This discussion paper confronts those issues that members feel require
addressing as a matter of urgency to ensure the future development of the sport.
1. That the members of ANDRA reform the strategies for control
of the administrative body of the sport.
2. That those elected representatives on the National Control
Council be held answerable for their actions and decisions to their constituents.
3. That promoters be fettered by a set of mandatory requirements
similar to those of competitors.
To many this may seem to be a defiant move; but in hindsight it should
have been done a long time ago.
Many people will sit and complain but never seek to do anything, always
waiting for someone else to do something.
The time for sitting on our backsides is over, and it is time that we
all take stock of ourselves and ask where we want to be in five years time.
The issues addressed in this discussion paper will go a long way to
ensuring the current stalemate does not reoccur to impede the development of
drag racing in Australia.
To effect the changes required would require changes to the ANDRA
Constitution which can only be done at the NCC level, so your support at the
Divisional Level is requested.
2. Tenure of ANDRA National Officials
2.1 Employment tenures
At present the position of Chief Executive Officer is maintained on a
professional basis, the appointment and terms of contract being dependent upon
negotiation between the NCC and the incumbent.
It is proposed that this be altered to a fixed term contract of two years
with a two year option (suggestion only) dependent upon the satisfactory
performance of duties as indicated by appropriate performance planning and
review standards which require implementation.
Following the satisfactory completion of the term the applicant will
be required to reapply for the position in accordance with appropriate recruitment,
selection and training policies that need to be adopted.
The financial terms of any employment contract would be negotiable with
the NCC and would be open to public scrutiny.
It is believed that this concept will give sufficient security of tenure
of office to the applicants with a guarantee of performance to the Association.
This concept should be adopted for all employees of the Association.
2.2 Performance evaluation and review
These processes are now common place in both government and public sectors
in a bid to ensure optimal performance of employees.
There are a number of processes to utilize for varying levels from base
grade employees to the executive level.
The evaluations can be done at a supervisor level on an internal basis
or contracted out to professional personnel consultants experienced in these
processes.
All reports would remain confidential between the assessor, the supervisor
and the staff member with recommendations made forming the basis of employment
perpetuation.
3. Composition of the National Control Council
3.1 Removal of voting rights of ADRPA delegates on the NCC
The constitution of ANDRA defines the principal objects of the Association
as:
- The co-ordination and administrative control of all facets
of drag racing in Australia and to instigate and enforce all rules needed to
attain this end.
- To encourage and assist any organizer in the progressive and
honest promotion of drag racing.
- To protect the sport and its participants from harmful exploitation
and unfair or dishonest promotion.
- To encourage and assist activity designed to foster a good
relationship between the public and the sport and to increase the knowledge
and acceptance of drag racing to the public.
The Constitution also allows for representatives of the ADRPA an entitlement
to be present at all NCC meetings on the basis of one representative for each
two Divisional Directors. Such representatives being entitled to vote on any
matter.
It has been said that ANDRA and drag racing is the only motor sport
where such a relationship exists. To the purists this would seem a perfect
relationship.
However, if you take into consideration that all members of the ADRPA
have vested financial interests in the sport of drag racing and have considerable
financial gains to be made from the success of the sport there appears to be
a conflict of interests when decisions are made on future developments or to
uphold a number of the Association's objectives.
Now more than ever people are becoming aware of such conflicts of interests
in both the political and business world and are demanding the removal of such
conflicts to ensure that equitable decisions are being made on a merit basis,
not for financial gains.
4 Removing the Veil of Secrecy Surrounding the National Control Council
4.1 Open accountability of the NCC to the members of ANDRA
The operations of the NCC were recently described by the editor of
DRAGSTER magazione as being on another planet (not an exact quote, Ed.), which,
unfortunately is the perception of many of the Association's members.
The fact is, that only those previously involved in NCC positions have
any idea of the operational procedures. It is no wonder that very few people
have any interest in the administration of the sport; a fact demonstrated by
the poor voting statistics for Divisional Directors (as low as 23 percent).
