IRON KNOB COMMUNITY PLAN 2013-2016

INCORPORATING 2015-2016 FINANCIAL PLAN AND BUDGET

TABLE OF CONTENTS PAGE

PARTNERSHIP WITH THE OUTBACK COMMUNITIES AUTHORITY 3

HOW THE OCA WILL DELIVER ASSISTANCE TO THE IRON KNOB COMMUNITY 4

IRON KNOB COMMUNITY PLAN 2013 – 2016 5

INTRODUCTION (ABOUT IRON KNOB) 6

VISION, MISSION & KEY ISSUES 7

KEY GOALS & OBJECTIVES 8

IMPLEMENTATION 18

2015-2016 BUDGET 19

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PARTNERSHIP WITH THE OUTBACK COMMUNITIES AUTHORITY (SUMMARY OF SITUATION)

The Outback Communities (Administration and Management) Act 2009 (the ‘Act’) provides for the Outback Communities Authority (OCA) to manage the provision of public services and facilities to outback communities.

To this end the Iron Knob Progress Association Incorporated (IKPA) has asked the OCA for assistance in the day-to-day administration of the IKPA’s affairs. In making this request the IKPA has stated that due to increasing demand on the community volunteers they are finding it increasingly difficult to manage the day-to-day demands of running the community’s services.

The IKPA has also asked that the OCA consider the application of a Community Contribution Scheme (CCS) as a mechanism for equitable cost sharing for the delivery of services provided by the IKPA for the benefit of the whole community.

Any assistance provided by the OCA that includes the application of a CCS requires a process defined in the Act, specifically sections 14 (Public Consultation Policy), 17 (Community Affairs Resourcing and Management Agreements) and 21 (rates on Land – Asset Sustainability Levies and Community Contributions) apply.

This Community Plan builds upon the existing Iron Knob Community Plan 2013 – 2016 by adding a twelve month financial plan and budget to achieve those community planning targets able to be achieved in the next financial year. The financial plan and budget also incorporates the day-to-day business of the IKPA in providing services to the Iron Knob Community.

This Community Plan is subject to community consultation in accordance with the OCA’s ‘Community Engagement – Our Commitment’ policy approved at the OCA’s September 2013 meeting.

Subject to the outcome of the consultation, the OCA will seek Ministerial approval for the application of the provisions outlined in section 21 of the Act and apply a CCS to Iron Knob for the period 1July 2015 to 30 June 2016. The amount being $240 per property unit payable in four instalments of $60.

Prior to the end of the period of administrative assistance provided by the OCA, the OCA will, in partnership with the IKPA, undertake a review of the support provided by the OCA and determine whether or not it should be extended. In any event the community of Iron Knob will be kept fully informed.

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HOW THE OCA WILL DELIVER ASSISTANCE TO THE IRON KNOB COMMUNITY

The activities of the IKPA will be delivered through the Office for the OCA. These activities include:

• Efficient and effective support to Iron Knob residents and community organisations. • Efficient and effective management of daily activities of the IKPA i.e. accounts payable, accounts receivable, etc. • Management of procurement and contracts in accordance with State Government guidelines to deliver services to the Iron Knob Community. • Efficient and effective management of statutory obligations assigned to the IKPA. • Provide sound evidence-based advice to the OCA and IKPA within specified timeframes. • Communication and promotion of the IKPA’s objectives and strategic direction to Stakeholders and the general public. • Management of Infrastructure Asset Management Plans for Iron Knob infrastructure. • Development and implementation of alternative management models for the effective and efficient provision of community based essential services. • Efficient and effective purchasing processes that comply with Agency guidelines. • The preparation and submission of applications for the replacement and upgrade of IKPA and community owned infrastructure as identified in the Infrastructure Asset Management Plans. • Support and assistance to community based organisations to seek external investment into Iron Knob. • A link for key service provider agencies to community based organisation and residents. • Fostering and support of the effective involvement of all segments of the community in community decision making processes, especially youth, aged, Indigenous, disabled and other minority groups.

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IRON KNOB COMMUNITY PLAN 2013 - 2016

This is an updated version of the first Community Plan prepared by the IKPA.

