2019-2020 Corporate Plan

2019-2020 Corporate Plan


Message from the Chief Executive Officer

Sport is important to Australians at all levels from grassroots to elite performance. Sport promotes participation and inclusion and offers a support network, structure, discipline and sense of worth to participants. Protecting the integrity of Australian sport has never been more important given the wide publication of reports of infiltration of organised crime, corruption in sports administration and state sponsored doping.

It is imperative that governments and sports administrators show strong, visible and transparent leadership to protect the integrity of sport. Engaging athletes is critical to developing governance and to understanding the environment.

The Australian Sports Anti‑Doping Authority’s (ASADA) anti‑doping programs aim to target facilitators exploiting vulnerabilities in athletes and sports whilst delivering an education and awareness strategy aimed at informing athletes and the community of the health impacts and consequences of doping.

At ASADA our shared mission is to engage and build trust with athletes, sports and fans alike to allow everyone the opportunity to both compete on a level playing field and instil confidence that what they are witnessing is an authentic sporting achievement.

Through partnerships ASADA is taking a leadership role in setting global benchmarks for anti‑doping programs. ASADA strives to improve its own operations to ensure delivery of an effective domestic program. It is also crucial the agency learns from global partners as well as shares its skills, experience and capabilities to build the capacity of international anti‑doping programs to protect the rights of Australian athletes on the global stage.

ASADA’s targeted communication strategy aims to educate all Australians that the organisation is more than a testing agency. ASADA focusses on the health and wellbeing of Australians engaged in sport and continues to push the message to athletes of all levels through engagement of parents, teachers and support personnel.

As the CEO of ASADA, I will continue to act in the interest of Australians who want assurances that the best person or team has won and that Australian athletes are safe from those seeking to undermine Clean, Fair Sport.

As the accountable authority of ASADA, I am pleased to present ASADA’s 2019–20 Corporate Plan for the period 2019–20, as required under paragraph 35(1)(b) of the Public Governance, Performance and Accountability Act 2013.

David Sharpe APM OAM

Chief Executive Officer


ASADA Purpose

The protection of the health of athletes and the integrity of Australian sport to minimise the risk of doping.


ASADA role

The Australian Government, as a signatory to the United Nations Educational, Scientific and Cultural Organization International Convention (UNESCO) against Doping in Sport, implements anti‑doping arrangements that are consistent with the principles of the World Anti‑Doping Code.

ASADA is Australia’s national anti‑doping organisation. ASADA provides a comprehensive anti‑doping program for the Australian sports community through a focus on engagement and partnerships, intelligence, and education and awareness. ASADA does this by working with the Australian sports community including:

  • sporting organisations;
  • athletes from grassroots to elite level;
  • support personnel, including teachers and parents; and
  • government entities.

The role and functions of ASADA are set out in the Australian Sports Anti‑Doping Authority Act 2006, the Australian Sports Anti‑Doping Authority Regulations 2006 and the National Anti‑Doping scheme. ASADA is a non‑corporate Commonwealth entity under the Public Governance, Performance and Accountability Act 2013.


ASADA operating environment

The context in which ASADA operates is diverse, challenging and global in nature. ASADA remains at the forefront in meeting these challenges through its Operating Model focussed on three mutually supportive fundamental pillars:

  • engagement and partnerships;
  • intelligence; and
  • education and awareness.

A key priority of ASADA’s Operating Model is the health and wellbeing of athletes, building trust with stakeholders to allow everyone the opportunity to compete on a level playing field.

ASADA’s intelligence strategy informs all manner of decision making. This strategy enables ASADA to identify emerging threats to athlete health and sport integrity. ASADA’s sophisticated risk assessment process helps to direct resources more effectively, from grassroots to elite levels of sport.

Domestic environment

Domestically, ASADA has responsibility for all aspects of anti‑doping regulation. We work in collaboration with all sporting organisations, enforcement agencies and other government entities in Australia to ensure that collectively we can respond to and address threats and vulnerabilities.

ASADA has also partnered with academic and educational institutions and the health sector in order to identify and position itself to better meet emerging challenges. The sophistication of doping practices and the broader health impacts on the community is the future focus of ASADA.

In 2019, the Government released Safeguarding the Integrity of Sport – the Government Response to the Wood Review. A new single agency will be established to protect Australian sport from integrity threats, including doping. ASADA will provide expert advice guiding the establishment of the new agency.

