Engage Frankston!
Council is required to prepare a new Council Plan every four years following local elections.
For the first time, we've combined the Municipal Health and Wellbeing Plan with our Council Plan to create an integrated draft Council and Wellbeing Plan 2025-2029. This ensures that the health and wellbeing of our community is at the core of everything we do, enabling our residents to thrive at every stage of life.
We've also drafted a revised Revenue and Rating Plan 2025-2029 to support delivery of the Council and Wellbeing Plan. The draft Revenue and Rating Plan sets out how Council will generate income to deliver the Council and Wellbeing Plan, services and infrastructure commitments over the four years. We're proposing a new increased rate for the Frankston Metropolitan Activity Centre (FMAC) area and Nepean Highway to support Council's delivery of the Council and Wellbeing Plan.
Learn more and share your feedback in our surveys below. Or email the Integrated Financial, Planning and Reporting team at integratedplanning@frankston.vic.gov.au or call 1300 322 322.
The Local Government Act 2020 requires that councils develop or review the Community Vision, Council Plan, Financial Plan and an Asset Plan in accordance with its deliberative engagement practices.
We are engaging in three stages to ensure our community has many and diverse ways to help us develop the Council and Wellbeing Plan, and ensure its delivery is effective under our Revenue and Rating Plan.
In March-May 2024, we engaged with 1,361 participants, who represented all ages, suburbs, genders, and diverse characteristics of our municipality. Participation included:
In Sept-Nov 2024, a 40-member Community Panel met for 16 hours over five workshops. The Panel, representing all ages, suburbs, genders and diverse characteristics analysed broader community input and:
In April-May 2025, we are reporting back and seeking feedback on a draft Council and Wellbeing Plan.
We're asking if it meets our community's expectations, based on your needs and aspirations identified in earlier engagement stages.
We're also seeking feedback on a draft Revenue and Rating Plan, which proposes a new 'differential rate' for the FMAC area and Nepean Highway as a way to support delivery of the Council and Wellbeing Plan, and to discourage land banking and encourage development.
The revised Community Vision 2040 was developed by a Community Panel after considering feedback from over 1300 community members. It focusses on what the community aspires our city to be like by the year 2040, and has guided the development of the draft Council and Wellbeing Plan 2025-2029. Learn more about how the Community Vision 2040 was created here.
Does Council's draft Focus align with community aspirations and needs? Do you support the new differential rate proposed to help deliver the Plan?
The draft Council and Wellbeing Plan 2025-2029 is structured around four Strategic Outcomes that provide direction for Council, to focus our efforts and prioritise our resources effectively over the next four years:
Each Strategic Outcome directly aligns with the four aspirations of the Community Vision 2040. They also align with our three Health and Wellbeing Priorities, creating a strong link between Council services and the health and wellbeing of our community.
Below we explain how we plan to deliver the Strategic Outcomes over the next four years, with our four-year objectives and actions we're prioritising for Year 1 delivery. We have highlighted actions that we know are important to our community from our Stage 1 and 2 engagements, particularly those our community wanted Council to 'focus more on'. We also invite your review and feedback on all planned actions in our draft Council and Wellbeing Plan 2025-2029 and Year 1 Action Plan, which you can download using the links below.
Community Vision 2040: Healthy and Inclusive Communities
Frankston City is a place for everyone to feel proud, safe, healthy and supported in wellness.
All people are recognised, supported, respected and celebrated.
Our green spaces, quality health services, social support, education and community groups are accessible and inclusive.
We recognise and respect the heritage and history of our First Nations peoples.
Strategic Outcome:
Improve community health, safety and wellbeing by reducing harms and promoting healthy lifestyles. Strengthen resilience, inclusiveness, and enrich culture and diversity.