It is a statement of what we will do and how we will assist for the balance of this financial year. It incorporates other operational documents, as follows:

• The Financial Plan which sets out priorities and timelines for strategies in the Community Plan, and helps to plan the OCA’s budget for funding of projects. • The Budget which articulates income and expenditure for the financial year 1– July 2015 to 30 June 2016.

Although not replicated in this plan, consideration has been given to the work that undertook with the Iron Knob Community from July to September 2013. Arrium are a key stakeholder in Iron Knob and will continue to partner with the community to enable it to build a sustainable future through community planning and partnership processes.

Reference – “The Way Forward” – A Guidance Plan for Iron Knob and Arrium Working Together: and beyond. September 2013.

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INTRODUCTION (ABOUT IRON KNOB)

Iron Knob, with a current population of approximately 150 is regarded as the birthplace of the Australian Steel Industry and is widely recognised as the first mine in . The ore body was first mined in 1880, however early companies had not been able to maintain product and their leases lapsed. BHP took over the lease in 1896 and started mining in 1899 in order to secure ironstone as a flux to smelt the silver-lead ores at . Until the 1960’s all of BHP’s major steelmaking operations at Newcastle, Port Kembla, Port Pirie and were supplied with iron ore from Iron Knob. At that time and until the discovery of the huge iron reserves in the Pilbara Region in Western Australia, the Iron Knob deposit was the largest iron ore reserve in Australia.

Prior to the discovery of the iron deposit, pastoralists were establishing the area and by 1854 Cooroona Hill (now known as ) had been established and Iron Knob named.

Iron Knob is located 68km southwest of and 52km northwest of Whyalla and 152m above sea level in the heart of a semi-desert area. The town got its name from the very large piece of iron ore, which protruded from the side of the hill. However over one hundred years of mining has reduced the height of Iron Knob by more than 150 metres. In its heyday, Iron Knob was home to over 2,000 people, however changes in technology and work practices reduced the need for labour at the mine and in 1997-98 the mine closed. BHP “spun off” a new company OneSteel, which has since changed its name to Arrium. A defining moment in Arrium’s history occurred in 2005 when its Board decided to enter the export iron ore market through Project Magnet. This was achieved through converting its to magnetite iron ore feed from the Middleback Ranges, thereby freeing up the more marketable and valuable haematite ore from the Middleback Ranges for external sale. Project Magnet was originally premised on delivering 4mtpa at completion. This was achieved in 2007 on time, and was subsequently increased to 5mtpa in 2009 and to 6mtpa in 2010, through ‘sweating’ the supply chain. The business is expected to be able to maintain export iron ore sales of approximately 6mtpa from the Middleback Ranges for at least 10 years based on its reserves and resources, and the beneficiation of low grade ore.

Mining continues at Iron Knob and Arrium has extended its rail network to its Iron Knob mine site adjacent to the Iron Knob golf course. The likely event of some compensation coming to the community as a result of this mine and its impact on the amenity of Iron Knob has prompted a number of changes to this Plan.

Today the town, which was once jointly administered by BHP and the State has been handed back to the community to deal with the complexities of community governance and the raising of revenue to maintain the local services and infrastructure. This is perhaps in all its history, the biggest challenge facing the Iron Knob community. The IKPA and the OCA officially represent the

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town. These organisations have already taken steps to increase the number of services available within the community and provide support to existing services.

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VISION A vibrant community, proud of its past and cohesive in securing its future potential.

MISSION The IKPA will work with the community to maintain and improve services and facilities consistent with our lifestyle in securing our future.

KEY ISSUES The community is faced with the task of maintaining and funding recreational and sporting facilities, as well as the town’s parks and gardens and community buildings. Likewise the town’s roads, footpaths and other essential infrastructure is nearing its optimum life capacity and will require upgrading and repairs. This prospect is well beyond the capacity of the local community to fund.

The town is currently administered through the auspices of the IKPA, with the support of the OCA and other regionally based organisations. Collectively they have the responsibility of maintaining local services and infrastructure. Being an unincorporated town, properties are not subject to rates and taxes, and therefore the only means by which the Progress Association has been able to raise revenue is through traditional fund-raising activities, operation of the tourism centre and the voluntary payment of a refuse collection charge. Enlisting the support of the whole community is a challenge faced by the Association and the community in conjunction with the OCA implemented a Community Levy. Whilst there is a need to increase the level of funding from traditional sources as well as taking advantage of all relevant Government funding programs, access to a more secure funding source has been an issue consistent across all outback communities.

