SYST EM
RS - 2I MS
3
MI G RATE PAYME NT SYST EM TO WARDS CASHLESS TRA N SACT ION S
RS - 3P CT
4
REVI E W GROU P PROGRAMS
RS - 4G P R
5
R EVI SE CRI MI N AL RECORD SCREEN IN G PROCESS
RS - 5C SP
6
RE VI E W RI SK MIT IGAT IO N GOVERN ANCE PROCESSES
RS - 6R G P
7
ENH ANCE RI SK RE L AT ED PO LICIES AN D T RAIN IN G
RS - 7R P T
8
CONSOLI DATE ASSET M AN AGEMENT T RACKIN G SYST EM
RS - 8 A MS
9
E XPAND S COPE AND CAPACIT Y - SARCAN SYST EM AUDITS
RS - 9SSA
10
CONVE RT TO PAPERLESS REPORT IN G
RS - 1 0C P R
11
MI G RATE TO CLOUD TO ACH IEVE REAL-T IME DATA RECALL
RS - 1 1RTD
12
CONSI STENT APPLI CAT IO N O F SARCAN STANDARD OPERATING PROCEDURES
RS - 1 2SO P
13
E XPAND CYB ER AN D IT SECU RIT Y
RS - 1 3EC S
14
UPG RAD E LOG I STICS/T RAN SPO RT T RACKIN G SYST EM
RS - 1 4LTS
15
UPDATE SUCCESSIO N PL ANS
RS - 1 5SC P
It em Codes as referenced in t he Code Legend is f or int e r n al t racking purposes only. 20 - SARC Strategic Plan
02 - ENH ANCING THE CUSTOMER, MEMBER & EMPLOYEE EXPERIENCE (EE) – CODE LEGEND NO
A R E A S O F F OCU S
ITE M CODE
1
ASSE SS RE CYCLING CONVEN IENCE
EE - 1 RC C
2
PRO MOTE THE VALUE OF N EW RECYCLING ST REAMS - ONE STOP RECYCLIN G
EE - 2 O SR
3
IM PROVE BUI LD I NG & RECYCLING ACCESSIBILIT Y
EE - 3 BR A
4
L AUNCH SYS TEM WIDE E-T RANSFER
EE - 4 SET
5
E X PAND LE ARNI NG CE NT RAL RESO URCES AND TRA IN IN G
EE - 5 ELC
6
I NTROD UCE VI RTUAL CO N SULTAT IO N AS ALTE RN ATI VE TO IN PERSO N
EE - 6 VC A
7
S O L ICIT I NPUT F ROM MEMBERS - RE: SUPPORTS & RE SOURCE S FO R BOARDS
EE - 7 SR B
8
IN CRE ASE ME MBE R E N GAGEMENT & MEMBER SATI SFACT IO N
EE - 8 MES
9
E X PAND SARCAN S UPERVISOR DEVELOPMENT TRA IN IN G
EE - 9 SDT
10
U PH O LD, LE AD & PROM OT E DIVERSIT Y & IN CLU SIO N
EE - 1 0 LD I
11
D E MONS TRATE L E ADERSH IP IN EMPLOYEE PS YCHOLOG I CAL H EALT H & SAFET Y
EE - 1 1 PH S
12
E X PLORE NE W WAYS TO T ELL 'O UR STO RY' & CE L E BRATE ACH IEVEMENTS
EE - 1 2 SC A
13
RE F RESH RECRUITME NT & RET ENT IO N IN IT I AT IVES ( BOARD S , SE CTO R, SARC/ SARCAN )
EE - 1 3 RR I
14
S T RI VE F OR COMMUNICAT IONS EXCELLENCE
EE - 1 4 SC E
15
D E VE LOP PROFI CI E NCY USIN G OFFICE 3 6 5
EE - 1 5 PUO
It e m C o d e s as referen ced i n t h e C o d e L e g end i s for i ntern a l t r ack i n g p u r p o ses o n l y. STAY THE COURSE - 21
03 - GROW TH AND INNOVATION (GI) – CODE LEGEND NO
A R E AS OF F OCU S
ITE M CO DE
1
INTROD UCE ALTE RN AT IVES FO R BULK ORDERS AN D BOT T LE DRIVES
GI - 1 B B D
2
AN ALYZE NE W CONVEYOR SYST EMS
GI - 2AC S
3
E XPLORE E XPANSI ON OPT ION S - H OU SEHOLD G L ASS T H ROU GH DEPOTS
GI - 3EEO
4
EXPLORE CASHLESS PAYMENT O PT IO N S
