AFC Women’s Asian Cup: How do we sustain growth and success?

This year’s AFC Women’s Asian Cup 2026 was not just another tournament. It was a momentum shift for women’s football in Australia. Match quality, crowd numbers and national pride have never been higher – but how do we ensure this success continues after the final whistle?

Financial input and output

Ahead of the tournament, the Australian Government demonstrated their support and commitment through a $15 million investment.

With such significant financial backing behind the Matildas’ pursuit of victory on home soil, the tournament seemed poised to be hugely successful – and it didn’t disappoint.

Projections point towards an overall revenue of over $250 million, with over 24,000 international visitors and 1000 jobs created. It proves that when money is invested into the women’s game, the rewards on and off the pitch are undeniable.

Federal Minister for Sport, Anika Wells, was present at the official announcement of the Australian Government’s funding boost.

“The Tillies and the 2023 Women’s World Cup redefined Australian sport and now the Albanese Government is backing the Matildas again with a $15 million investment for the Women’s Asian Cup,” said Wells.

“Women’s sport is not nice to have or a phase, it is brilliant, nation-stopping, and here to stay.”

With huge revenue numbers and contributions to local economies, this year’s AFC Women’s Asian Cup has demonstrated the financial power and potential of the Matildas, and ultimately of women’s football across Australia.

Attendance numbers skyrocket

Beyond finances, however, the standout factor throughout the tournament was the record-breaking crowd sizes.

60,279 fans packed into Stadium Australia in Sydney to witness an entertaining 3-3 draw between the Matildas and South Korea, a huge number which was later smashed by Saturday’s final attendance of 74,397.

However, support wasn’t exclusive to the Matildas. At Japan’s semi-final demolition of South Korea, a 17,367 crowd set a record for the highest attendance at a Women’s Asian Cup match between two visiting teams.

Although skeptics will highlight that many games failed to sell out, the crowds attracted during this year’s tournament highlight two decades of immense growth. In 2006, the final brought in little more than 5000 people.

In fact, with 250,000 attendees over three weeks, and ticket sales increasing five-fold from the previous record, the proof of a nationwide buzz is there for all to see.

But creating a buzz is not enough. We must act on it, and sustain it, if we want to see true, long-term development.

 

Avoiding past mistakes

Following the excitement of the 2023 FIFA Women’s World Cup, women’s football in Australia looked set to launch into a new era of development and expansion.

Although female participation increased in New South Wales by 31% between 2022 and 2025, attendance numbers at ALW matches fell by 26% between the 2023-24 and 2024-25 seasons. The ‘buzz’ – without genuine commitment or backing to sustain it – wore off far too quickly.

This year’s AFC Women’s Asian Cup was a second chance for Australia’s football industry to correct its past mistakes, and ensure that state federations, governments and teams align in their commitment to growing the ALW and women’s football as a whole.

Furthermore, given the on-pitch prowess and off-pitch success over the past few weeks, the Asian Cup could play a major role going forward. It may yet be the catalyst, the long-awaited springboard that can propel women’s football to new heights in years to come, both on the international stage and within Australia.

 

How do we prolong the buzz?

So, while the success of the Asian Cup can encourage important discussions, the key is to inspire stakeholders and decision makers into taking real action.

On Saturday, Football Australia expressed their commitment to progressing the women’s game in NSW after the tournament ends. Joined by Football NSW and Northern NSW Football, they called upon the NSW government to address facility imbalances over the next decade.

“The growth of women’s football in New South Wales is not a short-term trend – it represents a fundamental shift in participation and expectation across our communities. To sustain this momentum, we must invest in infrastructure that is inclusive, accessible and fit for purpose, ensuring everyone has the opportunity to play, develop and thrive in the game,” said Football NSW CEO, John Tsatsimas.

“We call on the government to invest in the largest participation sport in NSW to bridge the growing facilities gap in NSW which will deliver economic and social long-term benefits through connected communities.”

