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Checklist of tasks Support Information

 Create a simple document

that outlines your idea
This should include:
What do you want to build? What does it achieve?
Where? Make a list of potential sites.
Why? Outline the rationale for the project.
Who will use it? Who is your target user group?
When? Think realistically about how long this will take to achieve.
How much will it cost? Consider the initial capital cost and any ongoing operational
costs such as maintenance, repair and insurances – note that Public Liability
Insurance will have to be taken out.
sportscotland have published a series of design datasheets that provide an
introduction to facility types. Find these on the sportscotland website
www.sportscotland.org.uk/facilities/design_guidance/

 Set up a project delivery

group
This may be your existing club committee, a separate sub committee, separate
organisation or an entirely new group.
This group may include:
 Skatepark users - broad spectrum of age and gender
 Interested individuals
 Representatives from interested organisations
 Public Sector Partners
 Landowners
 Businesses
Ideally these people will bring a range of background and skills to develop ideas /
fundraise / develop funding bids / liaise with designers or contractors and broaden
the scope of idea.
You should engage with Skateboard Scotland in the early stages of your project
development. www.skateboardscotland.com

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 Formalise the project

delivery group
If you want to apply for funding you will need to be a constituted organisation as a
minimum. This may be in the form of a Club, development trust or a charitable
organisation.
sportscotland’s Help for Clubs website has tools and resources to help clubs start and
develop www.sportscotland.org.uk/clubs/help-for-clubs
Senscot Legal was established late in 2010 to provide support in legal matters to the
social enterprise community and wider third sector in Scotland and may be able to
advise on the best structure for your group.
Development Trust Association Scotland is the national body for development trusts in
Scotland who provide useful resources, training and limited support to communities
wishing to establish a development trust.

 Site considerations Where is your site going to be?

Is there only one suitable location or are there several options?
Points to consider:
 Is the land usable? Some land cannot be disturbed due to historical reasons,
industrial use, contamination, statutory protections.
 Soil conditions – soft ground conditions may not support this type of concrete
construction or excavation of rock foundations may add significant expense.
 How deep can you dig and how high can you build up? There will be cost and
planning implications.
 Drainage options – can drains be routed into existing? Is the land a flood plain?
Consultation with Scottish Water and SEPA required.
 Power supply – are there existing services for floodlighting, CCTV and power
points in the vicinity?
 Are there trees on site? Mature trees often cannot be removed and existing
tree canopies are best avoided to avoid leaf build up. Root protection orders
may be in place.
 Establish if an environmental impact survey would be required.
 Accessibility – for initial construction then future users. Check legislative
requirements.
 Public transport links.
 Visibility from surrounding area – ideally will not be hidden from view of nearby
pavements or roads.
 Is there a nearby sport or community facility which can be accessed for
amenities?
 Health and Safety considerations - The Royal Society for the Prevention of
Accidents (ROSPA) provide information on safety considerations when building
a skatepark,
http://www.rospa.com/play-safety/inspections/skateboard-inspections
Can you do a SWOT (strengths, weaknesses, opportunities & threats) analysis on all of
the site options?
How would each site option fit into the current provision of existing facilities?
Does it duplicate or compliment existing facilities? Does it fill gaps in provision? Does it
offer additionally?
Do any of the site options offer additional business or tourism potential?

You should record any analysis to be able to provide evidence that you have considered
a variety of options, completed an options appraisal and concluded that your site
selection is logical and has been carefully selected.

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 Evidence the need for

the idea
How do you know you need the facility?
Who would use the facility? Are there skaters/BMXers/rollerbladers in the area? Are
there Primary and Secondary Schools?
How can you evidence and record need? e.g. by public meetings, community
engagement and consultation, questionnaires or survey.
Does your idea deliver for the local community? Will it meet the needs of target groups?
i.e. deprivation, health, disabled users.
Benchmark your idea against other facilities already established elsewhere in Scotland
and what they have achieved.
What is the population base? How many people live in the area?

