Services
I step in when projects have stalled, deadlines are looming, or internal teams don’t have capacity - and deliver work that actually gets used.
1
Governance frameworks that actually work
Organisations often know they need a framework but aren’t sure what it should look like - or they’ve started one that’s now gathering dust. I develop governance frameworks for situations where multiple stakeholders need to work together, where practice is evolving faster than policy, or where existing structures aren’t quite fit for purpose. The work involves understanding your context, identifying what’s missing or stuck, and creating something practical that people will actually use. I’m particularly experienced with frameworks for multi-stakeholder partnerships, new service models and cross-sector collaboration.
An example of my work is the Governance Framework for Multidisciplinary Practice for Victorian community legal centres.
2
Strategic writing | Often at short notice
A grant deadline is approaching. A staff member has left mid-project. The board wants a business case by next month. These are the situations where I’m typically brought in. I write grants, tenders, business cases and strategic plans - often picking up projects that have stalled or starting from scratch when internal capacity isn’t there. I’m good at getting across complex material quickly, identifying what funders and decision-makers need to see, and delivering polished work under pressure. If you’ve got something due and you’re not sure how you’ll get it done, that’s usually a good time to call.
An example of my work is the Goulburn Murray Local Learning & Employment Network Inc. Strategic Plan 2024-2027.
3
Strategic facilitation | Planning your next move
Sometimes you need someone from outside the room to help the people inside it find a way forward. I facilitate strategic planning sessions, stakeholder workshops and difficult conversations where agreement matters. My role is to create space for voices to be heard, test ideas constructively, and help groups move from discussion to decision. I’m often called in when there are competing priorities, diverse perspectives, or history that makes internal facilitation tricky. The aim is always practical outcomes - not just a good conversation, but clarity about what happens next.