Do not manufacture a paper hierarchy. The review must follow the actual business organization and duties, including any genuine proposed changes.
Budget evidence work for the real structure
Clarify professional analysis, relevant document preparation and official charges. Paying to redesign a chart does not establish duties or authority that do not exist in practice. A reorganization that is real leaves a paper trail nobody has to manufacture: a dated resolution or management memorandum authorising it, revised job descriptions, changed reporting lines in the payroll system, and pay adjustments where responsibilities moved.
A reorganization that exists only for a filing leaves a chart and nothing else, and the gap between the two is visible to anyone who asks for the underlying documents. Direct the budget instead to places where evidence is genuinely missing: retrieving payroll history for the qualifying foreign year, obtaining certified corporate records establishing the relationship between the employers, having position descriptions written by the people who supervise the work. Where a genuine restructuring is planned in any event, record its effective date and implement it before relying on it, because a structure described in the future tense and a structure in operation are assessed differently.
Official charges and professional fees are quoted separately and checked against the current published schedule. Where a figure is supplied as an estimate, label it as one and record the date it was quoted.