 Evidence the support

from the local
Potential people to approach:
Users; local Youth or Sports Development Officers; Skateboard Scotland; existing local
community community groups; Councilors, Local Authority, businesses, residents/ locals, relevant
land owners, schools, Police – community policing support is beneficial
Hold events in community areas, use online social networking sites and local media
outlets to publicise and gather support for your campaign.
Involve a wide cross section of the community and age groups.

 Identify any strategies

that the project delivers
The project may relate to a local or regional strategy for sport or physical activity, in line
with the Scottish National Outcomes. Local strategies covering health, tourism,
against economic, employment or third sector development may also influence your project.

 Speak to the
landowner(s) to ensure
If the Project Delivery Group do not own the land on which they wish to build a
skatepark, it is essential to have Landowner consent to the construction.
that they are on board Often skateparks are developed in public spaces in partnership with the relevant Local
with the idea Authority. If you believe you have identified a suitable site under LA ownership, we
would recommend that you contact their Estates Team for further information regarding
the potential to build on that site. If your proposal is to upgrade an existing park which is
no longer considered fit for purpose, you should ensure that the relevant cost
implications of removing the existing materials are budgeted for.
We would recommend that you have any landowner agreements formalised by way of a
lease or access agreement. These do not require to be formalised at this stage of the
process but is worth discussing with the landowner(s) at an early stage.
The process of agreeing leases / access agreements is complex and likely to be time
consuming so is best to understand early on in the process.

 Consider insurance
requirements
Consider your options for adequate insurance cover. This will include Public Liability
insurance and you should ensure that a financial commitment is included within your
business plan to meet insurance obligations for the lifetime of the facility.

 Identify where this new

facility fits within the
Identify recreational trends.
Identify existing facilities that could be competition or facilities in close proximity which
wider provision
may fuel demand within the area. http://skateboardscotland.com/skateparks/
Identify other facilities that your proposal may complement e.g. other outdoor and
adventure facilities, cafes, changing, and accommodation.

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 Identify the potential

users
Based on the results of your demand survey or other research, list the number and type
of potential users.
Identify their needs e.g. individual recreational use, local club coaching; opportunities for
progression; majority user groups ie skateboard/BMX/rollerblade/scooter

 Identify the scale and

skill level of facility which
Identify the majority use, scale and skill level of the facility.
Consider the kind of park features you would like to include in the design.
best meets the need of
your expected users. Consider flow, placing of obstacles and safety – it’s unlikely the needs of every individual
user can be met. Cramming too much into the space can reduce flow and the number
of lines to ride, having a detrimental effect on the park, especially during busy periods.
Progressive design. Is there an opportunity to provide features and elements for a range
of ages and abilities, whilst also taking cognisance of the user group needs and the
above?
Visit other skateparks for ideas but try to propose unique features for your park
especially when compared to parks within close proximity.
Engage with Skateboard Scotland for assistance with initial design proposals.
Also remember that as the service provider of a public facility you have a duty under the
Equity & Inclusion Act 2010 to make reasonable adjustments/provision to ensure that
disabled participants are able to use your facility. Consider what steps you can take to
comply with this legislation.

 Identify a rough budget

for the project
Contact experienced professionals to ask for rough costs based on the dimensions,
features and type of construction of your proposal.
Speak to other groups who have constructed a similar facility. Ask how much their final
build cost was and whether they encountered any unanticipated expenses.
Look for case studies of similar projects which will identify costs and highlight useful
issues when developing wheeled sports facilities.
Consider the funding options which may be available and whether this is likely to impact
on the scale of the project which you can deliver.
Remember to consider ancillary facilities such as signage, bike racks, benches, bins and
shelters.

 Research available
funding
Who might help fund the project?
Local Authority – may have an External Grants Officer who may be able to provide
advice on grant funding.
Local landfill grants; Community Windfarm Funding; Business Sponsorships; Donations
sportscotland’s website lists sources of funding
www.sportscotland.org.uk/funding/funding/

 Create a list of funders

to approach
Look at the key objectives & criteria of each funding stream.
Check any geographic constraints that the funders may have.
What information will each different funder require? What will you be required to provide
alongside your application? e.g. evidence of demand, business plan, match funding,
designs, quotations.
Do the funders have specific requirements for projects that they fund e.g. target groups,
outcomes? Is your facility in or serving an area of multiple deprivations? Funders may
take this into account.

