Strategic Plan

Strategic Plan

The Strategic Plan of the Erongo Regional Council (ERC) provides the strategic direction towards performance improvement through actions to carry out the organization’s Mandate and achieve its Vision.

According to this the ERC is committing itself to delivering quality services to the communities and thereby contributing towards achieving Vision 2030.

Its Strategic Plan document for the period 2012 – 2017 clearly spells out the goals of the ERC and how to attain its set objectives.

The ERC is fully committed to implement its Strategic Plan thereby ensuring that its fulfulls the requiremens of its mandate.

It will achieve its strategic objectives with focussed commitment and a team effort from all staff members and stakeholders, acknowledging the trust placed in the ERC to manage development for the benefit of all people of the region and the country at large.

1.     Strategic Themes and Description

 The strategic themes are the key focus or priority areas on which the (ERC should concentrate during the period of 2012 – 2017, to achieve its high level statements. The strategic themes will guide the operations of the ERC with the aim pf delivering value added services to its customers and stakeholders.

The following themes will guide the operations:

1.1    Socio-Economic Development

Socio-economic development is central to improving the          standard of living of the Erongo Region’s communities.  This requires the ERC to commiting itself to improving their quality of life, as outlined in the National Development Plan.  In order to     effect this improvement, the Council needs to create an environment that is conducive for investors and businesses to         strive in. Hence, one of the primary objectives is to promote regional socio-economic development.

1.2    Operational Efficiency

Quality service delivery to communities in the Erongo Region will be achieved through the ERC adopting a policy, which promotes operational efficiency. In essence,           operational efficiency is facilitated when an organisation has a functional legal framework and staff that is able and willing to perform within an effective office infrastructure.

Continued capacity-building of staff is an integral part of Operational Efficiency which involves more than just        short-term training. It re-quires initiating a process of change management. This implies that ERC will need to continuously build on its capacity in order to ensure quality service delivery to clients and stakeholders. Since these needs inevitably         change from time to time, ERC must improve its capacity on an ongoing basis.

1.3    Good Governance

To ensure that the ERC fulfil its overall purpose and achieve its intended outcomes for the citizens of the region and for the ERC to operate in an effective, efficient and ethical manner.