WESTERN AUSTRALIAN INDUSTRIAL RELATIONS COMMISSION. Industrial Relations Act 1979. The Civil Service Association of Western Australia Incorporated and Kings Park Board. No. PSA AG 133 of 1996. Kings Park and Botanic Garden Enterprise Bargaining Agreement. PUBLIC SERVICE ARBITRATOR P E SCOTT. 4 October 1996. Order. HAVING heard Ms M In de Braekt on behalf of the Applicant and Mr R Tidmarsh on behalf of the Respondent and by con- sent, the Commission, pursuant to the powers conferred on it under the Industrial Relations Act, 1979, hereby orders: THAT the Kings Park and Botanic Garden Enterprise Bargaining Agreement be registered on the 27th day of August, 1996. (Sgd.) P.E. SCOTT, [L.S] Commissioner. Schedule. Table of Contents 1. Scope 1a Title 2. Parties Bound 3. Duration 4. No Further Claims 5. Relationship to Awards 6. Single Bargaining Unit 7. Corporate Direction 8. Values of the Agency 9. Principles of this Agreement 10. Specific Objectives of the Agreement 11. Salaries and Wages 12. Conditions of Service 13. Past Productivity 14. Productivity Improvements and Measurement 15. Dress and Uniforms 16. Building Work Teams 17. Safety in the Workplace 18. A Multi Skilled Capable Workforce 19. Signature of the Parties 20. Appendix A—Flexible Working Hours 21. Appendix B—Dispute Resolution Procedure 22. Appendix C—Future Productivity 23. Appendix D—Pay Rates 1.—SCOPE This agreement shall apply to Kings Park and Botanic Gar- den & its employees who are members of or eligible to be members of the Civil Service Association of Western Aus- tralia Incorporated. The Agreement shall apply up to 33 em- ployees. 1A.—TITLE This agreement shall be known as the Kings Park and Bo- tanic Garden Enterprise Bargaining Agreement. 2.—PARTIES BOUND The parties to this agreement are Kings Park Board and the Civil Service Association of Western Australia. Each party to this agreement expressly accepts that its terms and conditions bind them for the duration of the agreement. 3.—DURATION This Agreement shall commence upon registration and re- main in force until expiry on 30 June 1997. Negotiations between the employer and employees for re- newal of the Agreement, or for the formulation of a new Agree- ment, shall commence no later than six months prior to the expiry date of this Agreement. The employer and employees agree the salaries, wages, al- lowances and conditions resulting from this Agreement shall continue to apply until a further Agreement is registered. 4.—NO FURTHER CLAIMS The employer and employees undertake that for the dura- tion of this Agreement there shall be no further salary increases, or other improvements and conditions, sought or granted, ex- cept as provided for in this Agreement. 5.—RELATIONSHIP TO AWARDS The employer and employees recognise the relevant parent awards covering Kings Park Board employees as being • Government Officers Salaries Allowances and Con- ditions Award 1989 No PSA A3 of 1989. This Agreement shall be read in conjunction with the exist- ing award that applies to the parties bound to this Agreement. The existing award will apply where this Agreement is silent. In the case of any inconsistencies between the provisions of the Award and the provisions of this Agreement, this Agree- ment shall prevail to the extent of the inconsistencies. 6.—SINGLE BARGAINING UNIT This Agreement has been negotiated between the employer and a Single Bargaining Unit comprising employees of the Kings Park Board who have not signed a Workplace Agree- ment. Each Association / Union has participated or has chosen to secure representation in the negotiations leading to this Agree- ment. 7.—CORPORATE DIRECTION Mission of Kings Park and Botanic Gardens and Bold Re- gional Park Our purpose is to conserve and enhance Kings Park, Bold Regional Park and the State’s Botanic Gardens for the com- munity. WESTERN AUSTRALIAN INDUSTRIAL GAZETTE 4191 76 W.A.I.G. In doing so, the agency aims within ten years to create and provide world class facilities and services. In order to achieve the mission our goals are focused on recreation and Tourism, and Horticulture and Conservation. They specifically aim: • To conserve, enhance and promote recreational and tourist resources and cultural heritage for visitor en- joyment, and • To enhance and promote horticulture, conservation and an understanding of Western Australian and other flora for the community. 8.—VALUES OF THE AGENCY A Statement of Values, divided into external values and in- ternal ground rules, has been prepared and endorsed by staff and management. Kings Park and Botanic Garden aims: • To have a strong visitor focus • To be responsive to client and stakeholder require- ments • To commit to forging strategic alliances • To provide a continuous improvement approach to service delivery • To ensure an environmentally responsible approach to management. In day to day operations the workforce seeks to achieve the following standards: • To strive for excellence • To respect the knowledge and experiences each per- son brings to the task • To listen to other people’s point of view • To act with honesty, fairness and integrity • To trust, support and co-operate with each other • To communicate feelings openly and directly • To question the way things are done • To give recognition where it is due Staff are encouraged to challenge colleagues when these values are overlooked in work interactions. 9.—PRINCIPLES OF THIS AGREEMENT To achieve the aims of the Agreement the following princi- ples will govern the relationship between the parties: • negotiations will consider a broad agenda of initia- tives designed to increase efficiency, productivity and flexibility within Kings Park and Botanic Garden • the parties are committed to creating a safer workplace and a more viable, customer focused and competitive agency • it is the duty of all parties to promote the develop- ment of trust and motivation within the agency. 10.—SPECIFIC OBJECTIVES OF THE AGREEMENT The specific outcomes of the Agreement are to: • detail specific measures to improve the productiv- ity, efficiency, cost effectiveness and flexibility of Kings Park and Botanic Garden; • eliminate work practices which inhibit efficiency and flexibility; • broaden the training and career progression oppor- tunities for all employees; • encourage and facilitate teamwork and team perform- ance with the ultimate objective of achieving self managed work teams with effective leadership at all levels • gain employer and employee endorsement and com- mitment for the implementation of the productivity measures contained in the Agreement; • improve the quality of working life for Kings Park and Botanic Garden employees. 11.—SALARIES AND WAGES 11.1.1 It is proposed that there will be three pay increases during the term of this Agreement, these being: • An initial $21.16 per week increase from date of reg- istration; • A second pay increase of 3% on 1 July 1996; and • A third pay increase of 3% on 1 January 1997. 11.1.2 The first pay increases is in recognition of: • past productivity improvements; and • immediate implementation of changes to conditions of employment as agreed in this Agreement. 11.1.3 The second and third pay increases will be made hav- ing regard for: • the continued commitment of the parties to the ob- jectives of the Agreement and the implementation of the initiatives and reforms included within it; • whether the reforms agreed have been implemented or whether they are in the process of being imple- mented; and • whether budget targets included in the Agreement as a measure of increased productivity, efficiency or effectiveness have been met. Approval from the Cabinet Subcommittee on Labour Rela- tions is required prior to payment of the second and third pay increase. The Cabinet Subcommittee on Labour Relations will make their decision based upon the extent to which the future productivity initiatives detailed in Appendix C were achieved. 11.1.4 The proposed pay rates applicable from the appro- priate effective date as per the above conditions are detailed at Appendix A of this Agreement. 12.—CONDITIONS OF SERVICE 12.1 Sick Leave 12.1.1 In the event of personal illness or injury, an employee may utilise sick leave benefits. No sick leave shall be granted with pay if the illness or injury has been caused in any case of absence from duty without sufficient cause. 12.1.2 Employees must notify their Team Leader/immedi- ate supervisor, as soon as practicable, of their inability to at- tend work for any reason and the estimated duration of the absence. 