International environment

Australia’s anti‑doping program operates in an international context as part of a global system of anti‑doping regulation. This complex and dynamic global environment requires strategic partnerships and multilateral cooperation.

In this context, ASADA will continue to partner with multiple international stakeholders to build collective capability and ensure best practice on a global stage. ASADA’s approach is intended to reduce the gap so that Australian athletes can compete on a level playing field, wherever that may be.


ASADA priorities

ASADA’s priorities are guided by three mutually supportive fundamental pillars:

Engagement and Partnerships

ASADA will build on engagement strategies to enhance partnerships with sporting organisations, law enforcement, border protection agencies, regulatory agencies, the health sector, academic institutions and international anti‑doping organisations. These relationships will allow ASADA to better understand and respond to the doping threats in the sports environment, as well as fostering proactive engagement with ASADA to develop a culture of clean sport.

The Athlete Advisory Group (AAG) will continue to inform ASADA’s strategic direction and shape education strategies through the provision of their insights into the pressures and influences in sport that may increase the risk and temptation to dope.


ASADA’s intelligence capability is critical to the future viability of anti‑doping.

Intelligence highlights emerging threats and opportunities, ensuring that ASADA applies appropriate treatments to minimise the risk of doping. ASADA will leverage a well‑developed domestic and international intelligence network to target the high‑level facilitators and suppliers of doping to ensure dangerous substances are kept out of sport and away from athletes.

ASADA’s engagement and partnerships pillar underpins ASADA’s aims to deliver a world‑leading anti‑doping intelligence capability.

Education and awareness

Education is key to preventing doping at all levels. ASADA combines education with engagement, partnerships and intelligence to provide a holistic and informed position to deliver an effective education program.

ASADA will use targeted and technologically innovative methods of delivering anti‑doping education to ensure everyone who participates in sport, from grassroots to elite‑level athletes, their parents, teachers, coaches and support personnel are informed of their anti‑doping rights and responsibilities.

ASADA will exploit communication and media platforms to strategically enhance its messaging and to raise awareness in the sporting community as to the broader threat posed by doping. ASADA will develop specific education resources informing athletes and support personnel of the health effects of doping.


ASADA key projects in 2019-20

Tokyo 2020 Olympics and Paralympics

ASADA will leverage existing relationships with the Australian Olympic Committee (AOC) and the Australian Paralympic Committee (APC) in order to deliver a high integrity anti‑doping program in the lead up to the Games.

ASADA, in partnership with the AOC and APC, will develop an innovative education strategy to ensure all Australian athletes and support personnel attending the Games are aware of their anti‑doping rights and responsibilities.

ASADA will participate in an international pre‑Games taskforce and lend its expertise to enhance the integrity of the anti‑doping program at the Games.

Digital Business Strategy

ASADA will implement a Digital Business Strategy ensuring delivery of an effective anti‑doping program capable of meeting emerging technological, operational and business challenges.

ASADA will utilise emerging technologies to automate and streamline traditional work processes. The Digital Business Strategy will support ASADA’s Operating Model and inter‑operability of new and existing ASADA systems, whilst also addressing critical security requirements to ensure the protection of sensitive information.

This strategy will assist in transforming ASADA’s Operating Model to be more intelligence informed whilst complementing ASADA’s transition to the proposed National sports integrity body.

ASADA Field Operations Model

ASADA will continue to deliver on its commitment to Field Operations by implementing recommendations from the 2018 independent review.

These recommendations include additional administrative, educational and national coordination and training at the State/Territory level, increased training and assessment and the implementation of an updated quality assurance and training system for casual Doping Control Officers (DCOs).

Implementing the recommendations of the review will provide a better means of communication and engagement while enhancing the flow of information from the field into ASADA’s intelligence framework.

Leadership in Sport Integrity Conferences

In 2019–20, ASADA will facilitate in partnership with key stakeholders, two Leadership in Sport Integrity Conferences with representatives from sports and their integrity units, government officials, athletes and their representative bodies to identify emerging issues and discuss how together we can tackle the threats to sports integrity.

In facilitation of the conferences, ASADA will place a priority on providing a platform for Australian stakeholders to engage and learn from highly respected experts.


ASADA performance measures









Achievement in building the collective capability of the antidoping community.


