You Spoke – We Listened!

You may have noticed a few changes going on at Enterprise Care over the past few months. We have begun implementing our marketing and communication’s strategy, which has resulted in a number of significant changes for both members and supporters of EC.

Understanding the needs of our constituents and stakeholders was our number one priority in developing this new strategy. We undertook a number of surveys and a great deal of research to discover what the market wanted and needed, and this was extremely valuable in assisting us with setting the new direction of our communications.

Stakeholder engagement and communication is the cornerstone of our strategy, and we will continue to build on, and improve, our communications to you.

Our New Look

First and foremost, we have rebranded to bring our look and feel more in line with the direction of the organisation. Our new brand image represents the:

• values of our organisation: authentic, innovative, accountable and collaborative;
• Mission of our organisation: to guide organisations to grow, develop and deliver on their Mission; and
• Enterprise Care Governance IntelligenceTM Framework.

Enterprise Care’s member newsletter also underwent a make-over, with an attractive new look and the addition of valuable contributions from the ever-expanding group of EC’s supporters and staff.

And for the biggest change of all, Enterprise Care this week launched our new website (still at the same address www.enterprisecare.com.au), which has more content and valuable resources, as well as being very user-friendly and easy to navigate. Please note that you may need to change any bookmarks you have that direct to the old site.

These changes have been the result of six months hard work by all the staff here at Enterprise Care, and we thank you for your patience as we work out any minor bugs in the new system.

We value your feedback, so if there is anything (good, bad or ugly) about the changes you’d like to tell us about, please feel free to email me anytime at semplea@enterprisecare.com.au.

Alicia Semple
Communications Manager

Constructive versus Destructive Investment

Recent government announcements relating to the Defence White Paper, housing strategy, budget deficits, emissions trading scheme, paid parental leave and unemployment programs highlight the multitude of challenges faced by any Government. As with any organisation, the Government would be challenged in combining these competing and inter-related priorities into an over-riding Vision, and developing and articulating how it hopes to realise this Vision through its Mission.

The Government will have extensive research to help it understand the complex inter-relationships and cause and effect of implementing key programs to enable it to determine where to prioritise its funding to achieve its stated strategic objectives.

Using the amount of expenditure is one way for the average Australian to identify which objectives the Government believes are its key priorities. With recent articles identifying a major outlay and increase in Government expenditure on defence in the future, it may appear that national and regional security is one of the key priorities for the Federal Government.

Not having access to the same level of information as that of elected politicians and public servants, I have to assume that research and past experience indicates that expenditure in military hardware is more likely to deliver the targeted objective of increased regional stability and national security, than a similar expenditure on improved diplomatic relationships, investment in aid programs and developing greater economic partnerships with key countries in the region.

I am also left to wonder whether sufficient money has been invested by governments, organisations – both corporate and Not for Profit, and individuals to undertake research that will enable informed and transparent decisions, particularly those relating to the desired return on social investment. That is, funding that delivers us with the optimum programs to ensure an educated, safe and well-resourced community, where everyone has an understanding of their role and work individually and collectively towards achieving agreed, transparent targets.

Do you have a clear understanding of the overall strategic direction set by the leaders in government, corporate and the social sector, and the role that your employers and you as an individual have to play to achieve those objectives? What could be done to enhance our knowledge and progress in this area?

Mark Rudd
Director