Effective evaluation is more than measurement or reporting. It provides the evidence required to understand what is working, why it is working, and how outcomes can be strengthened over time. In complex policy and program environments, evaluation must respond to changing conditions, multiple stakeholders and evolving delivery models.
We work with you to understand your context, priorities and evidence requirements, and to design evaluation approaches that are proportionate, practical and fit for purpose. This includes supporting clear program logics, meaningful indicators, appropriate methods and evidence collection that aligns with decision‑making needs across the lifecycle of policies, programs and services.
Strong evaluation underpins accountability, learning and long‑term success. When evaluation frameworks are designed early and aligned to organisational maturity, leaders are better equipped to make informed decisions, demonstrate value and adapt to emerging risks and opportunities. Robust evaluation also strengthens the defensibility of decisions and supports outcomes that endure beyond individual initiatives.
Our team brings deep experience across evaluation co‑design, independent evaluation and evaluation advisory, spanning policy, program and system‑level contexts. We work across government, defence and complex delivery environments, supporting both independent assessment and internal capability building. As part of the Tetra Tech global network, we apply rigorous methods and practical insight to deliver evidence that is credible, robust and fit for the future.
Our collaborative business relationship approach ensures we work in genuine partnership, supporting co‑design and shared learning rather than dependency. By working alongside your teams, we help embed evaluation capability that strengthens performance, supports continuous improvement and builds long‑term confidence in evidence‑based decision‑making.
Effective evaluation design is more than selecting methods or indicators. It requires a clear understanding of objectives, context, stakeholders and risk, as well as how evidence will be used across the lifecycle of a policy, program or service. We support organisations to develop evaluation approaches that generate meaningful, usable evidence in complex environments.
Our co‑design approach brings together evaluation expertise and practitioner insight. Working in partnership, we help build internal capability so organisations are better equipped to design, commission and use evaluation over time, rather than relying on external support.
How we can help
In many contexts, evaluation must adapt to changing conditions, delivery pressures and emerging risks. Our advisors work alongside teams to provide guidance, assurance and support, helping ensure evaluation remains relevant, proportionate and useful throughout the lifecycle of a policy or program.
Through our advisory work, we help organisations strengthen their internal evaluation capability, confidence and governance, supporting better use of evidence now and into the future.
How we can help
Independent evaluation plays a critical role where assurance and defensibility matter. When designed and delivered well, it provides reliable evidence that supports decisions about continuation, scaling, improvement or change, and strengthens confidence among stakeholders.
Our approach is method‑driven, proportionate and tailored to context. We focus on delivering robust, defensible findings and practical insights that inform action, rather than reports that sit on the shelf.
How we can help
With more than 20 years’ experience across the Australian Public Service, parliament, consulting, academia and the not‑for‑profit sector. He is a senior policy and governance leader with deep expertise in public trust, democratic engagement, minority government, public policy and mental health.
Brenton has held senior executive and CEO‑equivalent roles in the APS, universities and consulting, including as Director of Policy at Nous Group and Director of the National Centre for Social and Economic Modelling. He has led major national evaluations across health, mental health and social services and was Chief of Staff to Senator Nick Xenophon during the balance‑of‑power period. He is the author of five books and a regular public commentator.
Defence Joint Health Command engaged Providence to design and embed an evaluation approach for the Defence Mental Health and Wellbeing Strategy 2018–2023. Providence worked closely with program owners, service leads and senior leadership to ensure the approach reflected the operational realities of delivering services in a complex, high‑pressure environment. Providence led a structured co‑design process, working with stakeholders to develop tailored evaluation questions, data collection approaches and reporting methods through interviews, workshops and iterative feedback. This work was complemented by ongoing embedded advisory support, providing guidance on evaluation design, data use and interpretation to ensure findings were practical and usable for decision‑making. This combined approach strengthened confidence in evaluation outputs, improved access to meaningful data, and embedded evaluation into day‑to‑day planning and delivery processes. Outcomes included clearer evaluation pathways, improved reporting quality, and stronger alignment between evaluation, governance and strategy. The work directly informed strategic decision‑making and the renewal of the Strategy and Continuous Improvement Framework for 2025–2030.