12.1.3 Upon return to work after a period of sick leave an employee is required to complete an Application for Leave form. 12.1.4 The basis for determining the entitlement to leave of absence on the grounds of illness which an officer may be granted shall be ascertained by crediting the officer concerned with the following sick leave credits, which shall be cumula- tive: i) Employees will be credited with 12 full days as at 1 January each year. ii) Employees commencing employment after 1 Janu- ary of any year will receive an initial credit on a pro rata basis calculated to the nearest hour as follows: Number of completed months 1 2 3 4 5 6 7 8 9 10 11 12 sick leave credits 1 2 3 4 5 6 7 8 9 10 11 12 12.1.5 For the purposes of this clause “service” shall not include: i) any period exceeding 14 calendar days during which an officer is absent on leave without pay. In the case of leave without pay which exceeds 14 calendar days, the entire period of such leave without pay is ex- cised in full; ii) any period which exceeds six months in one con- tinuous period during which an officer is absent on workers’ compensation. Provided that only that por- tion of such continuous absence which exceeds six months shall not count as “service”; 12.1.6 Any period which exceeds three months in one con- tinuous period during which an officer is absent on sick leave without pay. WESTERN AUSTRALIAN INDUSTRIAL GAZETTE 76 W.A.I.G. 4192 12.1.7 Provided that only that portion of such continuous absence which exceeds three months shall not count as “serv- ice”. In the case of personal illness or injury of an officer the employer shall grant the officer leave of absence in accord- ance with the provisions contained in this clause. 12.1.8 Any application for sick leave of more than two con- secutive working days must be supported by the certificate of a registered medical practitioner or, when the nature of the illness consists of a dental condition by the certificate of a registered dentist. 12.1.9 An employee may not take more than a total of 5 days of sick leave which is not supported by a medical certifi- cate in any one calendar year. 12.1.10 Where the employer has occasion to doubt the cause of illness or the reason for the absence on sick leave the em- ployer may arrange for a registered medical practitioner to visit and examine the officer or may direct the officer to at- tend the registered medical practitioner for examination. 12.1.11 If the employer has reason to believe that an officer is in such a state of health as to render him a danger to fellow officers or the public, the employer may require the officer to obtain and furnish a report as to the officer’s condition from a registered medical practitioner or may require the officer to submit him/herself for examination by a medical practitioner nominated by the employer. The fee for any such examination shall be paid by the employer. Upon receipt of the medical report, the employer may direct the officer to be absent from duty for a specified period or, if already on leave of absence, direct the officer to continue on leave for a specified period. Such leave shall be regarded as sick leave. 12.1.12 Where an officer is ill during the period of annual leave for a period of at least seven consecutive calendar days; or long service leave for a period of at least 14 consecutive calendar days and produces at the time or as soon as possible thereafter medical evidence satisfactory to the employer that the officer is or was as a result of the illness confined to the officer’s place of residence or a hospital, the employee will be granted sick leave for the period during which the officer was so confined and have the annual or long service leave equiva- lent to the period of confinement reinstated. 12.1.13 An officer who is absent on leave without pay is not eligible for sick leave during the currency of that leave with- out pay. 12.1.14 Where an officer suffers a disability within the mean- ing of Section 5 of the Workers’ Compensation and Assist- ance Act 1981 which necessitates that the officer be absent from duty, sick leave with pay shall be granted to the extent of sick leave credits held by the officer. In accordance with sec- tion 80(2) of the Workers’ Compensation and Assistance Act 1981 where the claim for Workers’ Compensation is decided in favour of the officer sick leave credits are to be reinstated. 12.1.15 Where an officer was, immediately prior to being employed in the public authority, employed in the service of the public service of Western Australia or any other State body of Western Australia and the period between the date when the officer ceased previous employment and the date of com- mencing employment in the public authority does not exceed one week or such other period as approved by the employer, the employer may credit that officer additional sick leave credits up to those held at the date the officer ceased previous em- ployment. 12.2 Carer’s Leave 12.2.1 The employer shall grant an employee carer’s leave in the case of: • illness or injury of a partner or dependent child of an employee; or • illness or injury of a parent or aged family member of an employee. 12.2.2 In each calendar year, carer’s leave may be used by an employee to care for a sick family member as provided for in this clause. Carer’s leave is not cumulative for the purpose of caring for a sick family member. The maximum leave which can be used each year for this purpose is: • 2½ days from the current year entitlement. • 5 days accrued from previous years of service with the employer which are not employee entitlements from the current year. 12.2.3 An application for carer’s leave exceeding two con- secutive working days shall be supported by the certificate of a registered medical practitioner, registered dental practitioner, or other health practitioner as approved by the employer. 12.2.4 Where a medical certificate is required in accord- ance with this clause, the certificate must: • be on the normal letterhead stationery of the regis- tered medical practitioner, registered dental practi- tioner or other health practitioner as approved by the employer, and be signed by that practitioner or authorised representative. • include the name of the employee to whom it is is- sued. • indicate the period during which the employee or family member, is or was unfit to perform the em- ployee’s normal duties. 12.2.5 Employee’s are required to notify their Team Leader/ immediate supervisor, as soon as practicable, of their inability to attend work due to a sick family member. 12.3 Bereavement Leave 12.3.1 Employees will be entitled to two paid days bereave- ment leave to be taken when a family member dies. Family members include a spouse, defacto spouse, child or step child, parent or step parent or someone who immediately before that persons death lived with the employee as a member of that persons family or any other family member as approved by the Director (Chief Executive Officer). 12.3.2 Nothing prevents the granting of accrued annual or long service leave to an employee should additional leave be requested. If such leave is not available, the Director (Chief Executive Officer) or delegated officer may approve the use of sick leave entitlements. 12.3.3 (Note The provision of Short Leave for salaried staff will not be available during the life of this agreement). 12.4 Annual Leave 12.4.1 Each officer is entitled to four weeks’ leave on full pay for each year of service. Annual leave shall be calculated on a calendar year basis commencing on January 1 in each year. 12.4.2 An officer may take annual leave during the calendar year in which it accrues, but the time during which the leave may be taken is subject to the approval of the employer. 12.4.3 An officer who is first appointed after January 1 is entitled to pro-rata annual leave for that year in accordance with the formula outlined below. 12.4.4 Pro-rata annual leave shall be calculated according to the following formula— Completed calendar months of service: 1 2 3 4 5 6 7 8 9 10 11 Pro rata annual leave (working days): 2 3 5 7 8 10 12 13 15 17 18 12.4.5 Provided that in the first and last months of an offic- er’s service the officer is entitled to pro rata annual leave of one working day for each two completed weeks of service. 