08.0 Community Ownership

8.1           A Skatepark which does not meet intended requirements by not engaging nor sustaining the end user can often find itself empty and open to non-users or undesirable elements “taking over”. A facility which meets the needs to which it was built gives a home to what can become a thriving scene of users – Borehamwood skate park, Hertfordshire is a good example of this. The skate park is in constant use and the local “undesirable” element now have an better understanding of skateboarding, BMX and inline sports.

09.0 Youth And Community Workers

9.1        Associated programmes that have been identified in a project development plan can be implemented by involving the wider skateboard, BMX and inline community alongside youth and community workers.

9.2        To better understand this the end user, it is essential that the lifestyle and culture that surrounds the activities is both recognised and appreciated. The need to understand the youth worker role and ethos of youth work in general is equally essential. The benefits within the culture of skating are well documented. People feel that they can access a culture that is uniquely theirs, demonstrated by the way they communicate with the rest of their community as well as the way they behave within society as a whole.

9.3        Partnerships and agencies need to be aware of this culture when devising any consultation process that takes into account skaters' thoughts, feelings and needs. Youth workers should utilise the wider skateboard, BMX and inline community in order to deliver informal education for all users, with an aim to support and listen to all young people in order to promote the four cornerstones of youth work: choices, empowerment, equal opportunities and participation.

9.4        It is essential that youth workers and young people have a working relationship and that any programmes on offer have been discussed-and agreed with young people. Most skaters on entering a skating facility will only be interested in skating. Youth workers and partnerships groups have to be sensitive to this as the skating facility on offer might be the only place in which people can skate within the area.

9.5        The Neighbourhood Renewal Programme offers many potential projects the opportunity to build the ideology of capacity building, youth empowerment

and self-reliance for the future. Connexions, Youth Inclusion Projects, Mentoring Schemes, Peer Education Schemes and Sport Development Schemes all offer opportunities that can add additional value to young people and to the project.

10.0 Management Options

10.1      How an outdoor facility is to be managed and maintained should be considered by the project group in the early planning stages. Clear responsibility for maintenance inspections, cleaning and repairs should be agreed along with a clear reporting procedure for problems.

10.2      If a number of projects are likely to utilise the facility, equitable usage should be encouraged in order to ensure that responsibility for supervision is spread amongst partner agencies. This might be by agreement that the facility is used one evening a week for coaching, while another may be set aside for youth outreach work. Careful planning to ensure that adult supervision or presence is spread during these times will enhance both perceived and actual support for the facility by the intended users, general public, police, safety agencies and other bodies.

10.3      Indoor facilities incur substantial ongoing operating overheads. It is crucial that the facility is managed professionally, particularly with regard to financial and Health & Safety issues. Some income may be generated through charging for memberships or admission, but this is unlikely to fully cover all costs incurred. A comprehensive feasibility study followed by an extensive business plan will identify the likely financial shortfalls and ongoing support required.

10.4      It is essential that a multi-partnership Steering Group is formed early in the project's conception and maintained long after the project has been opened. The group needs to oversee the smooth running of the project and be responsible for the management of the park through employing a manager or operating an agreed protocol between all partners. The group needs to be formal, meeting regularly, with designated posts and normally operating within a recognised quorum.

10.5      Management options may include adding the facility to existing municipal portfolio, single project management with ongoing financial support from the municipal purse, project funding. Grant Aid. partner support or Management services contract. Maintenance work can be completed by a number of bodies, for example equipment supplier, local contractor or relevant Council Department.

11.0 Marketing And Viability

11.1      The community-led approach, if implemented successfully, should greatly enhance the long-term sustainability of a facility. Indoor or outdoor facilities will need to be attractive to the lifestyle and culture of action sports in order to aid sustainability. A defined marketing strategy and budget – more so for indoor facilities - will be required in order to establish the facility within the industry nationally.

11.2      End users and will be more likely to embrace the skate park and ensure long term viability if they are influenced by positive responses from the greater action sports community, eg, specialist press, industry suppliers, pro-riders etc.

11.3      A skate park can position itself as a new, exciting and innovative facility with a successful marketing strategy and substantial budget, but will be unable to integrate fully with the action sports industry until extensive contacts are cultivated. Visits from pro skate tours, and recognised brands utilising the skate park for promotional events and competitions etc. will greatly enhance the profile. This area of "networking" experience should be explored fully.

