DuttyTeabags

Oh yeh last time there was talk of a 'free hit' on here was about the P/O final in 2015/2016 "it's a free 'it we weren't supposed to be there this season" and look how that ended....is still ending Just hoping we keep it respectable...

Lifts are round other side

I asked Google Gemini 3 to come up with a full plan for a 40,000 all seater stadium and integrated indoor elite/ ski/ sports facility located at the Parkwood springs site to ensure 365 day footfall and commercial utilisation / payback. Here is the outputted report. Seeing Gemini in action was mindblowing in terms of depth/ rounds of research. This would be a costly/ ambitious plan but would be transformative for the local community and give Sheffield another 'centre of excellence' in snowsports alongside giving the Owls an incredible new home and world renowned multi-sport/ leisure facility. A multi-billionaire with the right ambition/ vision could pull this off. Enjoy! (no sleeping pills required tonight) Strategic Feasibility and Concept Development Plan: The Sheffield Wednesday Phoenix Project at Parkwood Springs Section 1: Executive Summary and Strategic Context 1.1 Project Mandate and Integrated Objectives The Strategic Feasibility Review addresses the development of a flagship, integrated sports complex for Sheffield Wednesday Football Club (SWFC) at the challenging brownfield site of Parkwood Springs. The central objective is the construction of a new, revenue-maximizing, 40,000-seat stadium that retains strong proximity to the club's traditional heartland, Hillsborough. This goal is coupled with a necessary and expansive regeneration mandate: transforming the long-neglected land into a multi-faceted civic asset. This project, hereafter termed 'The Phoenix Project,' seeks to capitalize on the site's unique topography to deliver a comprehensive public and elite sporting destination. Crucially, the plan integrates the SWFC stadium with the proposed Parkwood Snow and Mountain Sports Facility (PSMSF). This integrated development is fundamental to the project’s economic model, establishing a 365-day operational profile designed to maximize utilization and diversify income streams beyond traditional match day activity. 1.2 Key Findings and Recommendations (Strategic Overview) Preliminary analysis confirms that the conceptual integration of the stadium and the PSMSF is technically viable, but only contingent upon a substantial and aggressive commitment to enabling works. The primary cost drivers and feasibility challenges stem directly from the site's geo-technical conditions. The combination of a dramatic 95-meter elevation differential across the site and extensive former landfill contamination, including potential ground gas migration, dictates that foundation and infrastructure costs will be vastly higher than those typical of standard stadium developments on greenfield or stable sites. A comprehensive assessment of the site’s constraints mandates the following key recommendations: Engineered Platform Mandate: The complexity of the topography necessitates a massive Cut-and-Fill program supported by extensive, multi-level reinforced concrete retaining walls, establishing a stable, multi-hectare podium for the stadium structure. Infrastructure Priority: Development hinges entirely on external municipal and national investment in transport infrastructure. The current access is "challenged, primarily via a single road link", which is wholly insufficient for a 40,000-capacity venue. The immediate construction of high-capacity road access, likely a new A61 grade-separated junction, is a critical path item. Funding Mechanism: Due to the extremely high remediation and infrastructure costs required to unlock the site, the project must adopt a Public-Private Partnership (PPP) model. Leveraging municipal policy goals related to regeneration and brownfield renewal is essential to secure the necessary infrastructure contributions. 1.3 Alignment with Local and National Strategic Goals The Phoenix Project transcends the simple replacement of an aging sports venue; it represents a strategic intervention in urban renewal. The development will serve as a physical demonstration of comprehensive remediation and regeneration, fulfilling Sheffield’s established goals to transform contaminated, neglected brownfield land into high-value assets. This project exhibits a profound alignment with Sheffield’s identity as the "Outdoor City". By integrating a PSMSF utilizing the substantial slope, the project creates a unique nexus of professional football and world-class mountain sports training. This strategic layering of uses provides a significant secondary benefit: it dramatically expands the project’s eligibility for public financing. A traditional football stadium often has limited appeal for broad public funding streams. However, by establishing the PSMSF as an elite training centre, the scheme can justify applications for national sporting infrastructure funds, such as those administered by UK Sport or relevant Levelling-Up initiatives. This strategy of blending sporting prestige with national training capability unlocks the critical public financial support required to manage the disproportionately high enabling and brownfield remediation expenditures. Section 2: Site Analysis and Geo-Technical Constraints (The Parkwood Challenge) 2.1 Detailed Topographical Assessment: Overcoming the Slope The defining feature and greatest constraint of the Parkwood Springs site is its dramatic and highly variable topography. The site exhibits a significant elevation change of approximately 95 meters, ranging from 100 meters to 195 meters above sea level. A modern, 40,000-seat stadium bowl requires an expansive, virtually flat operational platform estimated to cover at least 7.5 hectares. Reconciling this need with the severe natural gradient is the primary