Notwithstanding the above, the Progress Association has been active in developing new ways of generating revenue and maintaining services within the town. The Association runs tours of the mine, operates a visitor information centre and has taken over the licence of the postal agency. Without access to a more comprehensive and secure funding arrangement through a community levy, the Progress Association would have continued to face the dilemma of trying to spread its limited financial resources over a number of areas requiring additional funding.

It is also important to understand that many of the functions carried out by volunteers need to be carried out by paid workers as the volunteer workforce is rapidly ageing.

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KEY GOALS AND OBJECTIVES

GOAL 1 - A UNITED APPROACH IN THE MANAGEMENT AND DELIVERY OF TOWN SERVICES

Although the Association has been in existence since the mid-1930s, it is only more recently that its role has dramatically increased with the administration of the town being handed back to the community by BHP in 1998. It is imperative that new skills continue to be developed or attracted to ensure effective and cohesive governance is provided for all residents.

Integral to the future success of the town, the profile of the Progress Association needs to be further strengthened and as with many other outback communities, greater recognition within the wider community is important. To assist the Progress Association and reduce the burden on the town’s volunteers, an OCA employed Town Manager was engaged to look after the day to day management of the town.

Whilst there is a high level of volunteerism in Iron Knob, interaction between all sectors of the community must be fostered to ensure a prosperous future. Further avenues for communication need to be created, so that everyone is informed of events and activities within the town.

Strategies have been developed that will enhance the level of community cooperation that is required to achieve successful outcomes.

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Objectives Priority Actions 2015-2016 Financial Planning Indicator ( FP I)

Provide ongoing administration and Part time Community Administrator to provide • Continue to d eliver approved and management for the community. professional management of all administrative auditable processes for the payment functions in the delivery of municipal services of accounts for the Iron Knob community. • Continue to deliver approved and auditable processes for the reimbursement of funds expended in the operational running of the town the IKPA Ensure community involvement and Promote the Communi ty Plan to the • The OCA facilitates two community commitment in implementing the Community Community via the Ore Deposit and letter box ‘workshops’ to seek community views Plan. drops and at town meetings. on how the OCA continues to support the IKPA. Contract out routine town maintenance As required, e nter into contractual • The OCA to undertake procurement services. arrangements for the delivery of town processes for the provision of town services. maintenance contracts.

Improved co -ordination between Government OCA to co -ordinate a m eeting of key agencies • Community Administrator to report to agencies that service the town. that service the town with the aim of the IKPA information received from information sharing and co-ordination of key agencies for dissemination to the services. community via IPKA Meeting Minutes.

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Objectives Priority Actions 2015-2016 Financial Planning Indicator (FPI)

Better communication required between the At least 2 Community meetings held during • The OCA facilitates two community people of Iron Knob and increase profile of the year for all Community members. ‘workshops’ to seek community views the IKPA. Information on Progress meetings included in on how the OCA continues to support each edition of the Ore Deposit. the IKPA.

Actively increase the amount of external OCA to complete at least 3 applications for • At least 3 applications for ‘new’ funding available to the community. funding each year. funding are submitted by the OCA on behalf of the Iron Knob Community by June 2016.

Facilitate the development of leaders hip and OCA to be approached regarding training for • The OCA facilitates two community Town management skills for Progress community members in a range of areas. ‘workshops’ to seek community views Association members and the wider on how the OCA continues to support community. the IKPA (inviting Arrium). • Conduct a community skills audit . Include in Ore Deposit . • The OCA facilitates two community ‘workshops’ to seek community views on how the OCA continues to support the IKPA. • Include as part of the ‘workshops’ a skills auditing process. • Audit completed by June 2016.

Continue facilitating the Community Community consulted and ensure all • The OCA seek Ministerial support for Contribution Scheme for 2015-2016 financial requirements are met. the continuation of the ‘Community year. Contribution Scheme’ July -2015-2016.