The secrecy that surrounds the NCC can only be attributed to an attempt
to cover up the inability of the Executive to control the direction of the
Association. In the past, members of the NCC were outcast when they tried to
speak out and relay appropriate information to other Divisional Councils about
the issues that affected that Division.
The role of the Divisional Director is to represent the members of the
Division, not to play god and make their own decisions or be intimidated by
others. This is still a democratic society and the members have a right to know
how their delegate is performing.
It has been demonstrated that past delegates not performing satisfactorily
have been removed by their members expeditiously because they have not voted
as their Division directed, unfortunately not before major decisions were
finalized.
There are always issues that require confidentiality, e.g. those relating
to personal or financial matters; but matters that relate to policy or operational
procedures are not exempt from public scrutiny.
4.2 Availability of the results of votes made by the NCC
To ensure that public scrutiny is maintained it is proposed that all
decisions made by the NCC relating to non-confidential issues be appropriately
recorded as to the individual Directors' votes and the total for and against
vote instead of the obligatory "passed/not passed" which is no longer acceptable.
It is also proposed that the content of the discussion at NCC meetings
be better recorded to cover the arguments for and against proposals. This would
allow members to understand why sometimes Directors will alter their vote after
negotiations have been made on the initial proposals which would be acceptable
to all parties.
After all, no one is there to be obstructive, only to ensure that decisions
made are equitable to all parties.
5. Establishment of an Effective Mandatory Track Grading System
that Reflects the Requirements of Events at Contrasting Levels
5.1 Current status
The current track grading system has not kept up to the times and is
totally inadequate.
The primary difference between various levels of sanction relates to the
number of pit bays available. There is no mention of equipment requirements,
safety standards or level of trained personnel required, especially from the
regional to international level.
The competitors are bound by a set of mandatory rules that would exclude
them from competition should they fail to meet the requirements.
Similarly, promoters should be required to meet a mandatory set of rules
before a sanction of the appropriate level is issued. At present the promoters
have only guidelines which apart from being outdated, are not enforceable.
5.2 Draft proposal
The following proposal is circulated for consideration before being
presented to the NCC for consideration.
Temporary Sanction:
Current requirements adequate.
Performance restrictions to be decided on an individual basis.
Regional Sanction:
Pit Space: Current numbers appropriate.
Timing equipment: Minimum three-amber tree with pre-stage
and stage lights. Timing equipment to record ET and MPH with reaction timers
recommended.
Safety equipment: Appropriate fire extinguishers available
at key points.
Weighing equipment: Minimum two wheel, drive-on scales
(manual type acceptable).
Performance restrictions: 8.00 sec/170 mph.
National Sanction:
Pit Space: Current numbers appropriate.
Timing equipment: Minimum three-amber tree with pre-stage
and stage lights. Timing equipment to record ET, MPH, reaction times and progressive
timers, e.g. 60 ft. mandatory. Digital display boards for handicaps mandatory.
Safety equipment: Appropriate fire extinguishers available
at key points. Mobile fire tender vehicle, suitably equipped with water/foam
tender as well as appropriate extinguishers.
Weighing equipment: Minimum four wheel, drive-on scales
with digital readouts.
International Sanction:
Pit Space: Current numbers appropriate.
Timing equipment: Minimum three-amber tree with pre-stage
and stage lights. Timing equipment to record ET, MPH, reaction times and progressive
timers, e.g. 60 ft. mandatory. Digital display boards for handicaps mandatory.
Digital display boards with win/lose and ET/MPH results for public display
mandatory.
Safety equipment: Appropriate fire extinguishers available
at key points. Two mobile fire tender vehicles, suitably equipped with water/foam
tenders as well as appropriate extinguishers.
Weighing equipment: Minimum four wheel, drive-on scales
with digital readouts.
Staff at each level must be trained in the appropriate use of safety
equipment pertaining to the probable scenarios that may arise under the relevant
state workplace health and safety requirments.
All safety equipment is to be maintained to a high standard in compliance
with relevant state workplace health and safety requirements.