engineering challenge. The proposed solution involves a sophisticated, large-scale Cut-and-Fill earthworks strategy. Significant excavation will occur at the higher elevations to feed fill material to the lower sections, creating the necessary level bench. However, given the scale and instability of the existing ground (detailed below), the final stadium platform must sit upon an Engineered Podium Structure. This is not merely a foundation; it is a multi-level reinforced concrete structure built into the lower slope, necessitating the construction of massive geotechnical retaining walls, such as diaphragm walls or extensive piled wall systems, to manage the immense lateral earth pressures and prevent movement. A critical consideration arising from such extreme topographical alteration is the inherent risk associated with hydrogeology. Large-scale earth movement and the introduction of new loading profiles dramatically alter natural groundwater flow. Detailed hydrogeological surveys are non-negotiable to prevent construction-phase instability and long-term slope slippage. The design must incorporate specialized subsurface drainage and cut-off trenches to manage water ingress, particularly during heavy rainfall events, which could otherwise saturate the engineered platforms. 2.2 Environmental Contamination Profile and Remediation Strategy The history of dereliction and industrial use at Parkwood Springs presents significant environmental contamination challenges. The site includes former landfill areas, introducing risks related to volatile organic compounds, heavy metals, solid domestic and industrial waste, and, critically, the generation and migration of hazardous ground gas. The contamination profile necessitates a highly specialized foundation and construction strategy. Deep piling is a mandatory requirement to bypass the unstable, potentially reactive, and contaminated fill materials and secure structural stability by anchoring the stadium and PSMSF loads directly to the underlying bedrock. The depth and complexity of this piling operation substantially increase the cost and duration of the foundation package compared to standard builds. Furthermore, comprehensive gas mitigation engineering must be integrated into the stadium and PSMSF structures, especially beneath any occupied spaces. This involves installing robust, permanent gas-venting layers, typically comprising a granular void-forming layer, coupled with a high-density polyethylene (HDPE) membrane. This system is essential for controlling potential gas pathways and preventing the build-up of explosive or toxic gases, such as methane and carbon dioxide, originating from the former landfill. It is established that the financial benefit of the land being easier to acquire, stemming from the Council's imperative for regeneration, is directly and completely offset by the high cost of regeneration itself. The environmental remediation, ground stabilization, and specialized deep foundations constitute the largest non-structure cost component of the entire project. 2.3 Land Acquisition, Ownership Review, and Planning Policy Context The proposed site’s current status as neglected, contaminated brownfield land significantly depresses its market value, streamlining the acquisition process and fulfilling the query’s requirement for 'easy to acquire' land. This low acquisition cost is a key facilitator in making the overall site assembly economically feasible, despite the subsequent high remediation expenditure. From a planning perspective, the project qualifies as Major Infrastructure and Regeneration. Under the Local Development Plan (LDP), this classification generally attracts high-level policy support, facilitating a potentially faster planning determination process, provided that the major constraints related to access and environmental management are demonstrably resolved. A critical negotiation point is the distribution of financial burden. While SWFC will fund the stadium structure, the municipal government should strategically negotiate contribution towards the baseline site remediation and the required external infrastructure upgrades (such as the A61 improvements). This contribution is justified by the public benefit, the civic pride dividend, and the significant removal of long-standing dereliction. 2.4 Infrastructure Audit: Existing Utilities and Access Deficiencies The existing infrastructure surrounding Parkwood Springs is fundamentally inadequate for a development of this scale and complexity. The current vehicular access is "challenged, primarily via a single road link". This single point of entry and exit is incapable of handling the required throughput for a 40,000-seat stadium on match days, let alone the concurrent year-round traffic generated by a major tourist and elite training hub like the PSMSF. Beyond road capacity, utility infrastructure requires massive enhancement. The PSMSF, particularly the indoor ski facility, requires substantial, dedicated, high-capacity electrical power feeds to run its massive refrigeration and chilling plant. Additionally, robust data fibre trunk lines must be extended to support the high-tech requirements of both the modern stadium operation (CCTV, ticketing, media) and the elite training centre (performance monitoring, data analysis). This necessitates significant off-site capital investment in utility infrastructure extension, scheduled to run concurrently with the geotechnical enabling works. Section 3: Conceptual Design and Spatial Integration Strategy 3.1 The Integrated Design Philosophy: Synergy Through Stacking The successful design for Parkwood Springs must view the steep terrain not as an obstacle to be entirely flattened, but as an asset to be utilized. The design philosophy centers on Synergy Through Stacking, which efficiently integrates the two high-volume, yet structurally incompatible, uses: the large, flat stadium platform and the massive, steeply sloped PSMSF. The concept places the PSMSF on the upper tier of the site, utilizing the natural gradient to achieve maximum vertical drop for the indoor slope. The stadium will occupy the lower, engineered podium structure. This configuration allows the majestic and dramatic structure of the PSMSF to act as a world-class backdrop to the SWFC stadium, establishing a unified, instantly recognizable sports hub identity. Furthermore, this integration allows for the effective sharing of services, centralizing elements such as the primary security control room, central heating/cooling plant, and large delivery logistics bays in the transitional zone between the two main structures. 