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In 2018–19, the Australian Government invested heavily in human resources for ASADA, increasing capacity by 50 per cent. This provided ASADA with the necessary skills and capabilities to deliver on its key priorities and respond effectively to the challenges posed by an increasingly sophisticated doping environment.

In pursuit of ASADA’s new operating model, specialists were recruited in intelligence, education, science, investigations, testing and the legal field. In addition, through the recruitment of a Chief Information Officer, the agency embarked on a digital transformation journey to better position ASADA to meet future ICT challenges.

ASADA has actively encouraged secondments and resource-sharing arrangements with relevant government departments and law enforcement and regulatory agencies. This has enabled the agency to maintain expertise and share its experience with other agencies, bring experience from other jurisdictions for a new perspective on how it does business, and provide professional development opportunities.

ASADA staff at the opening of the new office (March 2019)ASADA staff at the opening of the new office (March 2019)

Inclusion and Development Initiative

ASADA is committed to reflecting the diversity of the Australian community in its workforce by building an inclusive culture that respects and celebrates differences. Diversity in experiences, backgrounds, skills, talents and views enriches ASADA's working environment and capacity to deliver outcomes for the Australian sporting community.

ASADA recognises the benefits that come from fostering an inclusive environment where people from diverse backgrounds can thrive. ASADA supports staff to feel included regardless of gender, impairment, cultural background, sexual orientation or ethnicity. In addition, the agency is committed to helping staff develop skills and expertise to reach their career goals, thus ensuring ASADA continues to improve its operations and succeed in achieving its Vision of 'Clean, Fair Sport'.

The Inclusion and Development Initiative (IDI) was established during 2018–19 to support organisational change. The initiative aims to establish champions, networks and advisory groups to create an environment where all staff and partners feel supported in their work. In 2018–19, ASADA approved flexible working arrangements for multiple staff to work remotely from its Canberra office.

In 2018–19, the IDI:

  • surveyed staff to gain insights into views on how ASADA supports inclusion and development, and what can be done to improve it, as well as understanding what staff want from their IDI
  • introduced story-telling sessions in recognition of the diverse experiences and perspectives within the working group. Sessions included a faith and celebration talk about Ramadan and personal perspectives based on gender and sexual orientation
  • promoted opportunities to attend forums such as the Women in Sport Summit in Melbourne and International Women’s Day events
  • provided staff with access to memberships of a number of networks and committees, including the International Network of Doping Research, Pharmaceutical Society of Australia, Australian and New Zealand Sports Law Association and Australian Institute of Professional Investigators
  • promoted ASADA as an employer of choice for Indigenous Australians by signing up to the 2020–21 Indigenous Australian Government Development Program.

ASADA staff celebrating International Women's Day (March 2019)ASADA staff celebrating International Women's Day (March 2019)

Director Sports Operations and Engagement, Emma Johnson OLY, shares her experiences with ASADA staff at an IDI storytelling session (June 2019)Director Sports Operations and Engagement, Emma Johnson OLY, shares her experiences with ASADA staff at an IDI storytelling session (June 2019)
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Workforce composition

All Ongoing Employees Current Report Period (2018-19)

Ongoing Employees at 30 June 2019

Male

Female

Indeterminate

Total

Fulltime

Part Time

Total Male

Fulltime

Part Time

Total Female

Fulltime

Part Time

Total Indeterminate

NSW

1

-

1

-

-

-

-

-

-

1

Qld

-

-

-

-

-

-

-

-

-

-

SA

-

-

-

-

-

-

-

-

-

-

Tas

-

-

-

-

-

-

-

-

-

-

Vic

-

-

-

1

-

1

-

-

-

1

WA

-

-

-

-

-

-

-

-

-

-

ACT

25

-

25

24

4

28

-

-

-

53

NT

-

-

-

-

-

-

-

-

-

-

External Territories

-

-

-

-

-

-

-

-

-

-

Overseas

-

-

-

-

-

-

-

-

-

-

Total

26

-

26

25

4

29

-

-

-

55

All Non-Ongoing Employees Current Report Period (2018-19)