GI - 4R D C
5
F URTHER E NH ANCE GREEN EFFORTS TO REDU CE CARBON FO OT PRINT
GI - 5R C B
6
AS SE SS F E ASI BI L IT Y OF DROP & GO STAN D ALO NE DEPOT (S)
GI - 6 D G A
7
EVALUATE D E POT L AYOU TS, IMPROVE FLO W, EF F I CI E NCY S AF E T Y, CUSTO MER AN D EMPLOYEE E XPERIEN CE
GI - 7FES
8
DE VE LOP I ND I G ENOU S CO MMUNIT Y PART N ERSHIP ST RAT EGIES
GI - 8I P S
9
MONITOR/ADAPT/CO MPLY WIT H CAN ADI AN Z ERO PL AS TI C WAST E ST RAT EGY
GI - 9 P W S
10
D EVELOP NEW APPROACH TO CAPT U RE HR MET RICS
GI - 10HR M
11
E X PLORE /E XPAND G R OU P PROGRAMS AND SH ARED S E RVI CE S AVAIL ABLE TO MEMBERS
GI - 1 1P SS
12
RE VI E W/RE VI SE IT S T RAT EGY. CO NT IN U E TO SEEK AND I M PL E ME NT NE W, INN OVAT IVE AN D EFFICIENT WAYS TO DO BUSIN ESS
GI - 12ITS
13
AN ALYZE ME MBE RSHIP ASSO CI AT ION T REN DS
GI - 13M AT
14
STI M UL ATE STRATEGIC T HO UGHT - WH AT 'S O UR NEXT GREAT IDEA?
GI - 1 4NG I
15
EXPLORE /E XPAND /ST RENGT HEN N AT IO N AL AN D I NTE RN ATI ON AL PART NERSH IPS
GI - 15ESP
It em Codes as referenced in t he Code Legend is f or int ern al t racking purposes only. 22 - SARC Strategic Plan
04 - OPERATION AL EXCELLENCE (OE) CODE LEGEND NO
A R E A S OF F OCUS
ITE M C O DE
1
M AXI M I ZE COM PACT ION - EXPLO RE NEW COM PACTI ON T ECH N O LOGY
OE - 1 E CT
2
UPG RAD E D ROP & GO CUSTO MER INT ERFACE
OE - 2 DG I
3
E XPLORE NE W THEFT FRAUD DET ECT IO N EQUIPMENT
O E - 3 FD E
4
F ORM ALI ZE I NVEST IGAT ION T ECH NIQ U ES/ PRO CEDURES
O E - 4 FIT
5
STREAML I NE DATA COLLECT IO N
O E - 5 SD C
6
ASSE SS/UPDATE ALL H R O PERAT ION AL, G OVE RN ANCE POLI CIES. MIGRAT E TO CLO UD
OE - 6 A A P
7
IM P LE ME NT M AI NTE N A NCE M AN AGEMENT SYST EM
OE - 7 M MS
8
REVI S E D E MOG RAPHI CS REPO RT IN G AND SO CI AL VALUE ME ASUREMENT TOOLS
O E - 8 D SV
9
STRENG THEN PROCESSES AN D T RAIN CLO UDBAS E D D OCUME NTATI O N AND FILE M AN AGEMENT
O E - 9 D FM
10
REVI E W ADVO CACY ROLE
O E - 1 0R A R
11
R E VI E W COUNT PROCEDURES AN D ACCU RACYFRONT, B ACK AN D D&G
O E - 1 1C PA
12
EXAMI NE TRAVEL RE Q UIREMENTS & EVALUAT E PHYS I CAL OFF ICES. H O ME OFFICE
O E - 1 2TO F
13
A SSE SS BOARD RECRUIT MENT AN D LIMITAT IONS D UE TO BYL AWS
OE - 1 3 R LB
14
S TRENG THEN/EXPAND EMERGENCY PREPAREDN ESS POL I CY, PRO CEDU RES, TO O LS
O E - 1 4EP P
15
IN ITI ATE, ACHI E VE , & M AINTAIN O RGAN IZ AT ION AL ACCREDITAT ION
O E - 1 5AOA
Item C o d e s a s referen ced i n t h e C o d e Legen d i s for i ntern a l t r a ck i n g p urp o ses o n l y. STAY THE COURSE - 23
STAY THE
COURSE
SARC
111 Cardinal Crescent P : 306.933.0616 E : contact@sarcan.sk.ca W : www.sarcsarcan.ca