Define and establish
Clarify purpose, structure, ownership, governance, capability and the commercial opportunity.
Social enterprise resources platform
Build an enterprise that earns, endures and belongs.
Amity National helps social enterprises, principally Indigenous-led organisations and alongside like-minded purpose-driven entrepreneurs turn a strong idea or an existing project into a commercially sustainable enterprise. Governance, compliance, funding, commercial positioning and institutional access usually run as five separate queues, each with a different body, on a different timetable. We run them as one pathway. Culture, identity and community control are protected as the work proceeds, and the enterprise finishes holding its own structure and its own decisions.
- Aboriginal cultural leadership
- Enterprise strategy and commercial development
- Government, community and industry engagement
- Established Western Australian company
- Decades of combined leadership experience
Where are you starting?
Every enterprise arrives at a different point. We meet you at yours.
I have a strong idea
For founders who need a structure, commercial model, governance and a practical establishment pathway.
Talk to us about itI have an existing project
For community initiatives that have demonstrated need but require resources, compliance, partners or an operating structure.
Talk to us about itI need to grow an enterprise
For established organisations seeking contracts, market access, partnerships, representation or sustainable revenue.
Talk to us about it
The problem we resolve
Strong projects rarely fail because their purpose is weak. They stall because the pathway is fragmented.
Worthwhile initiatives are forced to navigate professional, government, funding and commercial systems that rarely speak to one another:
Amity National brings those elements together into one coordinated enterprise-development pathway.
The Amity pathway
Four stages from purpose to independence.
Behind each stage sits the complete Sixteen-Part Amity Enterprise Framework, covering everything from establishment through to capability transfer.
Prepare and strengthen
Address compliance, operational barriers, financial readiness, delivery capacity and specialist requirements.
Connect and activate
Secure resources, establish channel partnerships, enter procurement pathways and represent the enterprise professionally.
Transfer and endure
Build internal capability, protect culture and intellectual property, transfer control and establish long-term commercial independence.
What clients receive
Concrete work products, not just advice.
An engagement with Amity National produces documents an enterprise can put to work—with a board, a bank, a funder or a procurement panel.
- Enterprise establishment roadmap An enterprise establishment roadmap sequences the decisions that turn purpose and community mandate into a governed, compliant and commercially directed organisation. Amity National maps purpose, ownership pathways, governance principles, compliance baselines, early commercial hypotheses and capability gaps into staged decision gates, so dependencies are visible before complexity multiplies. Where legal, tax or other regulated advice is required, Amity coordinates qualified advisers rather than providing that advice itself. The roadmap is a working instrument for founders and boards, scoped in writing and designed for capability transfer through workshops that keep control with the enterprise. It strengthens readiness for orderly formation and early trading; it does not guarantee contracts, revenue or third-party decisions. Read full description
- Governance and ownership framework A governance and ownership framework settles who owns the enterprise, who decides what, and how cultural authority relates to formal board and management roles under commercial pressure. Amity National designs living arrangements of rules, roles and rhythms that communities recognise as legitimate. The work covers ownership pathways, reserved matters, delegations, conflicts, meeting practice, leadership renewal and maintenance rhythms for when people or service lines change. Where constitutions, deeds or tax treatment need regulated advice, Amity coordinates qualified advisers and integrates their outputs into a package the enterprise can operate. The framework strengthens clarity and readiness; it does not guarantee funding, contracts or third-party acceptance of any structure. Read full description
- Commercial opportunity assessment A commercial opportunity assessment tests whether an enterprise idea can stand in a real market with a credible offer, buyer pathway and delivery capacity. Amity National examines segments, value proposition, competitors, pricing, channels, procurement barriers and capability gaps, treating cultural legitimacy as a strategic asset only where it is genuine. Findings rank opportunities by fit, readiness and risk, state what would falsify the thesis, and drive go and no-go choices plus later revision as evidence changes. Where specialised legal or financial analysis is needed, Amity coordinates qualified advisers. The assessment sharpens decisions and readiness; it does not guarantee contracts, revenue or buyer outcomes. Read full description
- Compliance and readiness plan A compliance and readiness plan converts scattered obligations into a sequenced workstream tied to the markets and contracts an enterprise intends to pursue. Amity National prioritises registrations, policies, insurance, workforce evidence, financial controls and buyer prequalification packs in proportion to capacity, while aligning formal compliance with cultural accountability where relevant. Legal, accounting and other regulated inputs are coordinated through qualified advisers. Each obligation is paired with evidence artefacts, custodians, dependencies, due dates and review triggers so boards can track progress under deadline pressure. It strengthens readiness for trading and partnership; it does not guarantee registrations, accreditations, contracts or third-party acceptance. Read full description