Four year objectives:
1.1 Provide support, accessible and inclusive services and spaces
1.2 Strengthen social connection, respect, value of diversity and gender equality.
1.3 Support and strengthen positive early childhood development
1.4 Support community safety and wellbeing
Example Year 1 actions:
1.1.2 Promote young people’s health, social inclusion, skill development and leadership through programs and events
1.1.4 Support food security and healthy eating
1.2.1, 1.2.2, 1.4.2 Continue to implement Action Plans for Reconciliation, Disability, Family Violence Prevention
1.4.4 Advance efforts to provide diverse housing
1.4.5 Monitor needs, support advocacy and explore partnerships to prevent harms from alcohol and other drugs.
Community Vision 2040: Natural Environment
Frankston City is committed to balancing the enjoyment of the environment with robust and sustainable land management.
The community is educated on how to care for the environment, and the protection of biodiversity and the health of natural spaces is promoted.
Climate change is being actively addressed, and our integrated water systems are future proofed against the challenges of our coastal region.
Waste management is transparent and innovative.
Strategic Outcome:
Promote sustainability through bold climate change action and leadership. Protect and enhance natural and built environment.
Four year objectives:
2.1 Enhance, protect, regenerate indigenous vegetation and biodiversity
2.2 Sustain emissions reductions progress and build community climate change capacity and resilience
2.3 Encourage participation in volunteering and education
2.4 Work with state agencies to sustainably manage stormwater and drainage
2.5 Support local circular economy
Example Year 1 actions:
2.1.1 Support planting and maintenance of trees in natural reserves, open spaces, roadsides and nature strips; no reduction in tree canopy coverage.
2.1.3 Support urban forest, social connection and liveability outcomes, guided by the Local Park Action Plan.
2.4.1 Commence Frankston City Flood and Stormwater Management Framework with Melbourne Water
2.5.1 Implement City Circularity Roadmap programs to eliminate waste, keep products in use and protect environment.
Frankston City is a thriving, prosperous, safe place, where people love to live, study, work and visit.
Public spaces provide an extensive range of cultural, artistic and recreational pursuits.
Frankston City nurtures and attracts innovation and investment and is known for its diverse educational and business opportunities.
It's well-connected, with a network of easy to access, progressive and resilient infrastructure.
Strategic Outcome:
Enhance liveability by improving access to and revitalising places and spaces. Foster a thriving economy by creating jobs and opportunities to build a skilled and educated community that supports sustainable and diverse industries.
Four-year objectives:
3.1 Position Frankston as a premier cultural hub
3.2 Enhance urban city identity and character
3.3 Attract and invest in high quality property development
3.4 Provide and advocate for safe, accessible transport connections
Example Year 1 actions:
3.1.1 Position Frankston City as open for growth and development, focusing on new residents, current community, prospective businesses, arts and events.
3.1.4 Deliver Library Action Plan, focusing on enhanced access and expanded digital services
3.2.3 Promote good design outcomes to create a vibrant and successful City Centre, consistent with FMAC Structure Plan
3.3.1 Advance transformation of Nepean Highway
3.4.1 Update Road Management Plan to enhance road safety
Aspiration for 2040
Frankston City Council communicates honestly and transparently with our communities and advocates for people of all abilities and backgrounds.
Council is trusted and well governed and uses its resources in an accountable and sustainable manner.
Councillors and Council work as a team to prioritise the community’s interest through programs of ongoing engagement and uses its resources in an accountable and sustainable manner.
Strategic outcome:
A forward-thinking, responsive council that values community input, optimises services, ensures robust governance and sustainable decisions.
Four-year objectives:
4.1. Improve technology, data and processes
4.2 Councillors demonstrate integrity, transparency, respect, accountability
4.3 Strategic asset management
4.4 Community advocacy
4.5 Strategic planning principles
4.6 Build well-managed, diverse workforce
4.7 Accessible community engagement and elevate customer’s voice
Example Year 1 actions:
4.1.3 Ensure clear, timely, inclusive, accessible communication across all customer facing channels
4.2.1 Implement and monitor Councillor professional development training program
4.4.4 Champion community engagement by fostering transparency, encouraging active involvement and strengthening connections between residents and Council decision-making.
