Questions, answered.

A twelve-month accredited learnership in client relations and practice support — accredited training plus a paid workplace component — for candidates already vetted through our volunteer pipeline. We manage it end-to-end.

The registered QCTO occupational qualification Occupational Certificate: Sales Assistant (General) — SAQA ID 99669, NQF Level 3 — delivered by an accredited skills development provider. The qualification is the registered vehicle; what we build on top of it is a practice support person trained for a health environment.

Because its exit outcomes are exactly the ones a practice front desk lives on: attending to people and their enquiries, building the relationship through quality service, and closing the loop on what someone came in for. The curriculum we deliver against it is written for a health practice, not a shop floor.

Yes. Practice-level medical aid work is a core module: benefit checks, authorisations, claim submission, following up rejections rather than filing them, explaining co-payments to patients, and keeping accounts current. Graduates who want to go deeper can take the university top-up.

Ethics, confidentiality and professional conduct are a formal part of the curriculum, taught as daily habits at a busy front desk rather than as a policy document — what can be said in a waiting room, what can be left on a screen, and what goes no further than the file.

One is perfectly workable for a single-practitioner practice. We generally recommend a proof of concept of one to ten learnership packages, and larger cohorts are welcome from day one for groups and multi-site practices.

Learner procurement begins within five days of payment. Learnership agreements are ready within 30 days of project start, and you have 10 days to sign.

Dental, optometry, chiropractic, physiotherapy and biokinetics, general and family practice, specialist rooms, psychology and allied mental health, dietetics, audiology, podiatry, and veterinary practices. Anywhere a patient arrives already anxious.

Not quite — law, accounting, advisory, engineering, consulting and corporate client-service teams have their own version of this. That is Professional Support.

Performance management is part of what we run, and replacement is part of the programme where it is warranted. You are not carrying a placement that isn't working.

Model One: the learner completes the full twelve months with us. We train, host, mentor and manage them throughout; you receive the reporting and, at the end, first right of refusal to hire.

Model Two: the learner trains with us for six to nine months, then moves into your practice for the balance of the term while training and mentorship continue under us. Faster productivity, a much longer test run, and first right of refusal plus a 90-day probationary period at the end.

Model Two, if you have a desk and someone who can give a competent junior direction. It gives you months of real observation at your own front desk before any hiring decision, and the learner arrives already trained rather than raw. Model One suits practices with no capacity to host, or practitioners who would rather see the finished article first.

Because that is genuinely how long it takes to make someone confident and competent enough that they help rather than cost you. Placing earlier turns your rooms into the training ground, which is the exact problem this programme exists to solve.

You direct the work; we keep the training, mentorship and formal performance management. That split is deliberate — you get the output, we stay accountable for the development, and you do not inherit a coaching job between patients.

Moving from Model One to Model Two mid-term is usually possible if there is capacity on both sides. Talk to us — it is a scheduling conversation, not a contractual obstacle.

Under Model Two, if you take the graduate on at completion, the ordinary probationary period applies on top of everything you have already seen. In practice you will have worked with that person for months before it even starts.

An accredited university short course or short learning programme at Wits or Unisa — in practice and health administration, claims and financial administration, or professional communication — layered on top of the learnership and managed by us as a bursary programme.

We work across three tracks built from what Wits and Unisa currently offer — see the top-up page for the full list. Because university catalogues are revised annually, we confirm the specific programme, its current fee and its entry requirements with the institution at the time of your intake, and put that in writing before you commit to anything.

No. It is entirely optional, decided after the learnership when you have already seen the person work, and taken up only for graduates with the aptitude and the appetite for it.

It is quoted per learner and per programme, off the institution's actual published tuition and prescribed material fees, plus our learner support and administration, plus the learner's stipend for the length of the course. You get a line-by-line quote before deciding.

We do — selection, application, registration, fees paid directly to the institution, prescribed materials, academic support through the course, the stipend, and the reporting. Nobody at your front desk becomes a bursary administrator.

No — bursary spend and learnership spend are treated differently, both for tax and on the B-BBEE scorecard. We set out the difference with your accountant before you commit, rather than folding it into a single headline number.

