Good governance is more than sound processes – it is everything required to place people at the centre of policy design, service delivery and public outcomes. It spans public trust and engagement, partnerships and networks, organisational leadership, and corporate and committee foundations. This diagram provides an illustrative view of how these governance elements interact across different contexts.
We work with you to understand your context and challenges, connect you to the right governance approaches, and collaborate in problem solving while building lasting governance capability. This includes supporting clear decision making structures, accountability and assurance, and governance arrangements that are fit for purpose.
Good governance underpins the quality, integrity and sustainability of every program, policy and service. When governance approaches are clear, proportionate and aligned to governance maturity, organisations are better equipped to deliver outcomes that endure beyond any single initiative and contribute to trust in government.
Our team spans the full range of governance required in contemporary government, including corporate governance, committee governance, stakeholder engagement and public engagement, as well as network governance and multi agency governance across policy and program governance environments. As part of the Tetra Tech global network, we strengthen governance by providing the foundation for public leaders to balance authority, accountability and outcomes – lifting systems, people and decision-making to support effective delivery and risk governance.
Our collaborative business relationship approach ensures we work in genuine partnership, supporting co design and collaboration to shape governance arrangements around your operating environment, priorities and organisational maturity.
Good governance is more than rigorous processes. It provides the foundation for effective leadership, trusted collaborative decision making and sustainable outcomes across programs, policies and services. We support organisations to design, review and enhance governance frameworks that reflect their context, values and governance maturity.
Our approach helps departments move beyond compliance driven governance toward arrangements that support collaboration across stakeholder networks and complex policy systems. Working in genuine partnership, we help build internal governance capability so organisations can sustain strong governance over time, rather than relying on external support.
How we can help
Engagement is most effective when it is purposeful, proportionate and people centred. In complex, sensitive or constantly changing policy environments, poorly designed engagement can undermine trust and confidence rather than build it. Our services span everything from delivering surveys and facilitating workshops, to coproducing complex engagement strategies and supporting cultural knowledge and deliberative approaches
We work with organisations to develop stakeholder and public engagement approaches that extend beyond individual programs or services to include the networks and communities needed for success. By aligning engagement with program objectives, policy networks and inclusive outcomes, we support engagement that strengthens trust in government and contributes to more effective decision making.
Our work draws on strong governance foundations, systems thinking and co design principles to support engagement across complex systems and diverse stakeholders.
How we can help
Sound corporate governance underpins effective organisations. Financial management, procurement, reporting, accountability and risk arrangements must be strong to support delivery and public confidence. We work with corporate leaders to review, refresh and redesign systems to ensure compliance, consistency and quality.
Effective committees are also central to good governance and decision making. Boards, executives and steering committees increasingly operate under pressure across complex programs and multi stakeholder environments. We support committees to clarify purpose, roles and accountabilities, improve the quality of advice and information, and strengthen decision making practices that are fit for purpose.
Our approach focuses on building internal confidence and capability, supported by practical advisory, mentoring and assurance.
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.
A Providence team member supported the Office of Social Cohesion to strengthen governance and coordination of a cross‑government democratic resilience initiative. This included facilitating engagement across government, academia and think tanks, and developing shared approaches to using data on civic engagement to inform policy and program design. The outcome was improved coordination, clearer governance of the initiative, and greater confidence that evidence would translate into practical policy outcomes.
A Providence team member supported the National Emergency Management Agency to engage partners in developing a national monitoring, evaluation and learning framework. This included bringing together agencies to build shared understanding of system performance and contributing systems thinking expertise to framework design. The outcome was a practical, nationally aligned framework and stronger collaboration across the disaster resilience system.
Providence supported Sittis Roofing to stabilise the business during financial stress by strengthening financial governance and advisory support. This included improving cash‑flow management, introducing budgets and forecasts, and providing ongoing CFO‑level advice. The outcome was a turnaround from near insolvency to profitability, with stronger financial control and systems to support sustainable growth.
Providence supported the Torres Strait Regional Authority to restore and strengthen corporate and committee governance following disruption from staff turnover and COVID‑19. This included reviewing governance arrangements, improving committee effectiveness, and strengthening financial, performance and risk oversight. The outcome was improved compliance, more effective governance, and renewed confidence across leadership and community stakeholders.
A Providence team member supported the Department of Health to engage stakeholders across government and the mental health sector to inform a parliamentary inquiry into regional service access. Working to a compressed timeframe, they led consultation across divisions and external stakeholders, translating input into clear, evidence‑based case studies. The outcome was a coordinated and credible submission that reflected diverse perspectives and supported constructive engagement with the inquiry.
A Providence team member worked with the University of Canberra to support Joint Health Command to strengthen governance and service arrangements for the Defence Mental Health and Wellbeing Strategy. This involved working with senior leaders during a period of heightened scrutiny, bringing together fragmented programs, clarifying accountabilities, and improving how sensitive data was captured, analysed and used to support evaluation and planning. The outcome was increased confidence that governance, systems and information could withstand public scrutiny, directly informing renewal of the Strategy for 2025 to 2030.
Providence supported Underground Spirits to strengthen financial governance as the business scaled. This included establishing financial systems, improving reporting, and providing ongoing CFO‑level advisory on cash flow, forecasting and risk. The outcome was stronger financial oversight, clearer decision‑making, and scalable systems to support continued growth.
A Providence team member led national stakeholder engagement to inform evaluation of community‑based Nurse Practitioner models across metropolitan, regional and remote sites. This included engaging clinicians, providers and consumers, and translating lived experience into evidence on service delivery, access and sustainability. The outcome was strong stakeholder confidence in the evaluation and findings that directly informed policy, service design and funding decisions.
A Providence team member supported Catholic Social Services Australia to strengthen governance of evidence and advocacy across a national network of service providers. This included advising CEOs and leaders, improving data systems and processes, and supporting the use of evidence for compliance, funding, evaluation and advocacy. The outcome was stronger evidence to support member organisations and a more consistent, national data set to inform advocacy and decision‑making.
A Providence team member supported the APS Commission and APS Academy to co‑design and deliver the Senior Executive Stewardship Program for Deputy Secretary level leaders. This included establishing governance arrangements for program design, procurement, delivery and budget oversight, while supporting facilitators and enabling decision‑making across stakeholders. The outcome was successful delivery of the first program iteration on time and within budget, with a scalable governance model to support ongoing delivery.
A Providence team member led national engagement with service providers and stakeholders to co‑produce a new picture of disadvantage across Australia. This involved capturing lived experience and practitioner insight, and working with academics to develop a postcode‑based model of economic, health, education and social disadvantage. The outcome was a nationally recognised resource that strengthened advocacy, supported policymaker engagement, and enabled more targeted local service planning.
Providence, in partnership with Curijo Pty Ltd, supported Services Australia to deliver performance and internal audits across complex and sensitive areas including Indigenous programs and remote service delivery. The work combined audit expertise with culturally informed engagement to gather insights and provide practical recommendations. The outcome was robust audit reporting that strengthened governance, informed service improvements, and supported future funding and reform decisions.
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.