12.4.6 An officer who commences on the first working day of a month and works for the remainder of the month and an officer who has worked throughout a month and terminates on the last working day of a month shall be regarded as hav- ing completed that calendar month of service. 12.4.7 Annual leave shall be taken in one period unless oth- erwise approved by the employer. 12.4.8 On written application, an officer shall be paid sal- ary in advance when proceeding on annual leave. 12.4.9 An employee should normally take annual leave dur- ing the calendar year in which it accrues, but the time during which the leave may be taken is subject to the approval of the employer. 12.4.10 An officer who, during an accrual period was sub- ject to variations in ordinary working hours or whose ordi- nary working hours during the accrual period are less than the WESTERN AUSTRALIAN INDUSTRIAL GAZETTE 4193 76 W.A.I.G. officer’s ordinary working hours at the time of commence- ment of annual leave, may elect to take a lesser period of an- nual leave calculated by converting the average ordinary working hours during the accrual period to the equivalent or- dinary hours at the time of commencement of annual leave. 12.4.11 An employee who ceases duty will be paid any un- used accrued or pro rata annual leave. The provisions of this paragraph shall also apply to an officer who is dismissed un- less the misconduct for which the officer has been dismissed occurred prior to the completion of the qualifying period; and i) An officer who has been permitted to proceed on annual recreation leave and who ceases duty before completing the required continuous service to ac- crue the leave must refund the value of the unearned pro rata portion calculated at the rate of salary as at the date the leave was taken, but no refund is re- quired in the event of the death of an officer. ii) When computing the annual leave due under this clause, no deduction shall be made from such leave in respect of the period an officer is on annual leave, observing a public holiday prescribed by this award, absence through sickness with or without pay. 12.4.12 For the purposes of this clause “service” shall not include: i) any period exceeding 14 calendar days during which an officer is absent on leave without pay. In the case of leave without pay which exceeds 14 calendar days, the entire period of such leave without pay is ex- cised in full; ii) any period which exceeds six months in one con- tinuous period during which an officer is absent on workers’ compensation. Provided that only that por- tion of such continuous absence which exceeds six months shall not count as “service”; and iii) any period which exceeds three months in one con- tinuous period during which an officer is absent on sick leave without pay. Provided that only that por- tion of such continuous absence which exceeds three months shall not count as “service”. 12.4.13 Notwithstanding the foregoing, the employer may direct an officer to take annual leave and determine the date which such leave shall commence provided that at least four weeks notice is given. 12.5 Annual Leave Loading 12.5.1 A loading equivalent to 17 1/2 % of normal salary is payable to officers who proceed on annual leave, including accumulated annual leave, ie existing entitlements prevail. 12.6 Long Service Leave 12.6.1 Notwithstanding the provisions of this clause, an employee who immediately prior to the registration of the Agreement, was entitled to long service leave applicable to government wages employees and employees covered under the provisions of the GOSAC Award 1992 will continue to accrue entitlements to long service leave in accordance with the conditions applying to such an employee prior to the reg- istration of this Agreement (ie existing entitlement date will not change). 12.6.2 Subject to subclause 11.5.3 employee’s who com- mence with Kings Park and Botanic Garden after the com- mencement of this agreement will be entitled to 13 weeks long service leave: • after 10 years continuous service, and • after each further period of 7 years continuous serv- ice. 12.6.3 For the purposes of this clause “continuous service” shall not include: i) any period exceeding 14 calendar days during which an officer is absent on leave without pay. In the case of leave without pay which exceeds 14 calendar days, the entire period of such leave without pay is ex- cised in full; ii) any period which exceeds six months in one con- tinuous period during which an officer is absent on workers’ compensation. Provided that only that portion of such continuous absence which exceeds six months shall not count as “service”; iii) any period which exceeds three months in one con- tinuous period during which an officer is absent on sick leave without pay. Provided that only that por- tion of such continuous absence which exceeds three months shall not count as “service”; or iv) any period where an employee is taking long service leave nor any period that was taken into account in calculating a payment in lieu of long service leave. 12.6.4 Any public holiday prescribed in Clause 12.14 of this agreement which occurs during the period an officer is on long service leave shall be treated as part of the long service leave and extra days in lieu thereof shall not be granted. 12.6.5 Long service leave shall be taken within three years of it becoming due, at a mutually agreed time, provided that the employer may approve the deferment of long service leave. 12.6.6 Approval to defer the taking of long service leave may be withdrawn or varied at any time by the employer giv- ing the officer notice in writing of the withdrawal or varia- tion. 12.6.7 Long Service Leave may be taken in multiples of weekly periods subject to the following: • clearance of long service leave shall not be less than one weeks’ entitlement. • portions of long service leave of more than one week shall be taken by the Employee in multiples of weekly entitlements. • a minimum balance of long service leave of one week on full pay shall remain available. 12.6.8 An Employee can apply to the Director (Chief Ex- ecutive Officer) to take double time at half pay subject to the following: • the full entitlement of 13 weeks must be taken (ie converts to 26 weeks half pay). However, applica- tions to convert lesser amounts of leave will be con- sidered where special circumstances exist; and • financial capacity of the agency to fund the payment. 12.6.9 Prior to accruing the first Long Service Leave enti- tlement an employee may take pro rata long service leave at the following intervals: • after the completion of 7 years’ continuous service, employees shall be entitled to take a further 9 weeks leave • after the completion of 10 years’ continuous serv- ice, employees shall be entitled to take a further 4 weeks leave 12.6.10 Where an officer resigns payment for pro rata long service leave will be made based on clause 12.6.9. Payment will be based on completed years of continuous service. An officer who is dismissed will be paid any accrued long service leave. 12.7 Payout of Leave 12.7.1 If the Employee applies to receive payments rather than taking periods of accrued annual or long service leave rather than taking periods of accrued annual leave or long service leave such application may be approved by the Direc- tor (Chief Executive Officer) subject to the following: • 10 days annual or long service leave (depending upon which type of leave the application for payment ap- plies) must be taken in a calendar year for any appli- cation to be approved. • payment in lieu of leave will not exceed the equiva- lent of 4 weeks annual leave and 13 weeks long serv- ice leave in any one calendar year. However, applications to have greater amounts of leave paid out will be considered where special circumstances exist. • financial capacity of the agency to fund the payment; and 12.7.2 The payment will be at the salary rate which would have been paid if the leave had been taken at the date of ap- proval. WESTERN AUSTRALIAN INDUSTRIAL GAZETTE 76 W.A.I.G. 4194 12.8 Contract of Service Probation Period 12.8.1 Every new employee appointed to Kings Park and Botanic Garden, unless transferred from another WA public sector agency, shall be on probation for a period of three months, unless otherwise determined by the Director (Chief Executive Officer). 