02.0 Existing Provisions

2.1 Many skate parks have been built over the past few years and have failed due to a wide range of circumstances, for example: lack of preparation and research, political will, inaccurate consultation, financial support and, although Olympic inclusion and decades of history are changing this - an underlying attitude that wheeled action sports are a fad or trend. Two case studies are now examined to depict some of the typical problems and pitfalls which commonly arise.

2.2 CASE STUDY (1)

OUTDOOR SKATE PARK FACILITY

2.2.1     A skate park was purchased at a cost of £160,000 and well used for 6-8 weeks by both local skaters and visitors from within a small catchment area. However, within 3 months the site was hardly used, and within 12 months was frequented by groups of non-skating youths.

2.2.2     At the beginning of the project there had been a desire to move a group of young BMX riders from using an inappropriate area. This was the driving factor behind the decision to allocate funding for a facility.

2.2.3     Little consideration was given to developing an ongoing project and no existing youth providers on the estate were consulted. Clearly a unique opportunity to access and utilise the positive aspects of the skating lifestyle had been overlooked. Strong street culture that prevails in and around skate parks provides the opportunity to engage people through innovative projects based around activities such as skateboarding and BMX.

A unique opportunity to access and utilise the positive aspects of the skating lifestyle had been overlooked

2.2.4          Consultation was limited to the existing local skating and riding population who identified various "wish lists" of equipment. The need for an independent consultation was not felt to be necessary as the supplier promised to ensure that good design was achieved. No funding was allocated for either external or detailed local consultation.

2.2.5          No preparatory work was attempted to ascertain potential local youth partners, and no ongoing planning was completed for the utilisation of the facility.

2.2.5     Consultation, design and supply was left in the hands of the supplier, who approached only inexperienced local skaters. The equipment, selected by these young people via the supplier's glossy catalogue, offered a range of apparently state of the art apparatus. This equipment had little merit in terms of the end user appealing to only absolute beginners and therefore offering no sustainability after a few weeks.

After only eight weeks of opening it was clear that the limited consultation had not revealed the full picture.

Experienced skaters from outside the area visited the facility and rapidly enlightened locals to its shortcomings. Word rapidly spread that the facility was 'useless' which fostered a spiral of decline.

2.3 CASE STUDY (2) INDOOR MANAGED FACILITY

2.3.1     CONCEPT: The skatepark came about from a conversation between a retired business man seeking an opportunity to put something back into the community and a frustrated parent who was travelling miles to allow his son to skate.

A quick business plan was put together to understand the potential viability of the project from a financial stand point. Simultaneously the founders sought out people within the sports so as to better understand their requirements and enthusiasm for the scheme.

Having satisfied themselves as to the viability, a market research document was sent to 30,000 homes within the surrounding area with key questions being asked on frequency of use, proposed pricing, action sports enthusiast’s wishes and interest. The results were interpolated to estimate an annual income and staffing requirements. These figures were fed into a more comprehensive spreadsheet model for the business.

Armed with the research on what was required they put out a requirement to local property agents with a geographic, spatial and cost guideline. This resulted in finding a derelict building where the landlord was sympathetic to the scheme. They needed change of use from the local planning department which was granted.

With most costs known they were then able to apply for funding or grants. These were not available due to being setup as a business and so individuals were sought out who had an interest in investing until they were close to the target figure for development.

2.3.2     DESIGN & BUILD: The design had been very carefully planned out and a full material list, specification and schedule for procurement had been drawn up allowing them to sign the lease and commence works promptly. They secured the services of experienced ramp builders who understood the design, transition scale and lines required further recognising that the requirements differed considerably for the catered disciplines.

Once works were under way in basic form they contacted an external health & safety consultant who advised on all issues of risk assessment and wrote the policy documentation in conjunction with the directors.

The fire service, planners, highways and other interested elements of the council were met to ensure no adverse issues arose after opening.

Negotiation took place of a comprehensive insurance policy which was all embracing and met Local Authority requirements in terms of levels of cover etc.