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GOAL 2 - INCREASE COMMUNITY AND SOCIAL SERVICES

Improve Transport Services A bus service is provided to travel to Whyalla or Port Augusta for shopping or medical needs and a second bus is used for mine tours. The Community Administrator is to ensure the two buses remain in or are quickly returned to a serviceable condition in the event of a service requirement, break down or catastrophic failure.

Increase Social and Recreational activities Due to a decline in population, sporting and recreational activities are limited. Whilst the town has a lawn bowls and golf club there are limited activities that cater for the youth and senior citizens of the town. The town oval is no longer utilised for any sporting or recreational activity and there appears to be no organised approach to improving recreational or social choices and therefore very few social activities occur in the town.

Sports such as table-tennis, indoor bowls, darts, billiards etc. are activities that can be facilitated within the town should locals be interested. The oval has been slashed and rubble stockpiles removed which has greatly improved the appearance of the town and may now encourage the use of the oval which still has its cricket pitch in place.

An exercise facility has been established near the playground and is being utilised by locals.

To meet the needs of older children and youth within the community, a multipurpose half court facility could be developed if a definite need can be identified. The IKPA continue to host town barbecues which have been well received.

Community consultation identified a large number of issues and opportunities in relation to recreation. The majority of ideas and actions were aimed at ensuring that there are sufficient activities available to entertain the town’s population.

An upgrade and more effective utilisation of existing town recreation infrastructure is one of the most important outcomes of the Plan. At present there is limited organised approach to improving recreation choices within the town.

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The key issues discussed include:

Improve transport services • Identify the extent of service required. • Ensure the two buses remain in or are quickly returned to a serviceable condition in the event of a service requirement, break down or catastrophic failure.

Increase social and recreational activities • Identify recreational and social needs of the community. • Maintain the condition of the local oval for sporting and recreational activities. • Investigate local infrastructure for recreational purposes. • Investigate opportunities for ‘at home’ care/support for Iron Knob’s elderly residents.

Objectives Priority Actions 2015-2016 Financial Planning Indicator (FPI)

Monitor extent of bus serv ices and the Source grants to replace existing buses as • The OCA to explore funding condition of the buses. well as fund travel for community activities. opportunities for the replacement of the existing IKPA buses in addition to travel for community activities, provide report back to IKPA by December 2015.

Increase Social and Recreational Activities . IKPA to o rganise the social or recreation • The IKPA to facilitate the social or activities during the year. recreational activities.

Investigate ‘at ho me’ care and support for the Contact regional aged care and disability • The OCA to engage with Home and elderly and people with disabilities being organisations and provider services and Community Care (HACC) providers to provided in Iron Knob. funders, including local MP’s to determine if ascertain if a service is able to be services can be made available in Iron Knob. provided into Iron Knob by December 2015.

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GOAL 3 - IMPROVE AND PROMOTE OUR NATURAL AND BUILT ENVIRONMENTS

Iron Knob has a unique character however some of its Infrastructure is in a poor state of repair and is being lost over time. If this trend continues the character of the town will be radically altered and as a result, much of the visitor and residential potential would also be lost. The maintenance of critical infrastructure needs to take a high priority.

Maintain and improve our infrastructure The current state of some town roads and footpaths is poor and this can be exacerbated after flooding. There is general concern that the water supply lines have deteriorated to the point that if urgent maintenance is not carried out, supply could be affected. Community buildings are reaching an age that require maintenance and if repair is not undertaken their condition will rapidly deteriorate.

The Iron Knob Institute is an impressive building that has been a cornerstone to community activity. This is one building that could be used for a number of community activities but is slowly deteriorating. An assessment of the condition of current infrastructure is required so that maintenance programs can be planned and funding sought.

Enhance the appeal of the town Iron Knob and its surrounding areas have a wealth of flora and fauna that is easily accessible and available for all to enjoy. Many tourists and travellers pass through the area and do not recognise its diverse environment. With improved signage and the establishment of walking trails the experience offered to visitors could be enhanced with minimal disturbance to the environment. Opportunities may exist for co-operative efforts with Aboriginal groups to use nearby Corunna and Katunga for tourism processes. This group, or groups will acquire these properties as a result of the expansion of Defence in the region.

Some of the town’s historical features are at risk of deteriorating to the point of being beyond repair. The restoration of these buildings and features is important in maintaining the character and appeal of the town.