12.8.2 As part of the Induction process the employer will provide the employee in writing a clear statement of agreed outcomes to be achieved during the probationary period. This process will involve the new employee and their immediate supervisor undertaking the first stage of the agency’s perform- ance management (PEAT) cycle during which both parties will actively contribute to setting the agreed outcomes which are to be achieved by the end of the probation period. Any train- ing and development requirements which may be required to assist the employee achieve the agreed outcomes will be pro- vided by the employer. 12.8.3 At any time during the period of probation the Direc- tor (Chief Executive Officer) may annul the appointment and terminate the services of the employee by giving one weeks notice or payment in lieu thereof. 12.8.4 Prior to the expiry of the probation period, the Di- rector (Chief Executive Officer) shall have a report completed in respect to the employee’s level of performance, efficiency, conduct and: • confirm the permanent appointment, or • extend the probation by up to three months, to a maximum period of probation of six months, or. • annul the appointment. 12.9 Fixed Term Contracts 12.9.1 The Director (Chief Executive Officer) may engage employees on a fixed term contract of up to five years’ dura- tion. Such appointments can be made to cover for employees who may be on extended leave without pay eg maternity leave; or where specialist skills are required for short term works, etc. The use of fixed term appointments will not be used to replace permanent positions. 12.10 Termination of Employment 12.10.1 The Director (Chief Executive Officer) may sum- marily dismiss an officer deemed guilty of gross misconduct or neglect of duty and the officer shall not be entitled to any notice or payment in lieu of notice. 12.10.2 The periods of notice that Kings Park and Botanic Garden will be required to give to an employee whose serv- ices are no longer required, and for an employee to give the employer notice of their intention to resign are as follows: Employee’s period of continuous Period of Notice service with Kings Park and Botanic Garden Not more than one year At least 1 week More than 1 year but not more than 3 years At least 2 weeks More than 3 years but not more than 5 years At least 3 weeks More than 5 years At least 4 weeks Except that an employee over 45 and more than 5 years service will be entitled to an extra week’s notice 12.10.3 Where payment in lieu of notice is given the em- ployee shall be paid the amount the employee would have received had the employment continued until the end of the required termination notice period. 12.10.4 The period of notice required to be given by the employer may be waived if agreed by the parties. 12.10.5 Prior to an employee’s termination of service the employee can request a Certificate of Service from Kings Park and Botanic Garden containing information as to the period of service and the nature of duties performed by the employee. No certificate will be issued to an employee summarily dis- missed. 12.10.6 When an employee resigns the following payments will be made: • normal salary/wage to date of termination; • accrued annual leave, plus a loading of 17.5% of normal salary/wage rate (if not already paid), but not to exceed the maximum loading figure; • pro rata annual leave, no loading is payable; and • accrued long service leave (including pro rata pay- ment as per clause 12.6.9. 12.10.7 When an employee is dismissed for gross miscon- duct or negligence and has served less than 12 months con- tinuous service, no pro rata annual leave is payable. 12.11 Retirement 12.11.1 An employee who attains the age of 55 years shall be entitled to retire from Kings Park and Botanic Garden. 12.11.2 When an employee retires the following payments will be made: • normal salary/wage to date of retirement; • accrued annual leave, plus a loading of 17.5% of normal salary/wage rate (if not already paid), but not to exceed the maximum loading figure; • pro rata annual leave, plus loading (if not already paid); • accrued long service leave; and • pro rata long service leave. 12.11.3 In the case of a deceased employee, the above pro- visions shall apply, with payment made to the estate of the deceased employee. 12.12 Casual Employment 12.12.1 An employee may be appointed by the hour and paid a loading of 20% in addition to the normal hourly rate for their classification in lieu of annual leave, leave loading, sick leave and payment for public holidays. 12.12.2 The employment of a casual employee may be ter- minated at any time, and for any reason, by the employee or employer giving one hour’s notice. 12.13 Public Holidays 12.13.1 The following days shall be paid public holidays: New Year’s Day; Australia Day; Good Friday; Easter Monday; Christmas Day; Boxing Day; Anzac Day; Sov- ereign’s Birthday; Foundation Day; Labour Day. 12.13.2 Those employees currently entitled to the Public Service holidays at New Year and Easter, and any days substi- tuted for them, will continue to be allowed. However, the days shall be taken at a time convenient to both parties during the calendar year they fall due and shall not be cumulative. 12.13.3 When any of the days mentioned in this clause falls on a Saturday or Sunday, the holiday will be observed on the next succeeding Monday. 12.13.4 When Boxing Day falls on a Sunday or Monday, the holiday will be observed on the next Tuesday. 12.13.5 In each case the substituted day will be a holiday without deduction of pay and the day for which it is substi- tuted shall not be a holiday. 12.13.6 By Agreement between the parties an employee may substitute any of the above days in order to celebrate signifi- cant events according to their cultural and/or religious beliefs. In each case the substituted day will be a holiday without de- duction of pay and the day for which it is substituted shall not be a holiday. 12.14 Hours of Duty 12.14.1 Appendix A “Flexible Working Hours” forms part of the Agreement and should be read in conjunction with this clause. In recognising the needs of employees and operational re- quirements this agreement provides two options to maximise flexibility in working hours. The standard hours framework establishes a flexible ap- proach in determining hours to be worked so as to take into account the needs of the agency, employees and visitors. These arrangements provides for an average working week to be 38 hours calculated over a period of 4 weeks. This means that hours may change from one week to the next depending upon operational requirements. Any hours over 152 hours up to a limit of 10 hours, count as credit hours. This does not include WESTERN AUSTRALIAN INDUSTRIAL GAZETTE 4195 76 W.A.I.G. overtime which will be paid if an employee is required to work more than 11 hours in any one day. The annualised hours framework provides for an average working week to be 38 hours calculated over a 52 week pe- riod. This means that hours may change from one week to the next depending upon operational requirements and allows for seasonal fluctuations. It allows for credit hours to be built up during peak periods so that they can be utilised during the low season. The parties to the agreement will actively participate in a comprehensive review of working hours to ensure that full recognition of the requirements of the agency to be respon- sive to visitor needs over seven days each week and to further improve productivity. This review will also include examina- tion of the staffing requirements and functions performed of the current weekend fire roster system. This review will be completed by 1 November 1996. 12.14.2 The ordinary hours of duty to be observed by em- ployees may be up to 11 hours per day, Monday to Friday between the hours of 6.00am and 6.00pm. 12.14.3 Hours worked will be reached by agreement be- tween the employee and their supervisor/manager, based on the work program of the team. Work team rosters are to en- sure that sufficient employees to meet visitor needs are avail- able between 8.30am and 5.00pm Monday to Friday. The start and finishing times for employees will be flexible and respon- sive to visitor needs and the operational requirements of the agency. 12.14.4 All officers will be required to record the hours worked on a time sheet. 12.15 Overtime 12.15.1 Work required to be performed by Kings Park and Botanic Garden outside the ordinary hours as outlined above will be treated as overtime. 12.15.2 An employee will work reasonable overtime when required and authorised by Kings Park and Botanic Garden. 