Engagements are scoped individually. Most organisations start with one service and add others once the programme is running.
Each service can be bought on its own or run as part of a whole programme cycle.
We assess what a workforce or community group needs, then write the programme end to end: activities, sequence, who delivers each part, budget and the measures that will show whether it worked.
Practical programmes for employers whose people are on shift, on the road or spread across sites — built around the roster that exists rather than the one a metropolitan template assumes.
We hold the space between the GP, the allied health provider and the community service — moving referrals, appointments and follow-up so participants are not left to chase them across four organisations.
Getting the practical systems working: how records move between providers, how telehealth sessions are booked and consented, and how a small team keeps it running without a dedicated IT function.
Policies, registers and review processes that stand up to scrutiny — written for the organisation that has to operate them, not filed away and forgotten until an audit.
Measures against the agreed baseline, participation records, and a plain-language closing report that can go straight into a board paper or a funding acquittal without rewriting.
We scope every engagement in writing before it starts. That document names the services included, the services deliberately excluded, who does what, and the fee.
Fees depend on the size of the group, the number of providers to coordinate and the length of the cycle, so we quote per engagement rather than publishing a rate card that would be wrong for most people who read it.
If the work is better done by a clinical provider, a specialist consultancy or your own team, we will say so at the first conversation.
That is a normal starting point. Describe the group and the problem and we will point at the right one — including when it is not us.