Table undefined: Non-ongoing employees at 30 June 2019

Male

Female

Indeterminate

Total

Fulltime

Part Time

Casuals

Total Male

Fulltime

Part Time

Casuals

Total Female

Fulltime

Part Time

Casuals

Total Indeterminate

NSW

-

-

41

41

-

-

29

29

-

-

-

-

70

Qld

-

-

35

35

-

-

33

33

-

-

-

-

68

SA

-

-

10

10

-

-

8

8

-

-

-

-

18

Tas

-

-

11

11

-

-

7

7

-

-

-

-

18

Vic

-

-

28

28

-

-

16

16

-

-

-

-

44

WA

-

-

17

17

-

-

13

13

-

-

-

-

30

ACT

5

-

9

14

7

2

14

23

-

-

-

-

37

NT

-

-

-

-

-

-

-

-

-

-

-

-

-

External Territories

-

-

-

-

-

-

-

-

-

-

-

-

-

Overseas

-

-

-

-

-

-

-

-

-

-

-

-

-

Total

5

-

151

156

7

2

120

129

-

-

-

-

285

Australian Public Service Act Ongoing Employees Current Report Period (2018-19)

Ongoing employees by level and gender at 30 June 2019

Male

Female

Indeterminate

Total

Fulltime

Part Time

Total Male

Fulltime

Part Time

Total Female

Fulltime

Part Time

Total Indeterminate

SES 3

1

-

1

-

-

-

-

-

-

1

SES 2

-

-

-

-

-

-

-

-

-

-

SES 1

2

-

2

-

-

-

-

-

-

2

EL 2

2

-

2

6

-

6

-

-

-

8

EL 1

13

-

13

5

-

5

-

-

-

18

APS 6

4

-

4

10

3

13

-

-

-

17

APS 5

1

-

1

2

1

3

-

-

-

4

APS 4

3

-

3

2

-

2

-

-

-

5

APS 3

-

-

-

-

-

-

-

-

-

-

APS 2

-

-

-

-

-

-

-

-

-

-

APS 1

-

-

-

-

-

-

-

-

-

-

Other

-

-

-

-

-

-

-

-

-

-

Total

26

-

26

25

4

29

-

-

-

55

Australian Public Service Act Non-Ongoing Employees Current Report Period (2018-19)

Non-ongoing employees by level and gender at 30 June 2019

Male

Female

Indeterminate

Total

Fulltime

Part Time

Casuals

Total Male

Fulltime

Part Time

Casuals

Total Female

Fulltime

Part Time

Casuals

Total Indeterminate

SES 3

-

-

-

-

-

-

-

-

-

-

-

-

-

SES 2

-

-

-

-

-

-

-

-

-

-

-

-

-

SES 1

-

-

-

-

-

-

-

-

-

-

-

-

-

EL 2

-

-

-

-

-

-

-

-

-

-

-

-

-

EL 1

-

-

-

-

1

1

-

2

-

-

-

-

2

APS 6

-

-

-

-

3

-

-

3

-

-

-

-

3

APS 5

5

-

-

5

3

-

-

3

-

-

-

-

8

APS 4

-

-

-

-

-

1

-

1

-

-

-

-

1

APS 3

-

-

21

21

-

-

34

34

-

-

-

-

55

APS 2

-

-

-

-

-

-

-

-

-

-

-

-

-

APS 1

-

-

130

130

-

-

86

86

-

-

-

-

216

Other

-

-

-

-

-

-

-

-

-

-

-

-

-

TOTAL

5

-

151

156

7

2

120

129

-

-

-

-

285

Australian Public Service Act Indigenous Employment Current Report Period (2018-19)

Indigenous employees at 30 June 2019

Total

Ongoing

-

Non-Ongoing

-

Casuals

1

Total

1

Australian Public Service Act Employment salary ranges by classification level (Minimum/Maximum) Current Report Period (2018-19)

Salary ranges by classification level at 30 June 2019

Minimum Salary

Maximum Salary

SES 3

$313,475

$313,475

SES 2

-

-

SES 1

$204,000

$244,800

EL 2

$120,208

$161,180

EL 1

$106,331

$115,889

APS 6

$92,547

$101,002

APS 5

$82,315

$89,368

APS 4

$72,972

$80,241

APS 3

$61,581

$70,159

APS 2

$50,484

$59,613

APS 1

$41,667

$47,916

Other

-

-

TOTAL

-

-

Workforce planning

During 2018–19, ASADA continued with its strategic workforce planning to support delivery of a leading anti-doping program while maintaining consistency with government policy on average staffing levels.