- Operating and revenue model An operating and revenue model explains how money enters the enterprise, how work is delivered, and what must stay true for the organisation to remain solvent. Amity National maps value streams, pricing logic, delivery cost drivers, operating rhythms and role requirements into a decision tool for boards and managers. Assumptions are stated openly; scenarios explore steady state and stress without presenting forecasts as promises. Boards and sales conversations use the model to test new offers against capacity, margin, compliance load and cultural commitments. Detailed financial or tax work is coordinated through qualified advisers. The model improves clarity for funding, partnerships and implementation; it does not guarantee revenue, customer uptake or funder support. Read full description
- Funding and resource map A funding and resource map inventories what an enterprise needs and aligns those needs to plausible pathways including earned revenue, procurement, programmes, philanthropy, investment and in-kind support, without treating any single source as a certainty. Amity National sequences approaches against readiness, eligibility, reporting burden and risk to autonomy, privileging commercial sustainability and community control. Legal and accounting questions on investment or grant structures are coordinated through qualified advisers. Boards gain a prioritised action calendar, an effort budget and decline criteria so poor-fit money can be refused. The map sharpens focus; it does not guarantee capital, contracts or funder decisions. Read full description
- Partnership and procurement strategy A partnership and procurement strategy defines which commercial relationships are worth building and how to enter buyer pathways without losing control of the offer or the story. Amity National maps panels, primes, local content and Indigenous procurement routes against readiness, and sets partnership criteria covering roles, intellectual property, brand, disputes and cultural protocols. Contract and competition questions that require regulated advice are coordinated through qualified lawyers. The enterprise gains negotiation agendas, selection discipline, a shortlist and a contact plan with relationship hygiene cadence. The strategy improves focus and readiness; it does not guarantee panel places, contracts, partnership signatures or revenue. Read full description
- Tender or market-entry support Tender or market-entry support is hands-on coordination to qualify opportunities, structure responses, assemble evidence and coach enterprise teams through compliant, credible bids without replacing the organisation's own voice. Amity National filters pursuits by readiness, margin realism and strategic fit, and treats accurate cultural claims as non-negotiable. Structured qualification before drafting protects communities from low-value pursuits. Legal review of deeds, insurance and pricing inputs are coordinated through qualified advisers when required. Debriefs capture institutional learning for the next pursuit. Support improves bid quality and capability transfer; it does not guarantee contract award, panel status or revenue. Read full description
- Risk and capability assessment A risk and capability assessment examines threats to people, finance, delivery, compliance, reputation and cultural trust alongside the skills and systems available to manage them. Amity National produces a proportionate, plain-spoken view for boards and managers, ranking issues before major tenders, expansion or partnerships. Each priority risk is paired with a capability action so leaders see a path, not only a warning list. Specialist legal, insurance or accounting opinions are coordinated through qualified advisers when needed. The assessment sharpens oversight and prioritisation; it does not eliminate risk or guarantee that insurers, regulators or buyers will accept residual positions. Read full description
- Implementation plan An implementation plan turns agreed establishment, compliance, commercial and capability priorities into sequenced workstreams with owners, dependencies, milestones and review cadence. Amity National sizes plans to real capacity and links them to roadmap, governance and readiness documents so work stays coherent. Meeting cadence, blocker classes and staged hand-back milestones keep execution honest and transferable to enterprise staff. Regulated legal, financial or clinical steps are coordinated through qualified advisers. The plan improves coordination and execution readiness; it does not guarantee milestone dates, funder timelines, contracts or revenue from third parties. Read full description
- Capability-transfer program A capability-transfer program makes skill movement explicit: which competencies must live inside the enterprise, who will hold them, how they will be practised, and how progress will be shown. Amity National designs coaching, side-by-side delivery and playbooks across governance, commercial, compliance and delivery domains, shaped by cultural ways of learning. Learning attaches to live workstreams so competence is demonstrated on real decisions. Boundaries with regulated professions stay clear: Amity builds informed clients, not unlicensed practitioners. Progress is evidenced by demonstration, with key-person risk addressed through shared practice. The program builds self-reliance; it does not guarantee competency timelines, contracts or revenue. Read full description
- Impact and performance framework An impact and performance framework settles what the enterprise will measure across commercial performance and community benefit, how data will be collected proportionately, and how learning will inform board and management decisions. Amity National links activities to outcomes alongside pipeline, margin and capability indicators, while making space for cultural definitions of success and non-extractive evidence. Board and community reporting rhythms keep measures few, owned and filtered when partners request extras. Specialist evaluation or assurance is coordinated through qualified advisers when required. The framework improves accountability and clarity; it does not guarantee outcomes, funder acceptance of measures, or commercial targets. Read full description
The nature of our services
Amity National provides enterprise strategy, project coordination, commercial development, advocacy and stakeholder representation. Where legal, accounting, financial, clinical or other regulated professional advice is required, we coordinate appropriately qualified advisers. Our role is to strengthen readiness and improve the prospect of commercial success—we do not guarantee contracts, revenue or the decisions of governments and other third parties.