3.2 SWFC Stadium (40,000 Capacity): The Podium Structure The new SWFC stadium, targeting a 40,000-seat capacity, must be oriented carefully, ideally on a North-South axis, to manage optimal light and shadow patterns for broadcast and spectator comfort. The stadium structure is defined by its foundation: the Reinforced Concrete Podium. This podium is crucial, functioning both as the structural base for the seating bowl and as an engineered barrier providing protection against hillside movement and contaminant migration. Because the stadium is built into the hill, the rear stands (likely the East or West side, depending on final orientation) benefit from concourse areas that can be built directly into the stabilized slope face. This efficient use of space avoids expensive suspended floor plates. The lower levels of the podium structure are designed to house essential stadium operational facilities, including high-capacity delivery bays, player facilities, and potentially several levels of integrated covered parking spaces, shielded from the elements. The architectural expression is paramount for establishing a sense of permanent home. The design must immediately convey Sheffield Wednesday's identity, utilizing the club’s traditional blue and white palette. Robust, high-quality materials should be specified to reflect the club’s heritage and ambition, ensuring the stadium serves as a prominent landmark. 3.3 The Parkwood Snow and Mountain Sports Facility (PSMSF) The PSMSF is the enabling anchor for the entire regeneration scheme. By leveraging the site’s substantial natural gradient, the indoor snow dome can be engineered to achieve a significantly greater length (estimated at 400-500 meters) and vertical drop than is possible on flatter sites. This allows the facility to move beyond being a local leisure amenity and become genuinely world-class, suitable for elite training purposes, aligning with national sports objectives. The PSMSF encompasses two core elements: the Snow Dome and the Mountain Sports Centre. The Mountain Sports Centre, which includes dedicated areas for climbing, bouldering, general fitness, and high-altitude training rooms, should be structurally and spatially linked to the stadium infrastructure. A shared, large-scale retail and dining plaza located between the facilities maximizes public foot traffic, encouraging cross-selling of services and driving consistent daily visitation. The technical challenge presented by the PSMSF is the management of the massive refrigeration plant. The chilling required to maintain the snow slope necessitates specialized, dedicated high-capacity power supplies and extremely efficient heat rejection systems (likely large cooling towers or geothermal heat sinks). Integrating this heavy mechanical and electrical infrastructure into the overall architectural aesthetic, while managing noise and vibration, requires specialist design input. 3.4 Pedestrian Flow and Crowd Management Design The utilization of the slope naturally facilitates multi-level access, which is crucial for the effective management and dispersal of large crowds (up to 40,000 for football, plus PSMSF visitors). The design will incorporate: Lower Access Corridor: Primary pedestrian access from the newly improved A61 corridor, feeding general admission ticket holders into the lower concourses of the stadium podium. Upper Access and Drop-offs: High-level access points served by dedicated bus drop-off zones, shuttle terminals, and corporate parking areas. This allows corporate patrons, VIPs, and PSMSF day visitors to enter the complex at higher levels, distributing the crowd load and minimizing reliance on internal vertical transportation systems within the stadium structure. Section 4: Transportation, Access, and Match-Day Logistics 4.1 Strategic Road Network Improvements (Critical Path Item) The existing access constraints represent the most immediate and critical threat to the viability of a 40,000-seat venue at Parkwood Springs. Current traffic modelling confirms that the challenged single road link must be entirely superseded by high-capacity road infrastructure. The mandated solution involves the full planning and construction of a new, dedicated motorway-standard junction off the A61. This infrastructure must be grade-separated to effectively handle high-volume ingress and egress movements required for match day periods. The execution of this road upgrade is mandatory and must reach practical completion prior to the stadium receiving its operational certificate. The investment in this infrastructure is immense, but unavoidable, as it is key to avoiding chronic match-day congestion and ensuring public safety. Furthermore, the design and construction of the new junction will inevitably require land acquisition beyond the immediate perimeter of the Parkwood Springs site boundary to accommodate ramps, slip roads, and widening. The financial planning must include comprehensive budgetary allocation and risk mitigation strategies specifically for Compulsory Purchase Orders (CPOs) required to secure the necessary road corridor land. 4.2 