12.0 Health And Safety

12.1      Every possible precaution should be taken to ensure that the facility is safe and fit for use. Where a project is Council led, officers will already have extensive links with the Health and Safety Executive and will be aware of the procedures in place for inspection and certification. Where a project is independent, it is strongly advised that the relevant council department is involved at an early stage in the project's development in order to create a safety conscious culture within the project.

12.2      It is important that a Comprehensive Risk Assessment is undertaken and that records of maintenance inspections are kept for at least 5 years. Reporting of accidents in a written accident book ensures compliance with RIDDOR (Reporting of Injuries, Diseases and Dangerous Occurrences Regulations). Staff training for all staff, including awareness of risks and first aid training, should be developed.

12.3      Participants should be encouraged to wear such safety equipment deemed necessary. There is, to date, no single national body recognised by the skate park industry able to offer definitive advice on what protection should be worn. However, ‘The Journal of Trauma’; a report published in October 2002 examined hospital data and found that per 1,000 participants in skateboarding, 8.9 of those per year would sustain injury – Less then half that of Football. Inline fared even better at 0.9 with bicycling (It is unclear if this includes all bicycle activities or just BMX) at 11.5. These sports therefore are surprisingly safer than ill-used terms such as ‘extreme’ sports would lead us to believe. It is generally accepted that the wearing of helmets and kneepads whilst using ‘vert’ ramps is recommended.

12.4      Facilities, apparatus and equipment should be procured from reputable suppliers. At present there is no nationally recognised body representing or advising skate park builders specifically. The BSI (British Standards Institute) has produced several standards and guidelines which are relevant:

12.4.1   PAS35:20002 "specification for wheeled sports facilities" lays down minimum safety requirements for unsupervised skate parks. Topics and recommendations include:

•           Site Location

•           Construction of equipment and its maintenance

•           Fences with self-closing gates

•           Notice Boards at the gates giving safety information including how to report a hazard, nearest first aid facilities, and the nearest phone

•           Safety inspections and regular comprehensive inspections by experts such as RoSPA and the NPFA.

PLEASE NOTE: PAS35:20002 has since been replaced by BS EN 14974:2006 which can be found on the BSI website .

12.4.2   Draft BS:EN 13623 Roller Sports Equipment - Skateboards

Safety Test Methods outlines a "skateboard safety code", taking into account drop and speed testing, servicing and maintenance, and various marking requirements. In the future skateboards will carry the European standard number, the name and trademark of the manufacturer, weight of the board and a warning stating that protective gear should be worn.

12.4.3   BS:EN 1078:1997 is a standard for helmets for pedal cyclists and for users of skateboards and roller skates.

12.5 Insurance for skate parks is a difficult issue to address as the facilities are considered to be high. Advice from one of the UK's leading specialist Sports Insurance Brokers strongly advises that any new project seek insurance through existing all-encompassing Council insurance arrangements.

13.0 Private Sector Involvement

13.1      It is important to consider localised sponsorship options for assistance with the capital cost of the facility. This should result in discounted building cost for ancillary services such as pathways, lighting, fencing and security from local contractors in return for positive publicity. Branding opportunities in or around the facility from commercial sponsors is another avenue which should be researched, particularly from companies associated with youth culture.

13.2      The adoption of alternative branding forms should also be considered, for example a single "sponsorship" arrangement. This type of arrangement is extremely sought after by established facilities who are often successful at attracting such sponsors.      .

13.3      Consider relevant "partnership" arrangements, where appropriate, such as the provision of food concession, retail outlet or Internet cafe etc. A partnership with an established retailer, for example, who will have established industry contacts, supply chains, staff expertise and knowledge of the market sector and products. In return favourable rent, rates, utility terms can be modelled to attract operators from the high street. A peppercorn rent could be offered for an agreed fixed period after which negations could ensue to establish an ongoing concession fee paid to the skate park.

13.4      The skate park industry is not yet mature enough for established municipal leisure outsourcing companies to be offering their services for facility management. This is an area expected to grow and consideration should be given to discussing such options with existing suppliers of these services, or, indeed, with existing commercial skate park operators.