Old vehicle wrecks and other items are scattered throughout the town and degrade the town’s appearance.

There is a need to re-establish the main centre of the town with the possible establishment of a complex as its centrepiece incorporating the Post Office/Shop, Mining Museum and Visitor Centre and the IKPA Depot (at the rear of the complex). This would provide a strong focus for the community and would capture through traffic. It would concentrate activities in one area and would provide improved security for the IKPA and community assets.

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Improvements to the town entrances and open spaces through beautification and programs are important in attracting travellers into the town as is improved signage within the township itself.

Increase environmental awareness within the community A waste collection service is provided through the IKPA, but does not include any recycling of green waste, cans, paper etc. Programs to increase community awareness and involvement in waste minimisation and conservation activities will be key strategies in achieving this objective. A structured approach to waste management including litter control, hard refuse and management of the dump is required.

Household waste is well managed but there is a considerable accumulation of hard waste throughout the community.

A waste transfer station has been under consideration but there is no identifiable funding source to meet its establishment and the costs of transfer to either Whyalla or Port Augusta, or even the fees which would be charged for its disposal.

An increase in greening projects in association with the Remotes Jobs & Communities Program would not only create a positive impact on the appearance of the town, but also provide ongoing environmental benefits.

Objectives Priority Actions 201 5-201 6 Financial Planning Indicator ( FP I) Work with key agencies and government Arrange meeting of key Government agencies • Key Agency meeting to occur before bodies to ensure infrastructure is maintained. on regular basis (at least annually). December 2015.

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Objectives Priority Actions 2015-2016 Financial Planning Indicator (FPI)

Research options to develop walking trails Tourism walking trail designed, funding • The OCA to seek expert advice in the linked to areas of local flora and fauna sourced and trail constructed. development of ‘walking trails’ by significance. December 2015.

Disseminate information to the community on Four articles included in Ore Deposit each • The OCA to facilitate for the financi al environment initiatives and standards. year sourced through NRM Board. year 2015-2016.

Reduce the Accumulation of hard waste at the Investigate opportunities for removal by scrap • The OCA to raise the matter and refuse dump and on properties throughout merchants or car crushers and as an report back to IKPA by December Iron Knob. alternative, explore whether Arrium could use 2015. the materials as fill in any of its closed mine workings.

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GOAL 4 - INCREASE ECONOMIC DEVELOPMENT OPPORTUNITIES FOR OUR TOWN

Maximise the town’s mining history to increase the benefits of tourism Iron Knob is regarded as the birthplace of the Australian Steel Industry and is widely recognised as the first iron ore mine in Australia. However its significance in the development of this State and the Upper region is not widely known or appreciated. This in itself is a challenge for the Iron Knob community, in not only increasing its profile but also maximising the economic opportunities this history could create.

Tours of the mine are conducted by volunteers as per visitor demand followed by a 7 minute video and an inspection of a pictorial display of the history of the town.

The visitor information centre sells a range of souvenirs including ironstone jewellery ranging from worry beads to necklaces. There is also the Iron Knob Shell and Mineral Display, which has over 2100 mineral specimens.

To be successful Iron Knob must capitalise on its market differentiation and develop a common branding and marketing approach. External assistance and funding would be required to achieve these.

Encourage business expansion that will positively impact on the town’s population There has been a gradual decline in the provision of retail and business services since the closure of the mine. This has seen the town lose its general store, newsagency, service station and hotel.

A Licensed Post Office providing a range of services including a small shop has been established by the IKPA with external assistance. This is too small to be economically viable.

The success of the ‘Blue Light Camp’ ERRAPPA may provide an opportunity for local business to expand retail services through the establishment of supply agreements.

To the north west of Iron Knob is the Gawler Ranges wilderness. Promoting Iron Knob as the eastern access point to the Gawler Ranges may provide opportunities.

The free ‘Knobbies’ campground is quite popular in cooler weather and this could be enhanced through making some powered sites (paid) available along with hot water showers.

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Objectives Priority Actions 2014 Financial Planning Indicator (FPI)

Consolidate the business services offered Seek assistance from OCA, Arrium and • The OCA facilitates two community through IKPA into one location while RDAWEP to develop new and improved ‘workshops’ to seek community views identifying a high turnover range of items for services available in Iron Knob. on how the OCA continues to support sale through the shop. Continue to the IKPA. encourage and support the expansion of retail • Key Agency meeting to occur before and other services in the town. December2015.