12.15.3 Payment of overtime, at rates set out within the award, by mutual agreement will be in either of the following ways: • the employee’s accrued hours of overtime can be credited as Time in Lieu; or • overtime may be paid at the specified penalty rate; or • any combination of the above. 12.15.4 The payment of overtime or the granting of deduc- tion of prescribed hours will not apply to an employee whose maximum rate of pay exceeds the maximum rate for Level 5 as set out in the Schedule A. Where it appears just and reason- able, the Director (Chief Executive Officer) may approve the payment of overtime or grant time in lieu to any employee referred to in this paragraph. 12.16 Travelling Allowance 12.16.1 An employee who undertakes approved travel on official business shall be reimbursed on the following basis: When a trip necessitates an overnight stay away from head- quarters and accommodation only is provided at no charge to the employee, or when an employee travels to a place outside a radius of 50 kilometres measured from the Park, and the trip does not involve an overnight stay away from the Park, reim- bursement for meals shall be on the following basis, subject to the employee’s certification that each meal claimed was actually purchased: WA—South of 26º South Latitude: Breakfast $9.40 Lunch $9.40 Dinner $21.75 WA—North of 26º South Latitude Breakfast $10.20 Lunch $15.20 Dinner $24.95 Interstate Breakfast $10.20 Lunch $15.20 Dinner $24.95 • Where a trip necessitates an overnight stay away from the Park and the employee is fully responsible for his/her own accommodation, meals and incidental expenses the Director (Chief Executive Officer) or delegated officer shall approve reimbursement of the employee, reasonable expenses for the whole trip, subject to production of receipts by the employee. 12.16.2 Incidental expenses shall include but not be limited to train, bus and taxi fares, official telephone calls and laun- dry and dry cleaning expenses. 12.16.3 The Director (Chief Executive Officer) may approve payment of an advance to an employee about to undertake overnight travel, to cover up to 90% of estimated reasonable expenses. A detailed travel claim form is required to be com- pleted by the employee upon their return to work to identify any further payment required or refund of a portion of any advance made. 12.16.4 Reimbursement of expenses shall not be suspended should an employee become ill whilst travelling, provided sick leave is approved in accordance with the provisions of this Agreement and the employee continues to incur accommoda- tion, meal and incidental expenses. 13.—PAST PRODUCTIVITY The following past productivity initiatives have been in- cluded in determining the value of the Agreement: • reduction in average staffing level of the agency over the last four years • organisational restructure—improved communica- tions and accountability • improvement in the management of living collec- tions • increase in customer focus through provision of uni- forms • improved work practices 14.—PRODUCTIVITY IMPROVEMENTS AND MEASUREMENT All parties to the Agreement agree that the achievement of the target outcomes during the duration of the Agreement is integral to the ongoing workplace improvement process. The achievements of the target outcomes are beneficial to both the employer, through improved productivity and to the employ- ees through an increase in pay. Where possible these productivity measures have been based on goals set out in the agency’s strategic plan. Assessment of the improvements in productivity will be carried out by a workplace committee through regular moni- toring and evaluating of performance measures. A summary of performance will be provided to the Corpo- rate Executive every four months. One of the key objectives of the agreement is to develop career opportunities for all staff and having an appropriate classification structure is crucial to achieving this objective. Accordingly, during the term of this agreement, the existing classification systems will be evaluated in consultation with appropriate government agencies and unions party to the agree- ment with a view to develop a more flexible and appropriate classification structure for Kings Park and Botanic Garden. It is expected that a complete evaluation for a new classification structure be completed by 30 June 1997. The Productivity Improvements to be achieved during the term of the agreement are contained in Appendix C. 15.—DRESS AND UNIFORMS Except where otherwise directed by the employer for opera- tional or public relations reasons, an employee may choose their own style of dress for the time spent at work, provided that reasonable standards are maintained. An employee engaged in work which requires dealing with members of the public shall be provided with a uniform free of charge in quantities and under conditions set by the em- ployer, agreed between the employee and employer, provided that the employer instructs those employees to wear a uni- form as part of their duties. WESTERN AUSTRALIAN INDUSTRIAL GAZETTE 76 W.A.I.G. 4196 16.—BUILDING WORK TEAMS The parties to the agreement are committed to building self managed work teams which focus on the participative man- agement of work and the more flexible use of resources. The development and enhancement of self managed work teams will give all employees the opportunity to participate in improving the performance of their work area and to develop new skills. This will be achieved by the introduction of a struc- tured team planning process throughout the agency. It will lead to the implementation of more flexible working arrange- ments which focus on improved visitor focus and productiv- ity issues and also provide employees a greater sense of involvement and achievement. With the development of self managed work teams, mem- bers will work towards taking more and more day to day re- sponsibility for the work done, with less direct supervision. Managers will focus more on strategic operational issues to ensure outcomes are achieved by workteams efficiently and effectively. Systems will be established and implemented to ensure that all team building activities are coordinated and integrated across the agency. The parties to the agreement have agreed to some changes to award provisions that enable teams to intro- duce more flexible arrangements in their workplace to one that best meets the needs of their customers, the work and individual preferences. By 30 June 1996, each work area will have developed an operational plan for the forthcoming year. Essential compo- nents of this plan will be • identification of their customers and key outcomes for the period • productivity improvement plans to meet the opera- tional requirements of the team • resource allocations and employee responsibilities • performance indicators that account for the achieve- ment of productivity improvements; and • a 12 month schedule for planned leave which en- sures adequate coverage of all existing work within current resource allocation. Many team members will need broader skills before being able to fully adapt to working in a self managed team so exist- ing jobs may need to be redesigned to include a broader range of skills, knowledge and responsibility. The sort of skills that will be important include planning, work scheduling, quality control, customer service, financial management and training skills. Appropriate training needs identified during the PEAT process either at team or individual level will be provided. 