Sizing an in-house coaching workforce for a growing service line

National mental health not-for-profit. A new service line was bringing its coaching workforce in-house. The organisation needed a strategic workforce planning framework to determine workforce size and composition — and to manage it operationally as the program scaled.

• Built a workforce model translating demand into net capacity and recommended FTE, accounting for shrinkage — leave, training, attrition
• Scenario modelling across utilisation rates and in-person vs virtual delivery (in-person +83% cost per package)
• Deployed a service & delivery planning framework for capability and composition
• Developed operational playbooks — key processes, KPIs and RACIs across the value chain

• 85% utilisation pathway: 13.2 vs 19.2 FTE and $674 vs $854 per package at like-for-like demand
• +29% service delivery capacity from the same workforce
• Self-serve tool adapts as the program scales — informed recruitment and viability decisions