Maintain liaison with Eyre Regional Tourism Invite , Whyalla and RDAWEP • Key Agency meeting to occur before Association to ensure tourism strategy is Tourism officers to a Progress meeting in Iron December 2015. linked in with regional tourism plan. Knob on a yearly basis to discuss services and links.

Promote the incorporation of Iron Knob into Invite Wadlata and Whyalla tourism officers to • Key Agency meeting to occur before tourism packages involving Whyalla and Port Iron knob on a yearly basis to discuss December 2015. Augusta. services.

Improve tourism signage in the town to Seek funding to improve highway and internal • The OCA to discuss matter with DPTI encourage tourists to visit Tourist Centre. signage to encourage visitation to the Iron and report back to IKPA by December Knob Mining Museum and Visitor Centre. 2015.

Increase promotion and continue to develop Representatives from Tourism SA to be • The OCA to seek advice from the ‘mine tour’. approached to attend Progress meeting and SATC (Tourism Commission) and discuss how Tourism can be improved. RDAWEP on how to best market Iron Knob to the travelling public. • Report back to IKPA by December 2015.

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IMPLEMENTATION

The IKPA will continue to play an important role in the facilitation, implementation and monitoring of the actions that arise from the Community plan 2013-2016. It is important that the actions are discussed and are agenda items at all IKPA meetings.

This Plan should form the basis of all decisions of the IKPA.

Many of the Key Strategies in this Plan could also qualify for external funding under State and Commonwealth programs.

The Town Manager will have to work closely and effectively with many State and Commonwealth Government Departments and community organisations to achieve the goals outlined in the plan. The agencies that are responsible for various issues raised in the plan include:

• Outback Communities Authority • Regional Development Australia (RDAWEP) • Zero Waste • SAPOL • DFEEST - SA Works • Regional Health Services • Job network providers • EPA • Transport SA • SA Housing Trust • History Trust • Eyre Peninsula Tourism • SA Health • Tourism SA • Natural Resource Management Board • Heritage Department • ETSA Utilities • Arrium • Iron Knob Golf Club • Iron Knob Bowling Club • Aged Care Providers

It remains vital that there is community support to assist the IKPA to achieve the Strategies and Actions outlined within this Community plan and from the Government agencies and Community organisations listed.

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2015-2016 BUDGET

The 2015-2016 Financial Year Budget articulates revenue and expenditure details required to achieve the Goals and Objectives in the Community Plan and Financial Planning Indicators (FPIs) indicated for the financial year.

Revenue

Description Amount Total

Iron Knob Community 167 Property Units @ $240 per unit Contribution Scheme (CCS) $ 40,000

OCA Investment Administration support (Iron Knob) $ 20,000 Administration support (Port Augusta) $ 10,000 CCS collection $ 15,000 Public Conveniences $ 5,000 $ 50,000

IKPA Investment Post Office sales $ 2,000 Australia Post Commissions $ 20,000 Tourist Centre sales $ 28,000 Camping Ground donations $ 450 Dog Registration commission $ 300 Ore Deposit $ 250 Iron Knob venue hire $ 650 RJCP reimbursement $ 350 $ 52,000

TOTAL $ 142,000

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Expenditure

Description Investment Amount Total

Post Office Employee wages + oncosts Community $ 17,300 Post Office stock Community $ 2,500 Local Newspapers Community $ 5,200 Ore Deposit printing & stationary Community $ 500 Tourist Centre stock Community $ 6,000 Tourist Centre merchant facilities Community $ 1,400 Insurance Community $ 4,500 Vehicle expenses Community $ 17,000 Utilities (phone, power, water, etc) Community $ 7,500 Waste Management Community $ 17,500 Town Maintenance Community/OCA $ 10,000 Dog Registrations Community $ 300 Accounting fees Community $ 5,000 Australia Post fees Community $ 2,300 Executive support (for IKPA) OCA $ 15,000 Executive support (from OCA) OCA $ 10,000 CCS Collection OCA $ 15,000 Public Conveniences OCA $ 5,000

TOTAL $ 142,000

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