To this end, a proposed NSW AFC Women’s Asian Cup Australia 2026 Legacy Fund – worth $343 million over a ten-year period – would address several issues at grassroots level. These include:

  • Delivering upgraded community facilities to accommodate growing participation numbers among women and girls
  • Improving accessibility, safety and playing capacity across metro, regional and remote communities
  • Supporting multi-use and multi-sport facilities
  • Strengthening pathways for women and girls across all age groups
  • Continuing the legacy of the AFC Women’s Asian Cup 2026

Should this fund be implemented in NSW over the next ten years, fans and players within the women’s game will be at the heart of a major, long-overdue realignment.

Final thoughts

Despite the bitter disappointment of losing in the final on home soil, there is nevertheless an important reminder to take away: we can’t control results on the field, but we can control intent, attitude and commitment off it.

The AFC Women’s Asian Cup 2026 was a huge success for women’s football in Australia. Matches were of extremely high quality, crowd numbers smashed tournament records, and the nation was united in their support for one of Australia’s most popular sporting outfits.

There may not be silverware to show for it, but the past few weeks have provided something far greater: recognition, respect and a platform to continue growing long after the final whistle. The demand is undeniable, participation and interest is soaring, and the voice of the women’s game can no longer be ignored.

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Theo Fotopoulos outlines vision for Canberra United’s future

Professional football in the nation’s capital has entered a new era with Australian Sports Group (ASG) officially taking over Canberra United ahead of the 2026/27 season.

Led by Chairman Morris McAllister and CEO Theo Fotopoulos, ASG takes over a club whose future has been uncertain in recent years. Now, the focus has shifted from survival to building a sustainable future for football in Canberra.

Speaking to Soccerscene, Fotopoulos discussed why ASG chose to invest in Canberra United, the importance of preserving the club’s identity, and the roadmap for the chapter ahead for football in the nation’s capital.

Why Canberra?

The investment in Canberra United comes at an important time for the club. The beginning of the 2026/27 A-League Women season is just around the corner, and the prospect of an A-League Men side is drawing closer. Asked why ASG chose to invest in Canberra United and Canberra itself, Fotopoulos’ answer was simple.

“Canberra has stacks of football culture. It is a football city,” Fotopoulos said.

Speaking on the decision to retain the name Canberra United and not undertake a rebrand, Fotopoulos pointed to the club’s history and connection to the community.

“We retained the name, Canberra United, because of the history and the association. We felt there were more positives to retain the name,” Fotopoulos said.

The new ownership also wants supporters to play an active role in shaping the club’s future.

“The fans will be involved in making decisions,” Fotopoulos said.

Fotopoulos revealed that the club is already consulting with fans on the introduction of a nickname and is looking at developing a playing kit that is designed by the fans.

While Canberra offers a unique opportunity for professional football, Fotopoulos acknowledged the club will still compete for supporters’ attention alongside established sporting organisations such as the Canberra Raiders and ACT Brumbies.

Rather than viewing that as a disadvantage, he believes Canberra’s appetite for sport presents an opportunity to grow the club’s presence in the capital.
“It is something that allows us to accelerate the building of the brand in Canberra, Canberrans really love their sports,” Fotopoulos said.

 

The road ahead

The 2026/27 Ninja A-League season kicks off in October, and the priority for Fotopoulos and ASG at Canberra United is to ensure that Canberra is ready to compete not only next season, but sustainably for the years ahead.

“For us, it’s really stabilisation for the women’s. Build that and build the infrastructure around the women then translate that into an additional structure for the men’s program,” Fotopoulos said.

Infrastructure also forms a key pillar of ASG’s long-term vision. Fotopoulos said securing a long-term home at McKellar Park and improving football facilities across Canberra would play an important role in supporting future growth.

He believes better facilities will benefit not only Canberra United but football throughout the ACT and surrounding region.