4.7.1 Ensure customer channels are accessible, inclusive and convenient, valuing digital and human centric options.
For the first time we have combined the Municipal Health & Wellbeing Plan with our Council Plan to create an integrated draft Council and Wellbeing Plan 2025-2029. This approach places the health and wellbeing of our community at the heart of everything we do, laying the foundation for our commitment to creating environments that support health and wellbeing and enabling our residents to thrive at every stage of life.
To support this, we have developed three Health and Wellbeing Priorities that align with our four Strategic Outcomes, creating a strong link between Council services and the health and wellbeing of our community. We have analysed in detail our community's health and wellbeing to inform these priorities. Snapshots of our community's health and wellbeing profile can be viewed below.
Priority 1 focus:
Physical activity, healthy eating, good health and the ability to adapt to a changing climate.
Priority 2 focus:
Mental wellbeing, social connection and inclusion.
Priority 3 focus:
Living free from violence, discrimination and preventing harm from tobacco, alcohol, drugs and gambling.
Learn more in our images below about our community's current health and wellbeing. These snapshots have informed the development of our Health and Wellbeing Priorities in the Draft Council and Wellbeing Plan 2025-2029.
Alternatively, download the snapshots in a more accessible PDF version here: Frankston City Health and Wellbeing Community Profile Snapshots.
A range of data sources were used to inform the Frankston City Health and Wellbeing snapshot.
If you would like a specific reference, please contact the Social Policy and Planning team social.policy@frankston.vic.gov.au.
ABS Census of Population and Housing (.id community profile) 2021
Australian PV Institute (APVI) 2024
Australian Early Development Census (AEDC) 2021
Australian Institute of Health and Welfare (AIHW) 2022
Crime Statistics Agency (CSA) 2024
Frankston City Council Asset data 2024
Frankston City Council Community Satisfaction Survey 2024 Frankston City
.id Housing Monitor 2024
Frankston City Council Urban Forest Action Plan 2020-2040
Ironbark Sustainability 2023
Turning Point AOD Stats 2021-2023
Victorian Council of Social Services (VCOSS) 2023
Victorian Gambling and Casino Control Commission (VGCCC)
2024 Victorian Liquor Commission (VLC) 2018/19
Victorian Local Government Annual Waste Services Report 2023
Victorian Population Health Survey 2023 Women’s Health Atlas 2023
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Council is required to prepare a new Revenue and Rating Plan every four years following local elections. Council's draft Revenue and Rating Plan 2025-2029 outlines how Council plans to set rates, fees and charges for the four years, and explains a new proposed method for equitably sharing rate requirements across Council's ratepayers.
Council also develops a Long-Term Financial Plan and Annual Budget to set the specific amount of rates Council needs to deliver its services and capital expenses. We're currently revising our Financial Plan 2021-2031 and developing an Annual Budget 2025-2026 following extensive engagement in 2024-2025. Learn more about the engagement on the Financial Plan here and the Annual Budget here, and we'll report back once the Plan and Budget are finalised in June 2025.
Council is proposing to change the differential rate that applies to vacant land in the FMAC area and on Nepean Highway as to way to support delivery of the Council and Wellbeing Plan, and to discourage land banking and encourage development.
Rates and charges are an important source of revenue, accounting for approximately 63 per cent of revenue received by Council that funds council services. The Victorian Government's rate capping requirements prevent Council from raising rates above the 'cap' set by the Minister for Local Government.
Council continues to adopt 'differential rating' to help equitably distribute the rating burden across ratepayers. Council uses this to assess particular classes of properties at different levels, to shift part of the rate burden from some groups of ratepayers to others.
Council is proposing to change the differential rate that applies to vacant land in the FMAC area and on Nepean Highway as to way to support delivery of the Council and Wellbeing Plan, and also as a way to discourage land banking and encourage development.
The areas that would be affected by this change are shown in the map below.
Frankston City Council has adopted a 'differential rating' system, instead of a 'uniform rate', as it considers differential rating to contributes to the equitable distribution of the rating burden. Differential rating allows particular classes of properties to be assessed rates at different levels from the general rate set for the municipality.