Finally they planned a marketing campaign around the opening of the park and were fortunate to secure the hosting of the local TV News on opening night which gained a huge market awareness at nil cost.

2.3.3     POST OPENING: The skatepark now boasts a database of over 16,000 members and the park has been well received by the community locally as well as the wider action sports community.

It hosts and has conceived some of the biggest and best attended competitions, jams and professional demo’s in the calendar and is home to many of the best riders in the country today.

The skate park is marginally profitable but ploughs much of its surplus income back into the facility to ensure an ever improving venue.

The company is now considering various options of business status to allow it to prosper and develop including Charity, CIC and Bencom, which will allow it greater access to funding and investment without the penalties levied against profit making companies.

They have developed an “Extreme Sports Academy” which now trains young people in courses developed in conjunction with Schools projects and NHS PCT. These courses have been used in tackling inactivity, obesity and socially excluded young people with dramatic results.

2.3.4     CONCLUSION: The project has been a huge success so far. It continues to under perform in financial terms largely because of the overhead costs versus the desire to make the facility as available as possible to all sectors of the community.

They feel frustrated by the attitude of funding organisations who refuse funding because they are setup as a “for profit” business and this holds back much of the potential development of the facility which has the ability to become truly world class.

03.0 Vision

3.1        To date wheeled sports facilities have largely developed to 'quick fix' local issues. Skate parks for example have much more to offer the community if treated as ongoing projects. There is great potential for council, charity and voluntary sector workers to engage deprived and disaffected youth. This can benefit the community and more important life skills and life chances of young people. 

3.2.1     A council should not be expected to know what a good skatepark is. Often their trust is placed in a professional skatepark company to provide a good skatepark. However it is the experienced skate community that will have the knowledge and ability to determine if the skatepark proposal will be well received by its users. 

3.2        PRIVATE BUSINESS SKATE PARKS

3.2.1     It is essential that an extensive feasibility study is undertaken to canvas and educate potential professional partners. If a solid foundation is created at an early stage, sustainability for the facility will be greatly enhanced. Issues identified in this study provide a platform to assist in determining the most appropriate direction for the project.

3.2.2     This may take the form of a comprehensive business plan geared towards the public forum, potential partnerships and in particular the end user. A clear sense of purpose should be sought, with clear project aims, objectives, outputs and anticipated outcomes. This will foster the development of ownership, sustainability and ultimately a facility most fitting to end user needs

3.2.3     Consultation should be thorough and conclusive, enabling detailed planning consent to be obtained at the earliest opportunity. Often, identified funding will need to be spent within a specific period and partners rapidly become despondent and disillusioned if no perceived advances are seen to be taking place.

3.3        Fencing, litter bins, pathways, and signage are all peripheral items to consider.

Issues of floodlighting in particular for outdoor parks can be a cause for some concern and must be approached sensitively and appropriately according to budget. Lighting is essential during the winter as an unlit park becomes barely used on weekdays for these periods due to end users work or education commitments. Timer switches should be utilised to deter vandalism and if felt necessary CCTV cameras should be installed. This needs to be discussed at an early stage with the Local Authority. Other factors which should also be considered at this stage are access issues, as unless cleaned regularly, a skate park for which is only accessible via a muddy field can quickly become unusable.

Youth shelters should not be a priority. Skate parks become dangerous in the wet. To provide shelter during wet periods could increase likelihood of injury. Further, youth shelters do not offer anything for the users of the park and are more than likely to attract groups with no intention on using the facility properly.

However, these ancillary items should be ‘considered’ rather than a ‘must’,

As an example, if a body has a smaller budget of £60,000 to spend on their facility and pursued CCTV, lighting and fencing as a must then before they start one third of the budget is lost and the park is reduced in size by the same amount. In some instances this will be acceptable but it will be but in others, not. This needs to be looked at very carefully and serious consideration needs to be made with regards to importance of ancillary items and then striking a balance between spending on ancillary items without letting the skatepark itself suffer.