16.1 Acting and Higher Duties Arrangements Each work team will, wherever possible, provide for the development of skills within their group and will support skill development across teams to ensure there is a satisfactory pool of skills available for the ongoing provision of services and to enhance internal career paths. Wherever possible work teams will organise the coverage of essential duties in their area when a team member is absent on short periods of leave. Allocation of other duties during these periods forms part of the team’s on the job skill devel- opment program. This will contribute to the development of a team approach in each work area, as well as providing in- creased flexibility in how work is organised and the ability to manage within existing resource allocation. In this situation the work team shall best determine the allocation of tasks and the extent to which any higher duties will be paid. When a position is to be vacant for a period of time longer than four weeks and it is not possible for the work team to maintain essential duties, an acting opportunity can be offered. Expressions of Interest can be called from employees through- out the agency as part of the plan to provide career develop- ment opportunities for all staff. The selection procedures for acting arrangements is to be fair and equitable and applicants are to be objectively assessed against the stated selection criteria. Decision making is to take into account the needs of the work team and the skill develop- ment needs of employees. If an employee does not undertake the full duties or respon- sibilities of the position, or shares the acting with one or more employees, a percentage of the full higher duties allowance can be calculated and paid. In all such circumstances the em- ployee shall be advised prior to commencing the acting what percentage of duties and responsibilities will be performed. In situations where an employee is selected on merit to act in a position which may be classified under a different award to that which the employee is substantively engaged, then the employee will be paid in accordance with the salary rates ap- plicable to that of the position being acted in. At the conclu- sion of the acting period the employee will revert to his/her substantive classification level. Many team members will need broader skills before being able to fully adapt to working in a self managed team so exist- ing jobs may need to be redesigned to include a broader range of skills, knowledge and responsibility. The sort of skills that will be important include planning, work scheduling, quality control, customer service, financial management and training skills. Appropriate training needs identified during the PEAT process either at team or individual level will be provided. 17.—SAFETY IN THE WORKPLACE Having a safe workplace and safe work means that proc- esses are safe, healthy lifestyles are promoted and everyone is encouraged to be responsible for their own safety and wellbe- ing. A commitment to safety benefits both employees and the productivity of the agency. This shared commitment has al- ready led to significant improvements over the last few years and is now the basis for future improvements in our safety performance. To achieve continued improvements the parties agree: • to continuously improve the safety of work systems, workplaces and machinery and equipment; • to continue to provide rehabilitation of injured em- ployees; • to continue to provide free and confidential personal counselling to employees and their families through the Employee Assistance Program; • continuously improve employee skill development • continuously improve the safety committee and con- sultative processes; and • to investigate the introduction of a proactive wellness program which includes activities to enhance well- being of employees. Consistent with the objective of having a safe workplace and safe work, smoking will not be permitted during work hours. 18.—A MULTI SKILLED CAPABLE WORKFORCE Critical to the success of the Business Plan 1995-2005 is a capable workforce with the skills that closely match the kind of work needed to best meet the requirements of visitors and government policy. During the life of the agreement the parties will actively work together to further develop a generic strategic skills framework applicable for all Kings Park and Botanic Garden employees. Employees will need to have some level of skill in each of the areas defined in the skills framework depending on the type of area they work in and the needs of their particular customers. Job Description forms which clearly identify the skills required to perform the job will be developed for all jobs. With the development of self managed work teams the jobs themselves will be more meaningful and productive as they will be designed to: • improve visitor services; • improve operational effectiveness; • offer a variety and focus on the whole job; • give teams more autonomy; and • improve employability. WESTERN AUSTRALIAN INDUSTRIAL GAZETTE 4197 76 W.A.I.G. 19.—SIGNATURE OF THE PARTIES Signed for and on behalf of the Common Seal CIVIL SERVICE ASSOCIATION OF WESTERN AUSTRALIA by D. Robinson (signed) ................................... Date:.. 19.6.96 ............. Signed for and on behalf of the KINGS PARK BOARD by Steve Hopper ................................... Date:...20/6/96............. 20.—APPENDIX A—FLEXIBLE WORKING HOURS 1. Policy Objective To enhance the agency’s scope in • the consideration of customer/visitor needs: • employee preference (greater flexibility to meet per- sonal needs); and • meeting the business needs of the agency in an effi- cient and effective manner. The policy is designed to provide both parties with greater flexibility and to recognise that Kings Park and Botanic Gar- den operates on a seven day week basis. In doing so the agency recognises that it is appropriate to offer employees with the option of selecting an annualised hours framework or the standard hours framework. 2. Definition Flexible working hours means that employees have the free- dom to choose their hours of work within an increased span of hours during Monday to Friday. This is subject to fulfilling agreed minimum hours over an agreed settlement period, meeting agreed work commitments and contributing towards the achievement of the agencies objectives. Variations to meet personal preference can be tailored whilst meeting business needs. 3. Annualised Hours Framework Hours of duty Employees shall be required to account for 1,976 hours within one settlement period. This consists of 1,824 working hours (including public holidays) and 152 annual leave hours, based on 48 working weeks and 4 weeks annual leave. The settlement period shall be a 52 week period. Each set- tlement period shall commence with nil hours worked, plus or minus hours from the previous settlement period. Ordinary hours may be worked between 6.00am and 6.00pm Monday to Friday as determined by Kings Park and Botanic Garden according to the needs of the agency. Starting and finishing times will be flexible and responsive to operational requirements as determined by Kings Park and Botanic Garden. Resource needs and hours required to be worked will be determined within the work environment and agreed by the respective Assistant Director (Divisional Head) to decide the most suitable working arrangements. An employee may be required to work a minimum of 4 hours up to a maximum of 11 ordinary hours, exclusive of meal breaks, on any given day as determined by the work team. Commencement of Work Wherever possible each employee will commence work each day at their specific work location. For those employees who are not based in the depot, trans- port to and from the depot before and after lunch or at close of work will not be necessary and will cease, avoiding consider- able losses in time and productivity. Recording Attendance All officers eligible under the provisions of this policy shall be required to maintain a timesheet with a continuous total for hours worked over the settlement period. Timesheets are to be audited by the Assistant Director (Di- visional Head) /Team Leader at random intervals and verified regularly. Officers shall be responsible for recording times accurately. Falsification of timesheets may lead to disciplinary action. Meal Breaks The ordinary hours of service will be consecutive except for an unpaid meal break of not less than 30 minutes. The time and length of a meal break may be altered by the employer to meet operational requirements. However, an em- ployee will not be required to work for more than 5 hours without a meal break, provided this period may be extended in an emergency situation, in which case the employee will take a meal break as soon as is possible following such an emergency situation. Workteam Roster Ordinary hours of service will be worked according to a roster which will be developed by Kings Park and Botanic Garden following consultation with employees to take into consideration personal & seasonal nature of the Park’s activi- ties. These rosters will be developed so that the ordinary hours of service will be an average of 38 hours per week calculated over a 52 week period. Unless otherwise agreed, employees will not be required to work more than five consecutive days. The roster may be subject to change by the employees or Kings Park and Botanic Garden based on personal or