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 Identify likelihood and

potential levels of
Make initial contact with funders (if possible) to discuss the idea for your project.
Ask for advice on how much funding may be available to your project.
funding

 Check requirements for

obtaining Planning
Planning permission may be required for all or part of your proposed development. For
advice on whether planning permission is required you should contact your Local
Permission Authority Planning Department. They will be able to provide advice on what they are
likely to accept or reject with reference to current planning policy. If planning permission
is required then work should not commence until planning permission has been granted.

If planning permission is required, it is advisable to engage in pre-application discussions

before submitting a formal planning application. Each Local Authority can advise on their
procedures for pre-application discussions, but in general they should be able to advise
on the suitability of the proposal at this stage, and identify any information that should be
submitted with the planning application. Pre-application discussions should simplify the
submission of any subsequent planning application.

 Check requirements for

obtaining Building
Clarifications regarding the requirement to obtain Building Warrant should also be
sought. Typically, the contractor will accept responsibility of applying for Building
Warrant Warrant and this should be included within the contractor agreement.

 Produce a draft
business and
This should include both the capital and operational costs for the facility over at least 5
years. You can look at Fourth Sector Development Business Plan Guide for further
operational plan information.

END OF STAGE 0

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 Collate all the information

you’ve gathered to date

 Consider your contract

options
It’s worth considering which contract route the project may follow at this point, as
this will have implications on how you progress from here on.
There are a wide a range of contract types available and there are two common
contract routes through which a skatepark will generally be delivered:
Design & Build: a contractor which has an experienced skatepark designer in house
or is an experienced skatepark designer themselves will be appointed to build the
facility.
Traditional Contract: an experienced skatepark designer will be appointed to design
and manage the contract on your behalf. A separate contractor will then be
employed to build their design.
As skatepark construction is typically done via a Design and Build contract method,
this document focuses on that contract route.
However, there are benefits and considerations to each contract route and you
should choose the contract route that best matches your priorities and
circumstances.

 Consider your options for

engaging a design
At this stage you should now consider your options for engaging an experienced
skatepark designer to create a concept design.
professional
Although it is best practice, and you may wish to undertake a tender process to
select your experienced skatepark designer, this is not always required.
Skateboard Scotland can provide a list of experienced skatepark designers and
contractors.
There is no recognised qualification or professional body to regulate skatepark
designers or contractors.
Be aware at this stage that there are contractors who are competent to build a fully
designed park, but are not designers.
Do your research as to any designer or contractor’s experience and competence
before you shortlist them for a tender. Ask for references and follow them up. Speak
to other groups and visit other completed facilities for recommendations.
Collate the following information that the professionals will need to know:
 a summary of your work to date
 an explanation of your aspirations, strategic brief
 schedule of requirements
 accessibility requirements
 sustainability requirements
 budget
 project timetable

 Create a project plan Consider the whole process as outlined in this document and create a timeline.
Allow generous periods of time for confirming any legal agreements and securing
funding as these elements are often time consuming.
Each stage should be SMART (specific, measurable, achievable, realistic, timely)
Agree the roles of everyone within the project team in advance.

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 Establish your own duties

under the CDM
Under the Construction Design and Management Regulations (CDM), the client,
designer and contractor are legally obliged to undertake some duties to ensure the
regulations health and safety of site workers. This early consideration will ensure that the
construction methods and design are put together with contractor and end user
safety in mind.
Information of each duty holder responsibilities can be found on the HSE website
www.hse.gov.uk
CITB is the Industry Training Board for the construction industry www.citb.co.uk
Their website has an informative infographic relating to the CRM responsibilities

 Formalise agreements
with landowners
At this stage we would recommend that you have any landowner agreements
formalised by way of a lease or access agreement.
The process of agreeing leases / access agreements is complex and likely to be time
consuming so it is best to understand this early on in the process.
Legal advice should be sought and you should remember to budget for this service.
Funders will often require this agreement to be formalised prior to submission of any
funding application.