Public Transport Strategy and Off-Site Logistics To achieve sustainable logistical operation and meet modern environmental targets, a 40,000-seat venue must rely heavily on efficient mass transit solutions. A dedicated, high-frequency bus shuttle service is essential, operating on a looped network from established transit hubs, notably Sheffield Midland Station, and linking designated remote Park & Ride facilities. This shuttle provision must be negotiated as part of the overall planning agreement. In the long term, a comprehensive feasibility study is required to assess the viability of extending the Sheffield Supertram line or establishing a specialized spur line and station adjacent to the Parkwood site. While this represents an enormous capital investment, it offers the highest level of reliable, high-volume public transport capacity, providing the most substantial de-risking measure against severe match-day traffic disruption. 4.3 Parking Provision and Traffic Management Modelling The parking strategy must accommodate both peak match-day demand and the significant, sustained daily requirement of the PSMSF (leisure, training, and events). A target of approximately 4,000 parking spaces is recommended for the combined facility. These facilities will predominantly be housed in multi-story car parks integrated into the slope design and the stadium podium structure, minimizing the visual impact and reducing land take. Rigorous traffic management modelling is critical to ensure match-day operations are feasible. Plans must include the pre-determination of temporary road closures, the use of smart signalling systems, and dedicated police/steward marshals to prioritize the movement of public transport and pedestrian access, ensuring rapid entry and, crucially, efficient post-match dispersal. Section 5: Economic Impact and Financial Viability 5.1 Regeneration Dividend and Socio-Economic Benefits The Phoenix Project delivers a significant regeneration dividend by providing the most comprehensive and high-value solution for addressing the decades-long dereliction and environmental liabilities of the Parkwood Springs site. It transforms a civic blight into a source of pride and economic activity. The establishment of the combined "Sports Hub" generates a powerful economic multiplier effect. Unlike a standalone football venue which generates sporadic, high-peak activity, the PSMSF ensures consistent, year-round operation. This sustained activity attracts not only local leisure users but also international sports tourism and elite athlete training camps, contributing significantly to sustained local employment and economic output. The project directly supports the local authority’s strategic objective for urban renewal and boosts the socio-cultural fabric of the city. 5.2 Capital Cost Estimate Drivers (High-Level Analysis) The capital cost for The Phoenix Project is heavily skewed by the unique geo-technical and logistical challenges. Preliminary high-level analysis suggests that a significantly higher percentage of the total capital expenditure must be allocated to enabling works and non-structure infrastructure compared to standard venue development: Geotechnical Enabling Works: Due to the 95-meter slope, massive retaining walls, extensive Cut-and-Fill operations, deep piling, and complex ground gas mitigation systems are required. These non-standard elements are estimated to constitute 25% of the Total Project Cost. Infrastructure Upgrades: The mandatory construction of the new A61 junction and the extension of high-capacity utilities are critical and projected to account for approximately 20% of the Total Project Cost. Specialist PSMSF Construction: The cost of the vast structure, coupled with the specialized refrigeration plant and cooling systems, is estimated at 15% of the Total Project Cost. Given the inherent uncertainty associated with subterranean brownfield conditions (depth and composition of contamination), a minimum contingency of 15% to 20% must be applied to the total capital budget. This contingency is specifically earmarked for mitigating the financial risk posed by unforeseen ground conditions or escalation in remediation requirements discovered during Phase I and II surveys. 5.3 Operational Synergy and Revenue Diversification The operational integration of the SWFC stadium and the PSMSF is key to achieving long-term financial stability. The PSMSF guarantees a critical year-round revenue stream (365 days a year from leisure fees, training contracts, and hospitality) that significantly offsets the high operational fixed costs (OpEx) traditionally borne by a stadium operating only 25-30 days per year. This co-location also facilitates substantial operational expenditure savings through shared resources. Joint procurement of high-volume services such as facility management, security contracts, and utility supply for both venues provides economies of scale. Furthermore, centralization of the back-office administration and grounds maintenance (for shared landscape areas) significantly reduces total operational overhead, enhancing the overall economic viability of the entire Phoenix Hub. Table 5.3.1 highlights the complementary revenue streams and shared operational benefits generated by the integrated model. Table 5.3.1: Revenue and Operational Synergy Profile Operational Area SWFC Stadium Revenue PSMSF Revenue Shared OpEx Reduction Primary Income Stream Match Day (25-30 days/yr) Leisure/Training Fees (365 days/yr) Security, Catering Logistics Corporate Hospitality Premium Seating/Events Corporate Team Building/Conferences Central Plant/Utility Management Public Access Limited non-match day access High Public Footfall/Membership Grounds Maintenance (Shared Landscape) Strategic Value SWFC Brand Identity + fanbase Elite Training Hub - Sheffield outdoor city creds Back-office Administration

