Foundation
Governance, early programmes, Founding 100 and proof of concept.
Discover why the Foundation exists, who it serves and how the long-term vision comes together.
Explore the visionExplore the long-term destination, campus concept and the staged journey towards delivery.
Enter the Project RoomThe organisations and individuals who choose to help establish the Foundation at the beginning.
Explore the Founding 100Follow the Foundation, access resources and understand the progress behind Chapter One.
Read the latest
The roadmap explains how the Foundation, evidence, partnerships, land, planning, funding and delivery capability must come together over time.
The scale of the destination may be significant, but the project should still be built through disciplined stages.
Governance, early programmes, Founding 100 and proof of concept.
Evidence, land, feasibility, planning, funding and delivery partnerships.
Phased construction and operation when the project is ready to proceed.
This roadmap can now evolve in WordPress as the project develops. Select a milestone to see its status, needs and linked story.
The organisational foundation, brand, governance structure and digital infrastructure have been established to give the wider vision a credible starting point.
The current phase is about building the evidence, relationships and operating logic needed to turn an ambitious vision into a credible long-term proposition.
The next major development priority will be to identify a suitable site and test whether the proposed destination can work technically, operationally and financially.
Subject to the right site and feasibility evidence, a later stage would translate the vision into a coordinated masterplan and more detailed design proposition.
A later phase would seek the approvals, capital strategy, commercial structure and funding partnerships required to move a deliverable scheme forward.
If the required approvals, funding and delivery arrangements are secured, the project could move into carefully phased construction and operational mobilisation.
The long-term goal is not simply to open a destination, but to operate, measure, improve and share a model that remains useful for generations.
The ambition is not to wait for a future campus before creating value. As the project develops, the Foundation can build partnerships, programmes, evidence and opportunities that strengthen grassroots sport and the communities around it.
Make sport and activity easier to discover and more welcoming to join.
Help clubs, coaches, volunteers and families create environments where people want to stay.
Connect participation with skills, wellbeing, education, mentoring and clearer progression.
Create stronger pathways for people who want to coach, lead, work, volunteer or perform at a higher level.
Better connections between participation, clubs, coaching, volunteering and development.
Design around barriers that can cause women and girls to leave sport, while creating an environment that benefits everyone.
Use sport as a route into confidence, connection, physical activity and stronger community relationships.
Create routes into volunteering, coaching, education, employment and leadership.
The Warwickshire Valkyries Foundation roadmap sets out how a major female-first sport and community project can move from an ambitious idea towards a deliverable destination.
The first stage is about defining the need, purpose, audience and operating concept. This includes the Foundation’s female-first principles, initial sporting focus, community proposition and the role of Valkyries House.
A credible project needs evidence. Site requirements, land opportunities, access, utilities, planning context, environmental constraints, demand and high-level viability all need investigation before major commitments are made.
The Foundation will require a blend of relationships appropriate to each phase. These may include commercial partners, Founding 100 organisations, professional advisers, community partners, funders and investors.
Architectural, engineering, cost, planning, accessibility, sustainability, transport, landscape and operational expertise will turn broad concepts into coordinated proposals.
Any development must follow the relevant planning, building, procurement and legal processes. Timescales can only become reliable once the site and scope are sufficiently defined.
A phased strategy can allow useful facilities to open earlier while later elements continue to develop. Each phase should work operationally in its own right and fit the long-term campus plan.
Opening is not the end of the project. The Foundation will need strong management, sustainable revenue, safeguarding, maintenance, programming and evidence of sporting and community impact.