Importantly, the takeover of the club included an option to introduce a team into the A-League Men’s competition from the 2028/29 season, which is something that ASG intends to pursue.

When speaking about the future of the proposed senior men’s side, Fotopoulos pointed to the quality within and around the organisation that will ensure its introduction.

“We’re quietly confident, the football department is very positive. There are a lot of quality people, both in Canberra and outside of Canberra, that have indicated interest in being part of the elite pathways academy structures that will be the foundation for a new A-League men’s team,” Fotopoulos said.

 

More than a football club

For Fotopoulos and ASG, this investment is about more than just owning and running a football club. The focus extends beyond results on the field to developing an integrated football structure and greater cohesion across the game.

In order to support a strong senior men’s and women’s side, Fotopoulos outlined the importance of establishing strong junior pathways for young players growing up in Canberra.

“One of the other big picture objectives is to finally get to establishing a permanent pathway,” Fotopoulos said.

Fotopoulos believes that these pathways will ensure long-term stability for Canberra United and help form the foundation of both senior playing groups for years to come.

However, it wasn’t just an investment in football in Canberra. It was a vote of confidence for women’s football in Canberra in particular.

While excitement is building around a potential expansion into the A-League Men, Fotopoulos believes that the current moment represents an even greater opportunity for the women’s game.

“If I was to look at any other time in history, this is probably the strongest time to invest in women’s football,” Fotopoulos said.

 

FIFPRO demands governance reform after FIFA’s FFE failure

While FIFA cancelled plans to move forward with FIFA Forward Enterprise (FFE), FIFPRO are demanding change at the top of football’s global governing body.

‘Abuse of power’

The plan to sell minority stakes in future FIFA competitions to private investors brought intense criticism from fans across the world.

Governing bodies including UEFA (Europe), CONCACAF (North America, Central America and the Caribbean) and the AFC (Asia) rallied against FFE and FIFA President Gianni Infantino, leading to a crisis meeting in Morocco to determine Infantino’s seemingly untenable position at the head of world football governance.

The meeting, however, confirmed Infantino will remain as FIFA President going forward – a decision which has since prompted FIFPRO to make their stance clear: governance reform is a must.

“The withdrawal of FFE was inevitable. But withdrawing the proposal does not erase what it revealed,” the organisation said via an official statement on the FIFPRO website.

“A plan capable of permanently altering the ownership and governance of the FIFA World Cup, and commercialising the competitions built by generations of players, was conceived in secrecy, negotiated behind closed doors and brought to the brink of agreement before the FIFA Council, the Member Associations, players and football’s recognised stakeholders even knew it existed.”

“That is not merely a governance failure. It is a profound abuse of presidential power.”

 

How to navigate governance post-FFE

As reiterated by FIFPRO, the FFE controversy arrived a mere few weeks after a Memorandum of Understanding (MoU) between FIFA and the player’s union marked an optimistic step to a more collaborative future.

But what was previously a step in the right direction, now seems an insufficient policy to protect players – and the wider landscape of world football – from future unilateral decisions at the top.

FIFPRO’s demands – agreed upon by the Presidents of all FIFPRO regional divisions across Africa, Asia/Oceania, Europe, South America and Central & North America – include measures such as:

  • Using the Global Social Dialogue Platform as fundamental part of FIFA’s governance
  • Engagement with stakeholders over future decisions affecting the professional game
  • Voting rights for professional football’s stakeholders on the FIFA Council
  • Structural reforms to prevent future unilateral decisions

The message from FIFPRO is therefore clear. Now is not the time to rest on criticism; stakeholders in the professional game must encourage action and reform.

“These reforms are now indespensable. But they are the responsibility of the future, not an absolution of the past,” FIFPRO continued via their official statement.

“The players did not create this crisis. They will insist that football emerges from it with stronger institutions, stronger safeguards and leadership worthy of the trust the game demands.”

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