ASADA engages and contributes its expertise with international stakeholders at forums, through information sharing and Memorandums of Understanding, so Australian athletes can compete on a level playing field wherever that may be.


Engagement and



International meetings and forums.


Memorandums of Understanding.



Contributes expertise at key international antidoping forums, such as the WADA Symposium.


Provision of assistance to build capability to ≥2 other counterpart international antidoping organisations, including to adopt proactive joint approach with Drug Free Sport New Zealand to build the antidoping capacity in the Oceania region.




Achievement of ASADA legislation and the World AntiDoping Code awareness amongst sporting organisations, athletes and support personnel.

Percentage of sporting organisations, athletes and support personnel aware of ASADA legislation and the World AntiDoping Code.


Education and Awareness

Annual Stakeholder


≥80% level of awareness


Achievement of Satisfaction with antidoping education and awareness raising activities in the sporting community.

Percentage of national sporting organisations, athletes and support personnel who are satisfied with antidoping education and awareness raising programs.

Education and


Annual Stakeholder


≥80% level of satisfaction




Achievement in antidoping education and awarenessraising.

Delivery of antidoping education and awarenessraising resources to athletes and support personnel.

Education and


(a) Number of athletes and support personnel reached through core education products.

(b) Education outputs and education survey results from targeted highrisk sports.

(c) Education outputs and survey of teachers.

(d) App statistics.

Target includes:

(a) Core education products(1) delivered to 20,000 athletes and support personnel.

(b) Tailored online and/or facetoface antidoping education products produced for ≥ 3.

(c) ≥3 professional development programs (2) for teachers delivered across Australia that are based on the antidoping element of the National Health and Physical Education Curriculum.

(d) 10,000 downloads or visits of the ASADA app (3).


Achievement in compliance with antidoping requirements.

Percentage of recognised sports assessed under the ASADA Compliance Framework that meet ASADA’s compliance requirements (4).

Engagement and


Direct sourcing from



Desk research

≥80% compliance



Achievement in delivering effective antidoping intelligence and investigative functions.

Percentage of national sporting organisations, athletes and support Personnel who consider ASADA’s intelligence and investigative functions to be effective in deterring athletes and support personnel from doping.



Engagement and


Annual Stakeholder


≥80% level of satisfaction



Achievement in the demonstrated sharing of antidoping Intelligence with external stakeholders.

Collecting and providing timely, highquality intelligence and undertaking assessments that inform the picture of doping in Australia and overseas.


Engagement and


Feedback from  external



Annual Stakeholder


80% level of client satisfaction with at least 12 intelligence reports provided to external stakeholders.


Achievement in intelligenceled antidoping program.

Number of total referrals (5) to the testing program based on intelligence reports (6).


Intelligence referrals

600 intelligence reports referred to testing.


Achievement in intelligenceled antidoping program.

Number of intelligenceled operational activities (7) on highrisk athletes (8).


Intelligence data

Testing data

Education Data

≥90 intelligenceled operational activities carried out on highrisk athletes.


Achievement in intelligenceled antidoping program.

Investment in intelligence leads to matters referred to investigations.


Adverse analytical



15 intelligenceled products (9) referred to investigations.


Achievement in compliance with investigations standards.

Percentage of investigations conducted by ASADA that are in compliance with the Australian Government Investigations Standards and International Standard for Testing and Investigations.


Notification of breaches of investigation standards through Tribunal decisions and/or ASADA Legal identification.

≥90% of investigations comply with standards.


Achievement of antidoping rule violation findings in tribunals.

Percentage of investigations conducted by ASADA and referred to the ADRVP that result in a finding of an antidoping rule violation.


ADRVP findings

≥80% of ADRVP findings result in an antidoping rule violation.


Achievement of antidoping rule violation findings in tribunals.

Percentage of cases conducted by ASADA in tribunals that result in a finding of an antidoping rule violation.


