New Organisational Structure

A key outcome of the business model review was a proposed organisational restructure. The proposed business model organises the Department in a manner that enables itself to achieve its objectives, deliver its core business, and meet its requirements and obligations for accountability in a more efficient and effective manner.

The approved organisational structure and new business model for the Department can be viewed and printed by clicking the below text.

New Organisational Structure (327KB)
New Organisational chart (160KB)

The guiding principles and parameters adopted and applied by the review team to determine the new structure included:

where possible and logical, like and closely related functions and responsibilities should be grouped in the same organisational unit;
placement of functions and responsibilities within the Department should be clear and unambiguous;
the location of authorities for decision making within the Department should be clearly identified;
decision making should be devolved to the field to the maximum extent feasible and prudent;
the prime focus and responsibility of each organisational unit should be its essential "core business";
there should be an appropriate balance between governance, operations and accountability;
there should be a diverse range of performance measurement, monitoring and accountability mechanisms for both organisational units and individuals;
channels of communication, both internally and externally, should be clear and transparent;
support for front line service delivery staff should be maximised;
the devolution of decision making should be holistic, and consistent across all elements of managerial responsibility;
responsibilities for specific functions and activities should be concentrated in single work units wherever possible, to provide a 'critical' mass and maximum staff resources to the relevant area;
responsibilities for direct service delivery should be placed with the organisational unit best placed to deliver those services, together with the resources (both human and financial) to effect that delivery;
organisational structures should be as 'flat' as practical;
throughout the Department, decision making should be exercised within an appropriate risk management framework.

The new organisational arrangements are based on three critical, integrated components: a supporting component, an operational component and an accountability component. Chapter 6 of the report, Overview of Proposed Realignments of Organisational Units, Functions and Responsibilities, provides a summary of the reasons for the new structure.

The Operational Component:

The Supporting Component:

The Accountability Component:

New Organisational Structure