The Australian Public Service engaged Providence to lead a large‑scale co‑design initiative to understand and articulate current capability needs across agencies. Working in partnership with UNSW, the APS Academy and government stakeholders, Providence engaged more than 150 officials from 17 agencies through interviews, workshops and iterative validation activities to capture capability requirements grounded in lived experience. Providence facilitated a structured co‑design process that enabled participants to shape questions, test emerging insights and validate findings as the work progressed. This approach identified priority capability needs, informed where learning and development investment would deliver the greatest value, and aligned capability building with practical workforce constraints. The outcome was a current, evidence‑based view of APS capability needs that informed reform activity and provided a credible foundation for future capability and learning decisions.
The National Emergency Management Agency engaged Providence to provide systems thinking and evaluation advisory support during the development of the Systemic Monitoring, Evaluation and Learning framework under the Second National Action Plan. Working alongside the lead delivery partner, Providence advised on the application of systems thinking, theory of change and evaluation practice within Australia’s complex emergency management environment. Providence provided structured advisory support to guide design decisions, test assumptions and align policy intent with practical implementation. This approach strengthened confidence that the framework would be implementable, credible and sustainable, supporting effective monitoring and learning across emergency management activities.
The Department of Home Affairs engaged Providence to provide evaluation advisory support to the Office of Social Cohesion, strengthening evidence and learning related to democratic resilience. Providence advised on how existing research, data and stakeholder insights could be integrated to better understand where policy and program interventions are most effective in building social cohesion and countering extremism. Providence facilitated structured engagement with Commonwealth agencies and researchers, including development and testing of the “civic journeys” concept to frame how individuals experience and engage with social cohesion initiatives over time. This work translated complex research into practical insights for policy design, research prioritisation and funding decisions. The outcome provided a set of credible conceptual resources and discussion papers that informed government thinking, supported cross‑agency alignment, and established a practical foundation for ongoing evaluation, research and learning in a national priority area.
The Department of Health engaged Providence to support an independent review and evaluation to inform a parliamentary inquiry into access to mental health services in regional Australia. Providence led extensive consultation across government and the mental health sector, including Primary Health Networks and program areas, to capture diverse stakeholder perspectives within a compressed timeframe. Providence gathered practical insights, lived experience and delivery evidence through targeted engagement, and translated these into clear, accessible case studies and supporting materials. This approach ensured stakeholder views were accurately represented and aligned with policy and funding settings. The outcome was a well‑coordinated and credible submission that strengthened the Department’s public narrative and supported effective engagement with the parliamentary inquiry process, delivered on time and within budget.
The Department of Health engaged Providence to lead an independent, national evaluation of Nurse Practitioner models of community‑based aged care. Working with University of Canberra and ANU academics, Providence assessed effectiveness, cost‑effectiveness, innovation and sustainability across 30 service delivery sites. Providence applied a mixed‑methods approach, incorporating qualitative, quantitative, economic and case study analysis, alongside site visits and financial reviews. Operating independently from service delivery, the evaluation considered outcomes from policy, program, practitioner and consumer perspectives, including services supporting older people with mental health and dementia needs. The evaluation produced clear, evidence‑based findings and recommendations to inform government decision‑making. Outcomes included a defensible assessment that met all milestones and directly informed funding and policy settings, providing practical guidance on minimum viability criteria and long‑term sustainability.
Aboriginal Affairs NSW engaged Providence’s partner Curijo to evaluate the effectiveness and impact of the NSW Closing the Gap Grants Program, while strengthening the capability of grant recipients to demonstrate outcomes. The work was grounded in co‑design, partnering closely with Aboriginal Community Controlled Organisations and Aboriginal businesses to shape the evaluation approach. Providence and Curijo co‑designed evaluation questions, data collection methods and reporting approaches that were practical, culturally responsive and fit for purpose. This included supporting organisations to build monitoring and evaluation capability and better articulate the outcomes delivered for their communities. The outcome was an independent evaluation that captured meaningful community impact and program effectiveness, alongside practical tools to support ongoing capability uplift. The work informed future grant design and funding decisions, with client feedback recognising the team’s ability to adapt to emerging needs and deliver accessible, fit‑for‑purpose evaluation resources.
Adash is Providence’s CEO and is responsible to the Providence Board and Providence’s clients for ensuring the timely delivery of outcomes through advice, guidance and mentoring to Providence’s staff.
