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
The approved organisational structure and new business model for the Department
can be viewed and printed by clicking the below text.
New Organisational Structure
New Organisational chart
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
- 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
- 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:
Further detail is found in Chapter 8 of the report.
The Supporting Component:
Further detail is found in Chapter 9 of the report.
The Accountability Component:
Further detail is found
in Chapter 10 of
16 December 2013