Flagship case study
From Safe Children First to the Project K System.
An example of how a long-standing community initiative was carried from principle to structured, enduring delivery.
The situation
Vulnerable Aboriginal individuals and families—particularly disadvantaged Aboriginal women whose circumstances had disrupted their maternal relationships—faced fragmented systems, limited advocacy and support that rarely outlasted a funding cycle.
The role played
The Safe Children First initiative, commenced by Dean Collard in 1988, was analysed, redesigned and modernised into the Project K System: a culturally grounded framework combining advocacy, structured assistance, personal responsibility and sustained relationship-based support, including the specialised Project K Yorga Tier.
The result
A framework that supports safer family relationships, rebuilds trust and stability, and strengthens the capacity of women to participate meaningfully in decisions affecting themselves and their children.
What endured
Principles first established in 1988 continue to operate today in modernised form, with capability, cultural authority and decision-making held by the people the system serves.
Project K is a community programme associated with Amity National's leadership. It is delivered separately from our enterprise-development services, which are described throughout this site. Enquiries about individual or family support are referred through the appropriate programme channels.
Why Amity
Four strengths, rarely found together.
Commercial experience
Practical understanding of enterprise, governance, procurement, negotiation and implementation.
Cultural authority
Leadership grounded in Aboriginal knowledge, community relationships and culturally informed decision-making.
Institutional fluency
The ability to communicate effectively across community, government, industry and professional systems.
Capability transfer
A deliberate commitment to leaving control, knowledge, assets and decision-making with the enterprise.
Who we work with
Enterprise clients and community programmes are different things. We serve both, clearly.
- Enterprise founders with a strong idea
- Aboriginal organisations and community project leaders
- Established social enterprises ready to grow
- Governments and corporations seeking partnerships
- Funders and impact investors
Leadership
Relationships are the enterprise. Meet the people behind ours.
Dean Collard
Executive Director
A respected Aboriginal Elder and Traditional Owner who leads Amity National's strategic direction, governance and enterprise development.
View full profile
Jillian Collard
Director
A proud Noongar woman and Heritage Council member with more than 25 years of leadership across government, community and Aboriginal affairs.
View full profileThe Sixteen-Part Amity Enterprise Framework.
Behind the four stages sit sixteen capabilities for sustainable enterprise development—from establishing the enterprise and untying the red tape through to strategic representation, capability transfer and, ultimately, respect through belonging.
Explore the complete sixteen-part Amity frameworkSixteen capabilities. One connected framework.
Each part of the framework is explained in practical detail. Select any segment to read more.
1
Create your social enterprise
2
Link your existing project to available resources
3
Untie the red tape
4
Unlock the commercial value in your project
5
Achieve commercial outcomes for your social enterprise
6
Facilitate necessary resources and procure channel partners
7
Bridge community, culture and institutional decision-making
8
Bring the right expertise to critical decisions
9
Transfer knowledge and build enduring capability
10
Strengthen your voice where decisions are made
11
Strategic representation and advocacy
12
Take control of your enterprise
13
Explore commercial opportunities
14
Connect with government, industry, funding and expertise
15
Reduce avoidable delay and maintain momentum
16
Achieving respect through belonging
Begin here
A worthwhile enterprise should not stall because the pathway is fragmented.
Tell us where your project stands, what is preventing progress and what a successful outcome would look like.
Discuss your enterpriseInitial conversations are confidential and are used to determine whether Amity is the appropriate organisation to assist.