Tribunal findings

≥80% of tribunal findings result in an antidoping rule violation


* The Department of Finance has advised ASADA that due to the government announcement of Sport Integrity Australia, it is proposed that ASADA will cease to exist come July 2020 and will merge with other agencies to form Sport Integrity Australia. In this case it is not expected that ASADA would include a four year outlook and performance information for the period beyond 2019–20 in its 2019–20 Corporate Plan.
(1) Core education products include ASADA’s online Level 1 and 2 courses and Face‑o‑ace workshops.
(2) Professional Development programs for teachers to teach anti‑doping content to students.
(3) Through downloads of the app ASADA is providing athletes with timely anti‑doping information and access to online anti‑doping education.
(4) ASADA’s Compliance Framework is based on a sport being fully compliant with all aspects of the ASADA Act, ASADA Regulations and World Anti‑Doping Code that jointly establish the requirements all recognised sports must comply with.
(5) Total referrals include both high‑risk referrals and lower risk referrals.
(6) An intelligence report contains information that has been collected, evaluated and disseminated to inform operational decision making. It may be produced in connection with a tip‑ff, notification from an external organisation or be derived from internal sources, such as field staff observations or the review of analytical results by ASADA’s science team. A higher percentage of testing based on intelligence reports is desirable and represent better value for money and effectiveness over testing that was simply risk‑ed, random, or based on place‑getter strategies.
(7) An operational activity can include targeted testing, investigation, targeted education and/or intelligence probe.
(8) A high‑risk athlete is an athlete that is the subject of ASADA’s Target Athlete Monitoring processes, an intelligence probe, or an investigation.
(9) An intelligence‑ed product is a referral to Investigations concerning a person or other entity which ASADA held intelligence on and that intelligence was responsible for the decision to refer the matter to investigations or was primarily responsible for testing of an athlete, which led to a positive test.


ASADA capabilities


Technology plays a critical role in the fight against doping. ASADA has invested significantly to enhance both our own ability to detect doping and to provide athletes with engaging mediums to help them make more informed choices.

In 2019–20, ASADA will take interactive education one step further and introduce athletes to innovative technological solutions via augmented reality, the ASADA App and online communication platforms.

In furthering ASADA’s ability to fight doping in sport, ASADA is currently in the process of implementing the Digital Business Strategy. See ASADA Key Projects for further detail.

Workforce Capability

ASADA is required to maintain capability across complex and wide ranging areas, in order to meet its Purpose. In 2019, ASADA established the Inclusion and Development Initiative (IDI), aimed at positioning ASADA as an employer of choice. In 2019–20, ASADA will continue to invest and support the IDI and its associated programs and aims.

By investing in the IDI, ASADA will:

  • ensure all people are treated with respect and dignity regardless of sex, sexuality, disability, age, race, ethnicity, religion, culture or other arbitrary features;
  • create and foster equality through a supportive and understanding environment for all individuals to realise their potential;
  • build an agile workforce that is more creative and open to change;
  • increase its ability to recruit and retain high‑performing staff;
  • improve productivity and performance;
  • increase the organisation’s competitiveness and growth; and
  • enhance its reputation with athletes, sports and in the broader community.

In addition to building inclusion and diversity into ASADA’s work practices, the IDI aims to address staff satisfaction, provide development opportunities to staff and increase retention rates.


ASADA organisational structure

ASADA risk oversight and management

ASADA operates in a complex and changing environment which requires flexibility and adaptability to succeed. ASADA cannot eliminate risks from its operations, we must engage with and respond to risk in a way that is proportionate to the circumstances.

Our level of risk management capability is aligned with the requirements of section 16 of the PGPA Act and is founded upon principles set out in ISO 31000 Risk Management – Principles and Guidelines and the Commonwealth Risk Management Policy.

Risk management and fraud control at ASADA is governed by the Risk Management and Fraud Control Framework, which includes:

  • fraud control processes;
  • internal audit function;
  • business continuity processes;
  • corporate planning; and
  • financial management.

The Risk Management Framework embeds risk management in all ASADA’s operational and corporate activities. We do not view risk management as a stand‑lone process. It is entrenched in our business planning and resource processes and is closely aligned with a range of other business processes that are performed within the agency, including fraud control, internal audit and business continuity processes.

ASADA encourages its Directors to engage with and take risk‑based decisions. The ASADA Executive recognises that it is not necessary or desirable to eliminate all risks inherent in its activities. Acceptance of risk is often necessary to foster innovation and efficiencies within business practices. ASADA expects all its employees to manage the business in such a manner that risk is minimised to appropriate levels and objectives are maximised.

Supporting the framework is the ASADA Risk Management and Fraud Control Policy, which acts as a practical guide for the implementation of the risk management and fraud control framework. Our risk management program helps us to proactively manage our risks, reduce our exposure to financial and reputational harm and optimise our use of resources.