PDF - 4.73MB - Australian Sports Anti-Doping Authority

CORPORATE GOVERNANCEThe Australian Sports Anti-Doping Authority’s (ASADA) corporate governance arrangements continue to complywith statutory and other external requirements. We strive for sound and accountable financial management and theefficient, effective, economical and ethical use of resources.The main areas of corporate governance practices are:> management structure — senior management responsibilities, organisational structure and senior committeesoperating with suitable terms of reference, appropriate controls and appropriate monitoring of activityand performance.> management environment — a coherent corporate planning framework, aligning vision, strategies, planningprocesses and performance measures to meet clearly articulated goals. This is enhanced through leadershipprotocols, investing in people, a learning environment and workforce planning.> consistency and compliance — management and staff adhere to the Australian Public Service (APS) Valuesand Code of Conduct when undertaking their duties and functions. This is underpinned by the ongoingdevelopment and maintenance of policies and systems, including the review and redevelopment of ChiefExecutive Instructions and financial rules that provide guidance on policies, procedures and behaviours.> monitoring and reporting — a focus on efficient and effective business and financial performance, achievedthrough regular reporting against key performance indicators and the ongoing evaluation and review ofprograms and performance.Corporate and operational planningDuring 2012–13 we continued to follow the goals and strategies set out in ASADA’s Strategic Plan 2011–14.The goals and strategies are designed to achieve our objectives and our purpose of protecting Australia’s sportingintegrity through the elimination of doping.The strategic plan identifies five organisational goals:> leadership in anti-doping program delivery> engaged, motivated, ethical and skilled people> productive stakeholder relationships> international engagement and influence> robust corporate governance and financial sustainability.Each goal has a series of associated strategies and expected performance outcomes. Our general businessplanning is augmented by functional strategic plans, such as the education plan and test distribution plan.Organisational structure and senior executive arrangementsUnder the Financial Management and Accountability Act 1997 (the FMA Act) and the Public Service Act 1999,the ASADA CEO is accountable for ASADA’s management and strategic leadership.In turn, each Senior Executive General Manager is accountable for their own group’s management and strategicleadership and each business unit Director is accountable for their workgroup management and strategic leadership.During 2012–13, ASADA operated with two groups:> the Anti-Doping Programs and Legal Services group is responsible for the design and delivery of a range ofanti-doping programs and activities, including testing and investigations, management of cases of possibleanti-doping rule violations and the presentation of these cases to relevant tribunals> the Operations group is responsible for education, communications, athlete services, stakeholder relationshipsand finance, as well as providing the key support elements necessary to ensure the effective, efficient, ethicaland accountable delivery of ASADA’s outcome.56