opera- tional requirements. In cases involving ordinary hours exceeding 1,976 in a 52 week cycle, Kings Park and Botanic Garden will pay the em- ployee an amount equal to such ordinary hours calculated at the overtime rate of pay or will approve the equivalent time off in lieu or combination of both. Credit hours accumulated in the peak season will be utilised for the purposes of shorter working weeks and/or time off in the low season according to the roster developed for each work team. Credit for Leave Purposes Paid leave will be credited as follows: for sick, annual leave, long service leave and public holi- days, 7.6 hours will be credited for each day of such leave. for the purposes of all other paid leave, a day will be credited for the time an employee was rostered to work had the employee been at work on the day(s) that paid leave was taken. Reconciliation of Hours on Termination In cases involving termination of an employee’s services there will be a reconciliation of ordinary hours worked to de- termine the amount of debit or credit hours having regard to the nominal average number of hours worked to the date of termination. In cases involving a credit of hours, Kings Park and Bo- tanic Garden will pay to the employee, on termination, an amount equivalent to such credit hours calculated at the ordi- nary rate of pay. In cases involving a debit of hours the employee will have deducted from their termination payment an amount equiva- lent to such debit hours calculated at the ordinary rate of pay. 4. Hours of Service—Standard framework The parties agree that the span of ordinary working hours will be between 6.00am and 6.00pm from Monday to Friday. The ordinary hours of service will be 152 hours in any four week cycle, ie an average of 38 hours per week. Unless other- wise agreed, employees will not be required to work more than five consecutive days. An employee may be required to work a minimum of six hours up to a maximum of 11 ordinary hours, exclusive of meal breaks, on any given day as determined by the agency. The actual times and hours worked by individuals will be determined as part of the team planning process. Starting and finishing times will be flexible and responsive to visitor needs and other operational requirements of the agency. Any changes to working hours, proposed by either management or the in- dividual, needs to be mutually agreed. Once agreed at the work team level, the changed hours of work can be introduced fol- lowing endorsement of the work area’s team plan. Mutual agreement means that agreement is reached after employees have been informed of the issues under WESTERN AUSTRALIAN INDUSTRIAL GAZETTE 76 W.A.I.G. 4198 consideration and when managers and employees enter into new arrangements freely, after full and open discussion and without coercion. As part of their team planning, each work team will ensure adequate staffing between 8.30am and 5.00pm to ensure visi- tor needs are met. The ordinary hours of service will be consecutive except for an unpaid meal break of not less than 30 minutes. The time and length of a meal break may be altered by the employer to meet operational requirements. However, an em- ployee will not be required to work for more than 5 hours without a meal break, provided this period may be extended in an emergency situation, in which case the employee will take a meal break as soon as is possible following such an emergency situation. For the purposes of recording and monitoring time worked, there will be four week cycle period, with all officers required to maintain a timesheet with a continuous total for hours worked over the settlement period. Timesheets are to be audited by the Assistant Director (Di- visional Head) /Team Leader at random intervals and verified regularly. Officers shall be responsible for recording times accurately. Falsification of timesheets may lead to disciplinary action. Hours in excess of the required 152 hours, up to a maxi- mum of 10 hours, will receive credit time at single rates, which may be utilised for time off as agreed between and employee and their Manager/Team Leader or, alternatively carried for- ward to the next four week cycle. Debit hours below the required 152 hours will be carried forward to the next four week cycle. Paid leave will be credited as 7.6 hours for each day of such leave. 21.—APPENDIX B—DISPUTE RESOLUTION PROCEDURE The purpose of the dispute settlement procedure is to allow the employer and employees access to a system to discuss and resolve any matters of dispute, difficulties or questions in re- lation to the agreement, including any provisions implied in the agreement by the Minimum Conditions of Employment Act 1993. The employer and employees agree to take all necessary steps to ensure all issues receive prompt attention and are resolved by conciliation, preferably by internal settlement of issues. The employer commits to expeditiously deal with any dif- ferences that may arise between the employer and any em- ployee or group of employees. The employees commit themselves to speedily resolve any differences with the em- ployer by consultation and direct negotiation. The parties shall take an early and active part in discussions and negotiations aimed at preventing or settling disputes and where in any case a dispute cannot be resolved by direct con- sultation between the parties involved the following proce- dure is to apply: Stage One Any employee or group of employees with a dispute shall discuss it at a local level with their line manager (Team Leader) in the first instance. A dispute of the employer shall be discussed with an em- ployee or group of employees in the first instance. Stage two If not satisfactorily resolved at a local level, a dispute shall be discussed between the employee(s), the line manager (Team Leader) and the Assistant Director. Stage Three If not satisfactorily resolved at Stage Two the dispute shall be discussed between the Employee(s), Assistant Director and the Chief Executive Officer. Stage Four Where agreement cannot be reached by Stage Three, the matter may be referred by the Employer to the Industrial Re- lations Commission for a conference, at which the employer and employee(s) may put proposals for dispute settlement to apply on a “without a prejudice basis”. Where either party does not accept the decision of the In- dustrial Relations Commission the appropriate appeal proce- dures may be followed. At any time in the dispute settlement procedure the employer or employee(s) may consult with an Association / Union on “without prejudice basis”. (Note: When a matter being dealt with at a particular stage is not resolved then it is to be dealt with at the next stage.) The first meeting to be convened pursuant to Stages One and Two shall be convened within one working day of a re- quest by any party. Meetings pursuant to Stage Three shall be convened within four working days of a request by any party or as mutually agreed between the employee(s) and the Assistant Director. Until a dispute is settled, work should continue as it did before the dispute. No party shall be prejudiced as to the final dispute settlement by the continuance of work. 22.—APPENDIX C—FUTURE PRODUCTIVITY The following key objectives and productivity improvements will be implemented by 30 June 1996: Planned Outcomes Performance Measures Implementation of new New Positions advertised. organisational structure Employee awareness and Awareness raising to be commitment to agency, undertaken as part of the vision, mission, values, PEAT process. Commitment strategies and objectives to Mission as identified by examination of documentation. Development of Operational Plans developed operational plans for each and key outcomes achieved. Division and work team showing key result areas and performance measures. 