 Formalise service level

agreements with any
A service level agreement (SLA) is a contract between a service provider (either
internal or external) and the end user that defines the level of service expected from
supporting partners the service provider. These can be arranged with the Local Authority, sponsors,
partner organisations etc.

END OF STAGE 1

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The design and build contract route typically means that a design is produced as part of the tender return. However it
is common practice in skatepark projects, to engage with an experienced designer prior to tender, to assist in the
design development and creation of documents required for the tender package, planning applications and if required,
applications to funders.

 Engage with an
experienced skatepark
Liaise with your chosen skatepark designer to prepare an initial design with an idea
of the features and elements which you would like to include.
designer and develop Identify likely construction costs and designer/consultant fees.
concept design and
outline proposals
 Prepare dimensioned drawings, sectioned views and site and location
plans.
 Produce an outline specification of works
 Identify likely construction costs and designer/consultant fees.

 Engage with Governing

Body
Engage again with Skateboard Scotland for comment and review on the concept
design at this stage.

 Apply for planning

permission
If you require planning permission for any elements of your project you must apply for
it – you will need the documents which you have prepared in the step above for
submission with your planning application.

 Apply for funding Now that you have more information regarding your project, you should start to
approach funders. Ensure that your project fits with the objectives of each fund prior
to applying. Often funders of capital projects prefer to be approached to discuss
your proposals prior to receiving an application.
You should present a clear proposal as to how you realistically intend to fully fund the
total project cost of your facility development.
sportscotland’s website lists other sources of funding.
www.sportscotland.org.uk/funding/funding/

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 Prepare tender
information to select your
Collate the following information that should be included within your tender package:
 Contract particulars from the selected standard contract
contractor / designer  Concept design and cost information (prepared with experienced skatepark
team designer as outlined above).
 Any site information gathered to date
 Schedule of requirements
 Accessibility requirements
 Sustainability requirements
 Budget
 Project timetable
 Any phased completion that is desired
 Any planning or legislative constraints
We would strongly recommend the use of a ‘standard contract’ such as an NEC
developed by the Institute of Civil Engineers or a SBCC D&B Contract developed by
the Scottish Building Contract Committee, as these are written as examples of
current best practice. We would recommend against any form of bespoke contract.
More information on the standard contracts is available on the respective websites;
Scottish Building Contract Committee www.sbcconline.com
NEC Contracts www.neccontract.com

 Select between three and There is no recognised qualification or professional body to regulate skatepark
six appropriate designers or contractors.
contractors who have the
Skateboard Scotland can provide a list of experienced skatepark designers and
experience and
contractors.
competence to be able to
construct and design your Do your research as to any contractor’s experience and competence before you
facility shortlist them for a tender. Ask for CV’s and references and follow them up. It is
recommended that the chosen contractors should have experienced riders on the
build team as they are familiar with the nuances of designing and building
skateparks. Speak to and visit other completed facilities for recommendations.

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 Create a scoring system

to evaluate the
You should create a scoring system for your tender so that all returns are evaluated
fairly. The scoring system should consider the likely requirements of an individual
contractor’s tenders. project and available points should be allocated to individual questions to reflect their
relative importance.
The scoring system should consider:
 The skills they offer and how these reflect the requirement in question
 Their past experience and how this reflects the requirement in question
 If there are skaters/riders on the build team
 What the consultant/contractor considers to be critically important about
your project and how they will respond to those matters
 Build methodology to be used in construction
 Key personnel and how these will reflect the requirement in question.
Request names and CV’s.
 Their response to health and safety matters in terms of (where appropriate)
design/construction/use
 Ability to meet timescales and key dates relating to the delivery of the
project.
Within a design & build contract the cost is more likely to be a fixed element
throughout the tenders so the weighting of the quality should be higher than cost.
Other factors such as the financial stability/probity/corporate governance of the
tendering companies may also need to be considered. These elements can be dealt
with as a pass/fail scoring system.

