DownloadAustralian Sports Drug Agency
People
ASDA’s people management practices were aimed at increasing the performance and capability of its workforce. Professional and personal development of staff remained integral to the achievement of ASDA’s business objectives.
ASDA’s central office was located in Canberra with permanent staff also based in Sydney, Brisbane, Melbourne and Adelaide. ASDA had casual employees based throughout Australia.
ASDA’s employment terms and conditions, the specialised nature of the work and the workplace environment assisted the organisation in attracting and retaining expert and committed staff.
The 2005–06 year has been a significant year of change for ASDA’s staff for a number of reasons including: the arrival of a new externally appointed CEO in September 2005; the development and implementation of a new Strategic Plan; organisational mission and values; the transition to a new organisational structure; the development and introduction of a new 2006–09 Certified Agreement; playing a key role in the Melbourne 2006 Commonwealth Games; as well as transitioning from a Commonwealth Agency to an Authority subject to the FMA Act and the Public Service Act in March 2006. The volume, pace and intensity of individual workloads and the simultaneous management program has presented staff with a challenging but opportune year.
Developing staff potential
Performance management
ASDA relied on a range of initiatives to enhance the performance of both the organisation and individuals. ASDA’s Growth Factor program ensured that each staff member had an individual performance agreement that linked directly to the Agency’s Operational and Strategic Plans. These agreements specified outcomes for each individual and highlighted learning and development activities that would be undertaken during the year.
Agency bonus
In 2005–06, overall Agency performance was measured against the Operational Plan, with a result of 100% percent. An Agency-wide bonus will be paid in early 2006–07 to eligible staff to reflect their contribution to ASDA’s performance. Payments will be made to all eligible staff employed under the Certified Agreement at any stage during the preceding financial year.
Individual bonus
ASDA employees were eligible for individual bonuses in accordance with the 2002–05 Certified Agreement. Such bonuses were paid out based on an assessment of individual performance against deliverables in performance agreements. In 2005–06 a total of 36 staff received a bonus as a result of performances assessed as meeting expectations well or exceeding expectations during the 2004–05 year. Both General Managers employed by ASDA were eligible for individual bonuses in accordance with their AWAs. Such bonuses were paid to both managers in 2005–06 as a result of performances assessed as meeting expectations well or exceeding expectations during the 2004–05 year.
Peer recognition
A peer recognition award system showed ASDA’s commitment to acknowledging and rewarding outstanding performance of individuals and teams. This system gave staff the opportunity to recognise excellent performance that also demonstrate the Agency’s core values.
Learning and development
ASDA’s learning and development activities focused on fostering capability of all staff, in line with ASDA’s business requirements. Highlights included:
- the provision of a studies assistance program, for staff to undertake tertiary study
- funding for staff to undertake external training, relevant to their work and individual learning needs
- ongoing access to a suite of e-learning opportunities.
Attracting and retaining staff
Staff satisfaction
ASDA had historically conducted an annual staff satisfaction survey with all of its ongoing and nonongoing employees. The last full staff satisfaction survey was conducted in December 2004 revealing a satisfaction rating of 67%. This result was lower than the target of 75 percent, but was consistent with surveys in previous years.
ASDA has utilised the same staff survey tool since 1998. The organisation identified a need to implement a new tool that will provide meaningful data on people-related issues to inform planning and decision making.
Whilst a formal staff satisfaction survey has not been conducted since December 2004, a stakeholder survey and an ‘Organisational Climate’ survey of staff was conducted in November 2005 with a view to identifying input to the new Strategic plan.
A new satisfaction survey tool is to be developed in 2006–07, in-line with ASADA’s new vision, mission and values.
Workplace Relations Committee
The Workplace Relations Committee monitors the implementation of ASDA’s Certified Agreement. The Committee met regularly during the year.
The Committee endorsed the 2006–09 Certified Agreement and worked through a large number of issues with the move to the APS.
Staff recruitment and retention
At 13 March 2006, ASDA employed 57.4 full time equivalent staff, including 11.6 full time equivalent casual drug testing staff.
Mr Richard Ings took up the CEO position in the first quarter of 2005–06.
Employee conditions
All non-executive ASDA full-time and part-time staff were employed under a Certified Agreement which was signed off on 6 March 2006.
ASDA’s CEO is employed under terms and conditions set by the Remuneration Tribunal and the two General Managers were employed under Australian Workplace Agreements.
Approximately 430 casual staff members who undertake sample collection activities, were employed through common law terms and conditions which are varied in accordance with national case decisions and consequent changes to the ASDA award.
Managing work-family-community commitments
ASDA promoted a balanced lifestyle for all staff. The Agency, through its Certified Agreement, provided flexible work arrangements that enabled staff to better balance their workplace, family, sporting and community responsibilities. Feedback from a large number of staff has indicated that the flexible work arrangements at ASDA were a strong factor in their satisfaction with the workplace.
Compliance Requirements
Judicial Decisions
Refer to ASADA reference on page 49.
Ministerial directions
The Agency did not receive any Ministerial directions in 2005–06. ASDA continued to comply with directions from previous years related to cost recovery and foreign exchange.
Ecologically sustainable development (ESD) and environmental performance
Refer to ASADA reference on page 61.
Equal employment and opportunity
ASDA sought to encourage a workplace that promotes diversity and equity. Policies to support this were reviewed in 2005–06.
ASDA had staff appointed Workplace Harassment Officers to support a harassment-free workplace.
Occupational Health and Safety (OH&S)
Refer to ASADA reference on page 55.
Discretionary Grants
ASDA provided no discretionary grants in the 2005–06 financial year.
Freedom of Information
Refer to ASADA reference on page 49.
Risk management and fraud control
Refer to ASADA reference on page 46.
Commonwealth disability strategy
Refer to ASADA reference on page 55.
Australian Government branding
ASDA completed the adoption of the Australian government corporate identity during 2005–06. This adoption included changes to the corporate identity on the website, letterheads, signage and other corporate resources.