The Active Warrnambool Strategy 2025-2035, endorsed on December 1, 2025, provides Council with an evidence-based framework to guide the planning, provision, and management of sport and active recreation opportunities over the next ten years.
Key trends and influences
A range of factors have shaped the direction, recommendations and delivery of the Strategy. These include participation trends, demographic shifts, population growth, and the known barriers that influence community access and engagement.
Warrnambool has a strong culture of traditional sports such as AFL, netball, cricket and basketball. The growth of soccer participation recently has been significant. Junior sport participation is also growing across netball, basketball, AFL and gymnastics, however there are retention challenges for teens and adult males in several sports.
It is important for Council to have a good understanding of the current and likely future use of sporting facilities for organised sport, to assist in future decision making, planning, and management of its current assets. Review of the current facility provision and sports participation levels reveals the following needs:
- Demand for up to four additional soccer pitches by 2046.
- Demand for flexible open spaces that provide for non-traditional sports and social activities.
- Planning is needed to ensure that the indoor stadium can cater to future growth.
- Public access to waterways and coastal environments for sport, recreation and physical activity is a high priority for residents, however this must be balanced with the required environmental protections.
Much of the sporting infrastructure provided across the city requires replacement or redevelopment to meet standards and guidelines. State Sporting Associations inform facility development requirements which reflect increased female participation in traditionally male sports, with most existing sports pavilions falling short of the current standard. The Sports Road map has identified the list of priority actions to address key facility gaps.
Reduced opportunities for external funding at a State and Federal level and Councils financial position over the lifetime of this strategy places a focus on maintaining existing sport and recreation assets and public spaces that:
- maximise participation outcomes;
- enhance the suitability for women and girls and priority groups; and,
- enhance the flexibility of use to provide opportunities for residents to be active including people of varying ages, interests, abilities and culture.
Warrnambool has a generous provision of active and passive open space that encourages residents to engage in active sport and recreation activities to improve their health and wellbeing. Council invests significant funds each year to maintain and renew community assets and commits capital funds to major projects which have broader community benefit.
There has been growing interest in social, flexible, and non-traditional formats (pickleball, twilight sport, casual play) and active recreation (walking, gym/fitness, running, swimming, cycling) remains highly popular. There is demand for activities that cater to older adults and culturally diverse communities.
The Strategy
The Active Warrnambool Strategy responds to the demographic change, participation trends, pockets of population growth and community aspirations to ensure facilities and activities are inclusive, accessible and sustainable. It identifies four key strategic pillars with an overarching vision and guiding principles.
Vision
Council’s vision for the Active Warrnambool Strategy 2025-2035 is:
Get Moving - Any Way You Can. For sport and recreation to empower everyone to move freely, feel safe, and belong.
Guiding principles
• Participation
• Inclusion
• Equity and Diversity
• Wellbeing
• Partnerships
• Future Focus
• Sustainability
• Evidence based
Strategic pillars and objectives
1. Inclusive participation and activation: increase and activate participation opportunities, with a focus on reducing barriers to support people move their way.
2. Welcoming places and infrastructure: develop and maintain inclusive, sustainable and future ready facilities and open spaces that are safe, female-friendly, and accessible.
3. Partnerships and collaboration: build strong and sustainable partnerships to maximise resources, support clubs and deliver shared community benefits.
4. Capability and leadership: foster inclusive leadership, strong governance, and community driven sport and recreation outcomes.
To deliver on the vision and goals set out in the strategy, Council will drive action through a targeted, coordinated, and collaborative approach. Council’s role will focus on strategic leadership, partnerships, advocacy, and capacity building to ensure that sport and recreation facilities and programs meet the needs of our growing and diverse community.