2% reduction in number of Reduction achieved. days lost through absenteeism The following key objectives and productivity improvements will be implemented by 1 November 1996: Planned Outcomes Productivity Measure • Evaluate and implement a Review completed on time and comprehensive review of recommendations implemented. out of hours working arrangements including more flexible working hours, overtime rates and week end work. The following key objectives and productivity improvements will be implemented by 30 June 1997: Objective 1 To Increase opportunities for visitor enjoyment and hence increase both visitor numbers and financial return. Planned Outcomes Productivity Measures Increase public information Visitor Services Questionnaire about Kings Park and indicates increased public Botanic Garden knowledge and increase in staff knowledge of the Park. Monitor visitor trends Visitor Surveys to be undertaken. including establishment of daily visitor numbers to monitor park usage Development of maintenance schedules for Maintenance schedules all existing assets developed and implementation commenced. Implement and evaluate Fewer complaints, more praise visitor services policy as identified by visitor survey. (customer focus) Conduct 3 pilot events and Successful events held—well evaluate public demand attended with positive visitor feedback. Implement improvements Changes identified and according to visitor implemented. expectations and strategic plan WESTERN AUSTRALIAN INDUSTRIAL GAZETTE 4199 76 W.A.I.G. Planned Outcomes Productivity Measures Development of Schedule developed. management program for disposal of assets Ensure high standards of Visitor surveys, indicate public/ cleanliness, public safety, staff rate safety standards as access for all, provision of high. facilities Objective 2 To promote, celebrate and maintain Aboriginal, colonial and con- temporary cultural heritage. Planned Outcomes Productivity Measures Develop and progressive Plan developed and implementation of a culture implementation commenced. and heritage plan. Foster community Range of successful events held involvement in and as signalled by attendance— celebration of WA cultural heritage activities Collaborative arrangements Both function effectively with Friends of Kings Park/ Kings Park Guides. Develop an accurate Collection documented. reference collection of historic data on Kings Park and Botanic Garden. Objective 3 To increase opportunities for interstate and international tourists and hence increase revenue. Planned Outcomes Productivity Measures Tourist products proposed Products adopted—visitor for evaluation support. Regular consultation with Alliances developed and the tourist industry and WA maintained. Tourism Commission Objective 4 To develop, arrange and display collections of Western Austral- ian and other flora for visitors and the community. Planned Outcomes Productivity Measures Ensure relevant living Number of collections reviewed collections policy is and key outcomes achieved. implemented Deliver and progressively Development of Implementation implement Botanic Garden Schedule and commence Master Plan implementation. Develop and enhance Plant Reliable, accurate and up to date Database information available. Significantly improve Visitor survey indicate displays of WA flora to improvements in displays. encourage public awareness of Western Australian and other flora Increased signage More relevant signs. interpreting the living collections Improve germplasm Implementation of relevant storage facilities storage techniques. Objective 5 To demonstrate leadership in urban bushland management espe- cially for the Perth and regional communities. Planned Outcomes Increase professional and Control of weeds within the volunteer bushland bushland. management Improved signage in the More relevant signs. bushland Improved bushland Key outcomes of the Bushland management Management Plan achieved. Objective 6 To undertake and promote leading edge science pertinent to inte- grated conservation of flora for present and future generations. Planned Outcomes Improved bushland Key outcomes of the Bushland restoration procedures Management Plan achieved. Advanced propagation and Advanced propagation and storage methods for storage techniques in place and germplasm of rare and operational. endangered flora Publication of research Results published and results and effective application of findings. communication of research findings Organisational Development Planned Outcomes Productivity Measures Clarity of roles, New Act drafted and tabled with responsibilities and Minister. accountability of Kings Park Board under the proposed new Act. Efficient and effective Key outcomes achieved. functioning of corporate executive Increased job satisfaction Employee Survey indicates increased job satisfaction. Evaluation of appropriate Classification structures classification structure(s) reviewed by all parties. for all Kings Park and Botanic Garden employees Better utilisation of Outcomes achieved on time and resources and a clear within budget allocation. achievement of outcomes Increased empowerment and Increase skills mix and provision teamwork of employee’s of appropriate training and development opportunities and reduction in management time spent on hands on decision making process Development of Master Program developed and trialed. Gardeners program Enhancement of Student Enhancements in place. Horticulturists program Sound financial management Unqualified Financial Statements and Performance Indicators; budgets managed effectively in accordance with the Business Plan; projects delivered on time and on budget. Provision of quality human High quality consistent advice resource management. provided to staff as identified by Employee Survey. Future Issues Within the life of this Agreement all parties have identified issues that may have a bearing upon future enterprise bargaining agree- ment’s within Kings Park and Botanic Garden. These issues in- clude further developments that build upon the negotiations and direction contained within this Agreement. • Further discussions by the negotiation committee will consider, but not be limited to investigating: • Further minimisation of differences between the dif- ferent awards • More flexible working arrangements • Competency based standards (Management, training and classification) • Implementation of new technology and innovations • Ongoing implementation of specific work process im- provements • Reduction in OH&S Frequency and Average Lost Time rates • Salary packaging Progressive discussions on these issues and alternative issues iden- tified by all parties prior to the expiry of this Agreement will facilitate the development of future agreements. WESTERN AUSTRALIAN INDUSTRIAL GAZETTE 76 W.A.I.G. 4200 23.—APPENDIX D—PAY RATES The salary and wage rates applicable during the term of the Agreement are: Salaried Level Salary per Salary per Salary per Salary per Annum Annum Annum Annum prior to from 1/7/96 1/1/97 commencement commencement $ $ $ $ Level 1 4% ($42.32 per f/n) 3% 3% Under 17 Years 10,873 11,977 12,336 12,706 17 years 12,707 13,811 14,225 14,652 18 years 14,822 15,926 16,404 16,896 19 years 17,157 18,261 18,809 19,373 20 years 19,267 20,371 20,982 21,611 21 years or 1st year of adult service 21,165 22,269 22,937 23,625 22 years or 2nd year of adult service 21,817 22,921 23,608 24,317 23 years or 3rd year of adult service 22,468 23,572 24,279 25,007 24 years or 4th year of adult service 23,115 24,219 24,945 25,694 25 years or 5th year of of adult service 23,766 24,870 25,616 26,384 26 years or 6th year of adult service 24,417 25,521 26,286 27,075 27 years or 7th year of adult service 25,166 26,270 27,058 27,870 28 years or 8th year of adult service 25,684 26,788 27,591 28,419 29 years or 9th year of adult service 26,450 27,554 28,380 29,232 Level 2 1st year 27,367 28,471 29,325 30,205 2nd year 28,070 29,174 30,049 30,951 3rd year 28,809 29,913 30,810 31,735 4th year 29,590 30,694 31,615 32,563 5th year 30,407 31,511 32,456 33,430 Level 3 1st year 31,530 32,634 33,613 34,621 2nd year 32,405 33,509 34,514 35,550 3rd year 33,307 34,411 35,443 36,506 4th year 34,233 35,337 36,397 37,489 Level 4 1st year 35,503 36,607 37,705 38,836 2nd year 36,498 37,602 38,730 39,892 3rd year 37,522 38,626 39,785 40,978 Level 5 1st year 39,494 40,598 41,816 43,070 2nd year 40,827 41,931 43,189 44,484 3rd year 42,212 43,316 44,615 45,954 4th year 43,649 44,753 46,095 47,478 Level 6 1st year 45,960 47,064 48,476 49,930 2nd year 47,531 48,635 50,094 51,597 3rd year 49,157 50,261 51,769 53,322 4th year 50,893 51,997 53,557 55,163 Level 7 1st year 53,555 54,659 56,299 57,988 2nd year 55,397 56,501 58,196 59,942 3rd year 57,401 58,505 60,260 62,068 Level 8 1st year 60,658 61,762 63,615 65,523 2nd year 62,991 64,095 66,018 67,998 3rd year 65,884 66,988 68,997 71,067 Level 9 1st year 69,497 70,601 72,719 74,900 2nd year 71,938 73,042 75,233 77,490 3rd year 74,722 75,826 78,101 80,444 MINISTRY OF THE PREMIER AND CABINET, GOVERNMENT PROPERTY OFFICE ENTERPRISE BARGAINING AGREEMENT 1996 No. PSA AG 141 of 1996.