 Prior to tendering you

project ensure that you
have the majority of your
funding in place

 Tender We would recommend that you tender the project to between three and six of the
appropriate construction professionals. This allows you to ensure that you have a fair
and competitive price.
You should simultaneously provide each contractor with an identical information pack
detailing what you require them to do for you. Each contractor should be given the
same timescale in which to submit a fee tender. The timescale should be sufficient to
allow the contractor time to visit the site, assess the brief, raise any questions and
submit a tender. Contractors should be given prior knowledge of how the tenders will
be scored.
Any questions asked during the process should be collated and the answers
circulated to of the scoring panel. You may want to arrange a site visit day where all
contractors are invited.
The Chartered Institute of Procurement & Supply have a downloadable guide on
How to Prepare and Evaluate Tenders for general products.
www.cips.org/en-GB/Knowledge/Procurement-topics-and-skills/#6904
There are two construction industry specific guides to tendering which may also be
helpful, both of which require purchase.
NBS Guide to Tendering for construction Projects www.thenbs.com
JCT Tendering Practice Note 2012www.jctltd.co.uk

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 Score the returned

tenders
Use the agreed scoring system to select an appropriate competent professional to
construct your design.
You may want to interview the top two contactors to aid your final decision.

 Compile a tender report This will allow you to compare a summary of the returned tenders. This should
document the scores of your tenders in line with your scoring system.

 Select your preferred

bidder
Due to the unique nature of skatepark design and construction, following a
competitive tender, typically you have the opportunity to engage with your preferred
contractor whilst further design work is undertaken, without formally letting the
contract. This is often preferred by funders who may ask to see a finalised design
prior to authorising the contract to be awarded. This should be discussed and
agreed with any partners and stakeholders.
At this point services should include:
 Community consultation on the design and incorporate feedback
 Finalise technical design
 Specify technical features
 Create drawings, showing flow, feature-by-feature or divided into sections.
 Seek consent from any partners or stakeholders who require to approve the
final design

 Ensure that you have the

following in place prior to
 a preferred contractor

letting any contract:

 a finalised design which has been approved by any partners/stakeholders
 a finalised contract sum in line with your client requirements
 a full funding profile matching the total project cost covering both
construction and design phases
 compliance with all funders requirements

 Employ your contractor by

letting the contract
Agree the schedule of services, that should include the tasks below:
 Create Bill of Quantities to include volumes of aggregate and quantities of
other materials, fees and construction costs
 Fulfill the principle designers & main contractors duties under the CDM
regulations 2015
 Ensure the project conforms to environmental legislation/good practice
 Submission of application for Building Warrant if required.
 Produce a maintenance programme
 Produce a maintenance budget
 Source and manage materials on site
 Construction of skatepark in line with finalised technical design
 Installation of appropriate signage throughout proposal
Contract documents should be signed by contractor first then the employer

 Notify any unsuccessful

tenders

END OF STAGES 2 – 4

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 When the project starts

on site your contractor
It is important that you have a robust change management process in place so that
the contractor, designer and client are all clear about who is empowered to issue
will take ownership of requests for change to the design which has already been agreed.
the site and you should
Once the contract is let it can potentially be costly to make design changes and
note that at this point
should be avoided where possible. Requests for change should always be done in
permission should be
writing and agreed by relevant parties before implementation.
sought from the
contractor prior to any
Your contractor will:
site visit.

 Arrange a pre-start meeting

 Agree timescales for completion
 Monitor and manage the construction assessing and managing
challenge and risk
 Ensure appropriate insurances are in place
 Set out a ‘request for change’ procedure.

 When the project build

is underway your  Manage the delivery, quality and storage of material on site
contractor will:  Develop forward H&S policies and complete risk, review assessments
and (construction & maintenance) hazard elimination records
 Send requests for intermediate payments to the client
 Manage contingencies and site issues.
 Organise regular site meetings

 Making payments to
contractor
You will be required to pay any invoices/valuations within the period stated in your
contract

 Start planning for the

facility opening
Now is the time to further develop your operational processes.

 Develop an external
communication and
Begin work on a marketing and communication strategy for your facility
Ensure consistent brand representation and message across all mediums.
publicity strategy.