Recruitment activity during 2018–19 focused on acquiring capabilities to support ASADA’s future vision, strategy, organisational culture and public posture. This included the development of a range of key capabilities and capacity in key business areas to deliver on the three mutually supportive pillars of:

Three pillars - Engagement and Partnerships; Intelligence; Education and Awareness
In 2018–19, recruitment focused on the areas of:

  • intelligence analysis, including science intelligence
  • data science/analytics
  • outreach and communications, education and training
  • innovation and technology
  • sports engagement/partnerships
  • sports accreditation and compliance
  • testing
  • investigations
  • legal services
  • policy
  • Information Communications Technology, human resources and enabling services.

Learning and development

ASADA is committed to the continued development of its staff.

To build a capable workforce, the agency focuses on utilising different training methods and provides learning opportunities that will address the future challenges that staff in the agency will face. In addition, ASADA implemented secondment opportunities for its staff at other government agencies, as well as approving flexible work arrangements for staff members.

Staff training during 2018–19 focused on key knowledge requirements and organisational priorities, including:

  • communications training for Field Staff
  • giving and receiving feedback for all Canberra office staff
  • how to conduct interview panels
  • job application writing in government
  • information sessions about superannuation and salary packaging
  • project management
  • Tableau training
  • digital forensics training
  • first aid and defibrillator training
  • record keeping training for all staff
  • WHS training for all ASADA staff.

ASADA staff receive training on Tableau software (June 2019)ASADA staff receive training on Tableau software (June 2019)

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Expert presentations

Throughout 2018–19, ASADA staff and their colleagues from the National Integrity of Sport Unit and Sport Australia were given the opportunity to hear from experts across a range of specialist fields, including science, medicine and sport.

AIS Chief Medical Officer, Dr David Hughes, presented to ASADA staff on ‘Integrity risks at the intersection between genetic science and sport’ (October 2018)AIS Chief Medical Officer, Dr David Hughes, presented to ASADA staff on ‘Integrity risks at the intersection between genetic science and sport’ (October 2018)
Michael Milton OAM spoke to ASADA staff about his career in extreme sports (December 2018)Michael Milton OAM spoke to ASADA staff about his career in extreme sports (December 2018)
​​
ASDTL's Dr Catrin Goebel presents to ASADA staff on supplements research and what happens at the lab (January 2019)ASDTL's Dr Catrin Goebel presents to ASADA staff on supplements research and what happens at the lab (January 2019)

Dr Susan White speaks about the issue of hyperandrogenism and transgender athletes in sport (February 2019)Dr Susan White speaks about the issue of hyperandrogenism and transgender athletes in sport (February 2019)

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Employment arrangements

Employment arrangements at 30 June 2019

Classification

Enterprise Agreement

Section 24(1) Determinations

Total

SES

0

2

2

EL2

8

0

8

EL1

18

0

18

APS 1-6

311

0

311

Total

337

2

339

This information excludes the ASADA CEO, whose terms and conditions of employment are set by the Remuneration Tribunal.

Enterprise Agreement

A new enterprise agreement came into effect on 1 February 2018.

The ASADA Enterprise Agreement 2017–20 sets out the terms and conditions of ASADA’s non-SES staff.

Section 24(1) Determinations

In 2018–19, the terms and conditions of employment of the SES employees were set by determination under section 24(1) of the Public Service Act 1999.

Performance pay

Performance pay is not available to ASADA staff. In accordance with the ASADA Enterprise Agreement 2017–20, the Performance and Career Enrichment Scheme enables incremental salary advancements. Employees receiving a rating of fully effective or higher are eligible for incremental salary advancement where they are below the maximum salary range for their classification.

Workplace Health and Safety

Information regarding Workplace Health and Safety is included in the Appendixes.

Commonwealth Disability Strategy

Since 1994, non-corporate Commonwealth entities have reported on their performance as policy adviser, purchaser, employer, regulator and provider under the Commonwealth Disability Strategy. In 2007–08, reporting on the employer role was transferred to the Australian Public Service Commission’s State of the Service reports and the APS Statistical Bulletin. These reports are available at www.apsc.gov.au. From 2010–11, entities have no longer been required to report on these functions.

The Commonwealth Disability Strategy has been overtaken by the National Disability Strategy 2010–2020, which sets out a 10-year national policy framework to improve the lives of people with disability, promote participation and create a more inclusive society. A high-level, two-yearly report will track progress against each of the six outcome areas of the strategy and present a picture of how people with disability are faring. The first of these progress reports was published in 2014 and can be found at www.dss.gov.au.