We began 2020 by reflecting on what we as an organisation aspire to be, the purpose we serve, and how we communicate it. CSDS has come a long way since opening in 2004 and it was apparent that we needed to acknowledge that evolution by redefining who we are, why we matter and who we matter to.
It was a valuable and invigorating process that allowed us to develop a more meaningful understanding of our organisation and the people we work with and provide services for.
To start off 2021 we’d like to share the outcome, how we got there, and what’s next.
Introducing our new brand strategy
The new CSDS brand strategy communicates our purpose, positioning, promise, and personality in a more inspiring and approachable way. It succinctly describes who we are and why we do what we do, helps guide our decision-making, and motivates us to do our best work.
To provide and support quality education that enables the potential of healthcare professionals and the improvement of patient outcomes across Queensland.
For clinicians who want to improve patient care, CSDS is an education service that has the people, technology, connections, resources, and facilities to empower them with new skills, up-to-date knowledge, and clinical confidence through engaging and practical learning experiences.
More capable, adaptable, and safe healthcare professionals.
Plus, a reminder of our values
As a statewide service coordinated through Metro North Hospital and Health Service (MNHHS) we’re not only familiar with the Values in Action framework but really believe in its ability to help us ensure CSDS is a great place to work.
We took this process as an opportunity to remind ourselves of our values:
- Respect – we treat everyone with courtesy, equity and fairness.
- Integrity – operate openly and consistently do what we say we will do.
- Teamwork – we collaborate and work together, valuing each other’s expertise.
- Compassion – caring for our consumers and each other is at the heart of everything we do.
- High performance – provide high-quality services, of the best value, to meet the needs of our community.
How we did it
The process was staff-driven, with the goal of listening and accounting for every perspective.
Through a series of consultations, we heard directly from our staff and primary consumers (clinicians, collaborators and clients) about what is important to them in relation to the services we provide.
Our approach included:
- Reviewing our past objectives, understanding current challenges and realising future possibilities.
- Workshops and conversations with CSDS executives, management, and staff.
- Interviews with course participants, Pocket Centre staff, course faculty, and venue hire clients.
- Gathering insights and data points from evaluation surveys and reporting tools.
- Analysis of the competitive landscape.
We asked ourselves questions such as:
- How do we describe CSDS?
- Who specifically is our primary audience?
- What about what we do is most important and why?
- What’s working for us and what isn’t?
We asked our consumers questions such as:
- How would they describe CSDS and what we do?
- Why specifically do they turn to us?
- How do they feel after an interaction with us?
- How can we improve?
We’re really thrilled with how our new brand strategy turned out, and are excited to see it steadily come to life across all that we do. Stay tuned – a more defined, purposeful and focused CSDS is off and running.