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. As illustrated in the governance framework below, governance operates across interconnected domains spanning public trust and legitimacy, partnerships and co-design, system and multi-agency governance, strategy and leadership, corporate and committee governance, and assurance and controls. Together, these governance domains reflect democratic, collaborative, network, organisational, corporate and process governance, providing an integrated foundation for public sector decision making, accountability and outcomes. 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. Through practical learning, facilitation, coaching and tailored capability development, we help embed good governance into everyday practice and equip leaders and practitioners with the skills and confidence to navigate increasingly complex environments. 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, and people are equipped to understand and fulfil their governance responsibilities, 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. We complement this expertise with governance capability development, designing and delivering practical learning experiences, leadership development, mentoring and facilitation that strengthen governance capability from emerging professionals through to senior executives. 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. By combining governance advisory with capability uplift, we help organisations not only establish effective governance arrangements, but also build the knowledge, confidence and leadership needed to sustain them over time.
Strong organisations rely on capable people. We help organisations build the knowledge, confidence and practical skills needed to lead effectively, make sound decisions and navigate increasingly complex operating environments. Grounded in real-world public sector experience, our learning combines evidence-informed practice with practical application to strengthen leadership, governance and organisational capability at every level.
Working in partnership with our clients, we design and deliver tailored learning experiences that respond to organisational context, strategic priorities and learner needs. From graduates and emerging professionals through to senior executives, we support individuals and teams to develop the capability required to lead with confidence, strengthen governance and deliver better public outcomes.
Our approach draws on networks of experienced practitioners, national leaders and global scholars, while placing equal value on the practical knowledge within your organisation. Together, we create dynamic, relevant and applied learning experiences that can be immediately translated into practice. We also work with our partners Curijo to deliver end-to-end capability solutions that incorporate Indigenous cultural inclusion, psychosocial wellbeing and inclusive leadership where appropriate.
Our Leadership and Capability Development practice is led by Brenton Prosser, whose experience spans senior public service, public policy, academia and political leadership. Brenton led the APS Capability Report 2025, providing a comprehensive evidence base on current and future APS capability needs, and brings extensive expertise in curriculum design, learning evaluation, facilitation and leadership development for complex public sector environments.
How we can help
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
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.