Potentially, yes — bursaries and skills programmes are exactly the kind of spend discretionary grant funding exists for. See the skills levy pathway; the funding itself is competitive and never guaranteed.

Cost is sized to your practice and the scale you choose. We put the full picture in front of you — including how much of it comes back — in the presentation, so the numbers are against your actual position rather than a generic example.

Up to 77%, between the Employment Tax Incentive, your ordinary expense deduction and the Section 12H learnership allowance. The exact figure depends on your tax position, which we work through with your practice manager or accountant.

A direct reduction in the PAYE you pay SARS for a qualifying young employee. That makes it real cash-flow relief every month — not just a deduction against profit at year end.

An additional income-tax deduction — on top of your normal expenses — for every learner who completes a registered learnership. It is currently available for learnership agreements entered into before 1 April 2027, which is worth keeping in mind when you plan your intake.

Under the model where your practice is the lead employer, yes — and that is precisely what makes you eligible for the Employment Tax Incentive. We set this out clearly per model before anything is signed.

No. Tax deductions reduce taxable income — they are not cash refunds — and outcomes depend on your circumstances. Please confirm your specific position with your own tax adviser. We will give your advisers everything they need.

The mechanisms work the same way at one seat as at ten, but the value of the deduction side depends on your taxable income. The Employment Tax Incentive works against PAYE rather than profit, which often matters more for a small practice. We work this through before you commit to anything.

That is a second, separate pathway: appoint us as your Skills Development Facilitator and the levy you already pay every month becomes claimable and, potentially, multipliable through discretionary grant funding. See the skills levy pathway.

VAT is treated separately from the figures we present, and is generally recoverable by a VAT-registered practice. Your accountant can confirm the treatment for your business.

No. SETA discretionary grants are competitive and sit entirely at the SETA's discretion. With a demonstrated track record of training success and graduate employment — and your own matching investment already on the table — the odds are strong, but it is a realistic possibility for strong partners, never a promise.

No — but you get first right of refusal. Three months before the programme ends you choose who to interview, with 30 days to opt in. Graduates you don't take are placed with partner employers.

The programme can contribute to Skills Development expenditure, learnership participation and absorption bonus points on the Generic Scorecard. Actual points depend on your sector code and verification.

It builds a pipeline of developed, work-ready candidates you have already assessed, which is usually the missing piece in an EE plan. What it does for your numbers depends on your workforce profile and targets.

Monthly reports plus the compliance documentation — B-BBEE, CSI, ETI, SARS and Employment Equity — issued as it occurs, from month one. Not assembled retrospectively at year end.

They are absorbed by our other committed partner employers. We carry the absorption risk, not you — which is also why we are candid about who is ready and who is not.

Yes — we encourage it. Book a tour of our development offices in Sandton City, meet the people running the programme, and inspect the model for yourself before any paperwork.

No. Hospitality training produces warmth. It does not produce the judgement to manage a distressed patient, the discretion a health file demands, or the persistence to chase a rejected claim to resolution — and people who come out of it generally do not know that gap exists. This programme is built against a professional health standard from the first module.

From volunteer organisations we partner with. Every candidate has completed a minimum of 400 hours of unpaid social-impact work before they are talent-scouted into the learnership — learner support, conflict resolution, substance recovery support, youth mobilisation, disaster response and community work.

Because much of that work was done alongside people in genuine distress. You cannot teach someone to stay warm and steady with a frightened person in front of them; you can only find people who already are, and then give them the professional skill to go with it.

No, and deliberately not. This is a client relations and practice administration qualification. Graduates support the practice — front desk, phone, bookings, medical aid, accounts and records — and do not perform, assist with or advise on any clinical work.

Under Model One, very little beyond receiving the reporting and making your hiring decision. Under Model Two, a desk, ordinary day-to-day direction of the work, and someone available to answer questions. The training, mentorship and compliance stay ours.

Us. Book a presentation and we will walk you and your practice manager through the programme, the two models, the top-up and the numbers — sized to your practice. Book here, and we will come back to you within one business day.