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 When the project build is

 Apply for Building Standards Completion Certificate if required
complete your contractor
will:  Identify incomplete tasks or substandard works (snagging) and ensure all
work identified is completed
 Complete H&S policies and complete risk, review assessments and
(construction & maintenance) hazard elimination records.
 Engage services of ROSPA to inspect facility
 Ensure signage is erected if included as part of specification of works
 Define inspection procedures, methodology and frequency
 Provide maintenance manual
 Agree the contractor’s final account
 Hold handover meeting

 Pay the final certificates

within the period stated
in your contract

END OF STAGE 5

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 Ensure all accounts are

settled
Submit final claims and end of project reports to funders.

 Create a defects log to

share with the
The contract will have a period of ‘making good defects’ where the contractor is
responsible for fixing any found issues with the construction. This period will vary
contractor depending on what was set up with the original contract paperwork. Check this carefully
and keep accurate records.

 Finalise the business

and operational plan
Develop management systems and ongoing finance options.
Ensure that you have processes & procedures in place that outline operational
responsibilities.
Ensure that Public Liability Insurance is in place prior to any use of the facility and that
cost implications for maintaining this cover are agreed.
Work with partner agencies, business, organisations and/or clubs to ensure that all
parties are engaged and that the targets for the project are achieved.

Develop systems for continued evaluation which may include records of feedback from
users or stakeholders. This will assist with any monitoring requirements of funders.

 Ensure all your signage

is up
There is a legal requirement for play areas to have adequate signage and as part of your
skatepark build you should produce and erect appropriate signage for users of the
facility.
ROSPA provide further guidance on producing adequate skatepark signage
http://www.rospa.com/play-safety/advice/signs/

Ensure that any funders signage or logos are included in line with their requirements.

 Plan an official opening Often skatepark contractors will offer assistance in planning an official opening event.
Skateboard Scotland will also provide further assistance in planning your event.
The event could incorporate demonstrations, coaching sessions and come and try
sessions to gain interest from potential users.
Ensure you’ve invited local press to cover the event and add to your publicity.
Ensure you invite representatives of your funders to any opening event.

 Create a marketing and

communication strategy
Create your external & internal communication and publicity strategy.
Ensure consistent brand representation and message across all mediums.

 Create an ongoing
maintenance and
Whilst concrete skateparks are designed to require minimal maintenance, there are tasks
and checks which will be required on a daily/weekly/monthly and annual basis.
inspection programme Skatepark contractors can assist in the development of a maintenance schedule and
often offer a maintenance plan for a charge.
Responsibility for maintenance should be agreed with any partners.
If maintenance will be undertaken by volunteers, you should create a maintenance rota
and ensure the volunteers are competent to complete allocated tasks.
ROSPA provide further information regarding skatepark inspections
http://www.rospa.com/play-safety/inspections/skateboard-inspections/areas/

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 Monitor contract
requirements and
Ensure that respective obligations are met

service level agreements

 Ongoing Management
and Operation
Undertake regular meetings with stakeholders to review and discuss issues arising. The
frequency of these meetings may be reduced over time.
Review and respond to developments to ensure the project continues to meet its
objectives.
Monitor and manage ongoing financial requirements and budgets for maintenance and
future developments.
Create and implement an ongoing review process, at agreed intervals, to ensure that the
project is achieving its objectives.
Operate the evaluation and feedback system to seek information from users and
stakeholders which will assist with monitoring the success and any issues with of your
new facility.

 Implement
Communication and
Monitor and manage internal and external communications and publicity.
Work with partners to promote local clubs (if applicable) and other places to skate/ride.
Marketing strategy
Ensure consistent brand representation and message across all mediums.

 Implement inspection
and maintenance
Implement inspection process and create and maintain records of inspection and
maintenance.
programme

END OF STAGE 7

Developed in partnership with:

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 GUIDE TO PROJECT DEVELOPMENT FOR SKATEPARK AND WHEELED SPORTS FACILITIES

Head Office
Doges,
Templeton on the Green,
62 Templeton Street,
Glasgow G40 1DA
Tel 0141 534 6500
Fax 0141 534 6501

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