The Community Plan is a document that may be used as a reference for any individuals or organisations wishing to understand more about the aspirations of the Port Franklin Community. The Community Plan, which reflects the view of a wide cross-section of the Community, contains a Vision for Port Franklin for the next three years.

 The Plan also contains a list of priority areas the Community believes should focus on to fulfil the Vision. In addition, suggested action plans, which may be undertaken to fulfil the Vision, are included.

 Essentially, the Community Plan looks at what we value in Port Franklin and what we want it to become.

 The purpose of the Community Plan is to provide the opportunity for the Community to discuss and decide the future it sees for itself. The plan will provide residents with certainty in regard to growth and development in the town, the types of services that can realistically be provided, and the opportunities that are available now and in the future.

 This plan is owned by the Community and will form the basis of discussion with other interested groups such as the government, council and businesses in the future. It is not a static plan but an evolving one which will provide us with much-needed direction into what is otherwise an uncertain future. It will be a way of mapping the future for ourselves and our children and hopefully set a good foundation for our grandchildren.

Essentially, the Community Plan looks at what we value in Port Franklin and what we want it to become.

Vision

 A community where all individuals and families achieve their human potential remains a desirable and liveable town of quality that provides for the needs of all its residents and visitors whilst retaining the small town atmosphere and spirit.

Purpose

Creating a secure and safe environment for all to connect and enrich people’s lives through a beautiful and peaceful community.  

Values

 A community’s shared values shape local policies, interactions among members, and individuals’ actions. Importantly, our shared values can change based on the collective choices of our members. In other words, individuals working together in our community create our community’s shared values. 

 INCLUSION: We believe all people have a right to full inclusion as valued community members.

 HOPE: We are optimistic about change and seek to inspire confidence for a better future with the people and communities we support.

 RESPONSIVENESS: We adjust to meet changing community needs and are courageous in getting the job done.

 INTEGRITY: We are committed to being honest, professional and accountable in our relationships and everything we do.

Strategic Priorities

 Our Strategic priorities are the objectives our community hopes to achieve over a three-year period. They are the core initiatives the community wants to achieve.

 Strategic priorities for the community can adjust as the internal and external environments in and around it change. Below are our five strategic priorities.

1. Our Community – engage the community

2. Our People – resilient and sustainable community

3. Communications and Marketing – enhance our profile, brand and reputation

4. Our Community Infrastructure – well-managed community campus

5. Our Finances – financially responsible, growth-focused  

Strategic Priority 1: Our Community

Our Community – engage the community.

Objective (The ‘Why’): Desirable and liveable town of quality that meets all its residents’ and visitors’ needs while maintaining a small town spirit.

1. Engage families, children & businesses

2. Engage other town community groups and committees

3. Host business & community networking events

4. Traffic calming & control

5. Tourism

Strategic Priority 2: Our People

 Our People – resilient and sustainable community

 Objective (The ‘Why’) : To provide a range of opportunities for young people and their families, including education, entertainment, and exercise

1.Establish Volunteer Coordination

2.Succession planning

3.Drop in centre

4.Youth programs & activities for families & children

Strategic Priority 3: Communications and Marketing

 Communications and Marketing – enhance our profile, brand and reputation

 Objective (The ‘Why’) : Build a strong brand community to invite all to become part of something bigger and to have an impact together.

1.Virtual online engagement with photo tagging and contests through Facebook, website and email

2.Community engagement through email, direct and letterbox drop

3.Communications support for programs and events

4.Our history why we exist and where we have come from

5.Local Press engagement & advocacy

6.Community branding 

Strategic Priority 4: Our Community Infrastructure

 Our Community Infrastructure – well managed community campus

 Objective (The ‘Why’) : To Protect & enhance the coastal town that combines urban, rural and coastal amenities, environment and atmosphere, and native flora and fauna.

1.Foreshore

2.Slipway

3.Pump Track/skate park

4.Adventure Playground

5.Footpaths

Strategic Priority 5: Our Finances

Our Finances – financially responsible, growth focused

Objective (The ‘Why’) : Strong, bustling community; driving sustainable growth; stronger commercial centre and more services

1.Fundraising

2.Increase revenues from members/residents (membership, donations etc.)

3.Financial Budget – 5 Year plan

4.Grant management

Community Engagement Process

Projects

 The key to productivity is found in how we manage projects, which is the tool of implementing our strategic priorities.

 Every project we list contributes to our strategic priorities. We have done this through the integration of projects within the Community Plan. This integration includes a process for prioritising projects by their contribution to the plan.

 Our projects are set to meet the needs of the community. The objective covers “what we want to become”. Projects translate the objective into specific, measurable, and tangible terms. The projects answer in detail where the community is heading and when we will get there. These projects set targets for all levels of the community. Each level of the project supports the higher-level strategic priorities and objective in more detail.

The purpose of the Community Plan is to provide the opportunity for the Community to discuss and decide the future it sees for itself. The plan will provide residents with certainty in regards to growth and development in the town, the types of services that can realistically be provided, the opportunities that are available now and in the future.
This plan is owned by the Community and will form the basis of discussion with other interested groups such as government, council and business in the future. It is not a static plan but an evolving one which will provide us with much needed direction into what is otherwise an uncertain future. It will be a way of mapping the future for ourselves and our children and hopefully set a good foundation for our grandchildren.

South Gippsland Community Plan Alignment

The South Gippsland Shire Council Plan 2022-2026 is a strategic document that outlines the priorities and directions for the next four years. The plan is based on six Strategic Objectives: Connecting Our People and Places, Economy and Industry, Healthy and Engaged Communities, Leading with Integrity, Protecting and Enhancing our Environment, and Sustainable Growth. The Council aims to work collaboratively with the community to deliver this plan. The purpose of this Council Plan is to address the priorities and challenges of the entire South Gippsland region, which includes 28 unique towns, villages, and hamlets. The six Strategic Objectives of the Council Plan have been considered and are broad enough to encompass the Port Franklins Community Plan and our town’s needs within the region.

The Port Franklin Progress Association aims to work collaboratively with the Council to deliver this plan and support community-led solutions that keep the values and character of our town intact.