Aside from the fact he shares a name with a (in my opinion) repulsive, over garlicky french cheese - he made a lot of sense. One also has to think about the fact that bids are due very soon so his 'sobering assessment' of the downside risk of buying Wednesday at this time should also be taken in context that he's also got a vested interest in keeping bids on the lower side by tempering enthusiasm.

Great interview that for a 16 yr old, hoping we can get them both signed up and get CCC back on loan at some point in the near future...

Look those who did go to Boro game shouldn't be judged. It's water under bridge, collectively we achieved what was set out to be achieved (accelerating his end of runway) and the sight of the empty stadium vs Boro regardless of a few thow was psychologically the final nail which pushed him to sign the admin papers. Let's move on.

Oxlaide Chaimbo legs have gone unfortunately . LC & cmf

Absolute quality, we've made some mess ups over the years but not supporting him and letting him go to WHU for next to nowt was financial and football suicide. When he took goalie on twice to score winner in stoppage time. As a cucumber

1605

Rhodes, obvious that injury at BB had sapped what pace he did have and Blackburn had Mboro hand off at 12m, who then had our hand off. Fans clamoring for him. Disastrous Jan window. We had Nuhiu, Joao, FF, Hooper, Fletcher then he bought Winnall, who was banging em in at the time then went and put the house on Rhodes getting us promoted which backfired and left Channers scrambling round trying to find an angle to renege on the loan to buy contract he had himself signed.

20m revenues as a Champ club with new sponsorship and commercial impetus would give us 33m p/a spend on wages and players. 10 players earning 20k p/w = 10m, rest of playing squad and expenses 10m. 13m buffer/ transfer/ agents fees. Caveats: 1) Doesn't factor in loss of revenue due to relegation to L1 (8m hole) but we could operate at a 22m budget to guarantee promotion which would easily give us best squad in L1. 2) Assumes we can spend money on xfers and have wage cap removed. If 2 still applies there are still enough good players on unattached list to build a squad to a) try to avoid relegation/ pull off the greatest escape. b) get promoted from L1

You're that old the owls used to play in red

You just won owlstalk

That's not an owl it's bagpus

Whoever buys us may make sure we've got the players to avoid L1 if at all possible

We are back by LFO

Sorry it seems I've been caught NAPping

I reckon the club 'DJ' will have a suitable Playlist. Sunshine on a rainy day should be one of them. As should Wigfield Saturday Night.

Winner

Yep but that doesn't preclude Ashley from having purchased the ground debt to force Chansiri hand

What I found interesting about Wigfield comments were that something happened in the last few days which gave them some leverage against Chansiri to consider putting S3 / the ground into Admin too. My bet is that was Ashley buying the debt from the other company. If so, then others will be put off bidding as the ground and the club don't come as a package so Ashley gets the best price vs a bidding war of sorts. If someone else AKA Waltons really wanted it of course they could make Ashley a big offer on the ground debt if he has indeed taken it on.

Saturday night and we've got our Wednesday back, ooo ooo baby! Let's turn minus 12 into a party and show potential new owners the potential of this club, even in the darkest hour.

Up wrongun if it got rid of that fishy kannt

He'll just get the elephants out front to pull it into Don

scored some critical goals in great escape season, Stoke away etc