People
Participation, confidence, wellbeing, skills and progression.
Discover why the Foundation exists, who it serves and how the long-term vision comes together.
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The intended impact is social, sporting, educational, community and economic—and it should be measured transparently over time.
The ambition is long-term change: who participates, who progresses, who belongs and what remains useful for future generations.
Participation, confidence, wellbeing, skills and progression.
A destination that strengthens community identity and access to opportunity.
A model, evidence base and physical asset designed to remain useful beyond the first generation.
The Foundation should measure change across several connected dimensions—not only attendance.
Participation, confidence, wellbeing, skills and progression.
Access, quality of experience, pathway depth and leadership.
Learning, qualifications, mentoring and career routes.
Belonging, volunteering, family experience and local partnerships.
Jobs, events, partnerships, local spend and wider regional value.
What remains useful, replicable and valuable for future generations.
community sport impact Warwickshire — should be demonstrated with evidence rather than assumed from good intentions. Warwickshire Valkyries Foundation intends to build measurement into programmes from the beginning so that participation, experience, progression and wider community outcomes can be understood over time.
Impact is difficult to interpret without knowing the starting point. Where practical, programmes should establish who they are reaching, what provision already exists and what problem or opportunity the activity is intended to address.
Headline attendance can hide important information. Repeat attendance, retention, progression, demographic reach and the route through which people joined can provide a more useful picture of whether activity is becoming embedded.
Numbers do not explain everything. Feedback from participants, families, volunteers, coaches and partners can identify barriers, quality issues and unexpected benefits. Complaints and negative feedback are also evidence and should not be excluded from learning.
Coaching qualifications, volunteering experience, mentoring, officiating, work placements and leadership opportunities can demonstrate how the Foundation contributes beyond physical activity. Measures should reflect the actual programmes delivered rather than a fixed list of aspirational outcomes.
Partners may contribute money, expertise, employee time, facilities or introductions. Recording those inputs and the outcomes connected with them can create better accountability and help future partnership decisions.
Authority grows when organisations are willing to publish both progress and limitations. As reliable data becomes available, the Foundation intends to share useful summaries and reports while being clear about methodology and avoiding claims that the evidence cannot support.
The intended approach combines participation data, retention, progression, participant experience, volunteering, skills and other measures relevant to each programme.
The Foundation is still developing. Verified operational impact should be published as programmes run and reliable evidence becomes available.
Where appropriate, the Foundation can record financial, in-kind and volunteer contributions alongside the outcomes they help enable.
Transparent reporting helps participants, communities, funders and partners understand progress and holds the Foundation accountable for its claims.