Differential rating allows Council to shift part of the rate burden from some groups of ratepayers to others, through different “rates in the dollar” for each class of property.
Under the Local Government Act 2020, Council is entitled to apply differential rates provided it uses Capital Improved Valuations as its base for rating. Section 161 outlines the regulations relating to differential rates.
The maximum differential allowed is no more than four (4) times the lowest differential. This is important in the Frankston City Council context as Council is very close to this limit in terms of the variation between the current Retirement Village Rate and the Derelict rate.
Council, in setting the rate through the Annual Budget process, sets the differential rate for set classes of properties at higher or lower amounts than the general rate. The different levels of rates are outlined in the Differentials section of the draft Revenue and Rating Plan. The Plan also sets the Principles applying to how Council sets the differential rates.
Council rates are a property-based tax that allow Council to raise revenue to fund essential public services and major initiatives to benefit the municipality. The important feature of rates is that they are a tax and not a fee for service.
Importantly, it is a taxation system that includes flexibility for councils to utilise different tools in its rating structure to accommodate issues of equity and to ensure fairness in rating for all ratepayers.
Rates are set each year by Council in its Annual Budget, and in accordance with its Long Term Financial Plan. The Revenue and Rating Plan also sets Principles that Council must follow when setting rates amounts.
Rates and charges are an important source of revenue, accounting for approximately 63 per cent of revenue received by Council. The collection of rates is an important factor in funding Council services.
Planning for future rate increases is therefore an essential component of the long-term financial planning process and plays a significant role in funding both additional service delivery and the increasing costs related to providing Council services.
Council is aware of the balance between rate revenue (as an important income source) and community sensitivity to rate increases. With the introduction of the State Government’s rate capping legislation, all rate increases are capped to a rate declared by the Minister for Local Government, which is announced each December for the following financial year.
Timeline item 1 - complete
Community engagement on Budget 2024-2025
13 February - 5pm 14 March 2024
Community reviewed what had been delivered so far under our 2021-2025 Council Plan, and shared they wanted to see more, less or the same of in our final year 2024-2025 Budget.
This online engagement informed our broader Stage 1 engagement in March-May 2024.
Timeline item 2 - complete
Stage 1: Community engagement on Community Vision, Council Plan, Asset Plan and Financial Plan.
March-May 2024
We engaged with 1,361 participants on our Community Vision, Council Plan, Asset Plan and Financial Plan. Participants represented all ages, suburbs, genders, and diverse characteristics of our municipality.
Participation included:
Timeline item 3 - complete
Stage 2: Deliberative engagement with Community Panel
September-November 2024
We set up a representative Community Panel to have in depth discussions about the future of Frankston and your aspirations.
Our Panel:
Timeline item 4 - complete
Community engagement on Budget 2025-2026
20 January - 20 February 2025
We asked our community and stakeholders to share ideas to help inform our Annual Budget 2025-2026. We received written submissions and heard verbal submissions at our Council Meeting.
These ideas are informing our draft Annual Budget 2025-2026, which will be presented to Council for adoption in June 2025.
Timeline item 5 - active
Stage 3: Community engagement on Draft Council and Wellbeing Plan 2025-2029 (and Year 1 Action Plan), and draft Rating and Revenue Plan 2025-2029
24 April - 24 May 2025
We're seeking feedback on our new draft Council and Wellbeing Plan, Year 1 Action Plan, and our draft Revenue and Rating Plan 2025-2029.
We will finalise these plans following Stage 3 engagement, and report back in June 2025.
We're also informing you of our updated final Community Vision 2040, adopted by Council in February 2025.
Timeline item 6 - incomplete
Reporting back
June-July 2025
We'll report back to you on the following Plans that will be presented to Council for adoption on 23 June 2025:
Frankston City Council acknowledges and pays respect to the Bunurong People, the Traditional Custodians of these lands and waters.
Council can arrange a telephone interpreter for you, call us on 1300 322 322
Or you can call
Interpreter Service: 131 450
NRS: 133 677 or 1300 555 727
