During the financial year, Skate Haven C.I.C. continued to provide accessible skateboarding and creative health opportunities for children and young people in Southwark and surrounding areas. Our activities were designed to promote physical activity, confidence, social connection and overall wellbeing, particularly among young people who face barriers to participating in organised sport. The organisation has also committed considerable effort and resources toward researching its impact to support the development of a more sustainable and scalable platform capable of serving as a public health and recreation resource. Consistently throughout the year, we delivered weekly indoor skateboarding sessions at the lowest possible rates to ensure affordability for local families. These sessions have regularly operated at a financial loss in order to maintain access for participants. We also offered limited free places to young people attending partnered youth services, enabling wider participation from lower socioeconomic backgrounds and allowing us to collect anonymised demographic and wellbeing data that helped monitor and evidence the impact of our work. Participation rates and programme frequency have gradually increased, and as of the end of 2025 we are running seven hours of weekly programming at Decathlon Surrey Quays. Through the Edu-Skate programme, we delivered a six-week structured summer initiative that combined skateboarding with social–emotional learning. The programme supported a collaborative academic research project involving UCL and Goldsmiths, including master’s-level research with 40 young people across intervention and control groups. This work involved extensive collaboration with youth charities and participating families, and contributed to a better understanding of how skateboarding can support mental health, community building and positive psychosocial development. It also significantly strengthened the organisation’s monitoring and evaluation capabilities, our ability to work within multiple regulatory frameworks and our capacity to manage large participant datasets related to behaviour change and wellbeing outcomes. We also delivered a number of outreach sessions, consisting of introductory workshops and short skateboarding experiences for larger groups of young people at local youth centres. These sessions provided safe, positive and enjoyable opportunities for young people to engage in physical activity, often serving as their first experience of skateboarding. Our outreach work has been complemented by limited free places within our weekly provision for motivated young people through self-enrolment. Wherever possible, we have also offered additional enrichment pathways open to all participants, including skateboard-related creative workshops (arts, crafts and media), peer-to-peer learning activities, school work-experience accreditation, Duke of Edinburgh participation and informal skills-development opportunities such as focused coaching groups and supervised volunteering roles. Toward the end of the financial year, Skate Haven C.I.C. also began laying the groundwork for future programme expansion. We received initial funding to plan and pilot a new mentoring programme designed to support young people’s confidence, wellbeing and personal development alongside skateboarding participation. During this period, we also began preparing to extend our outreach work into local schools and to develop afterschool skateboarding programmes, which we aim to deliver from 2026 onwards. These developments reflect our commitment to increasing access to positive, youth-centred opportunities across the community. During this period, we also trained several new coaches and further strengthened our organisational safeguarding capacity. Multiple team members undertook additional safeguarding training, and with the support of new volunteers and prospective governance additions (including the planned induction of a new director), we began updating our safeguarding policies and practices to ensure robust provision for both our mentoring work and the school-based and afterschool programmes we plan to launch in 2026.

During the year, Skate Haven C.I.C. engaged regularly with a range of stakeholders including participating young people and their families, partner youth services, community organisations, research collaborators, and coaching staff. Stakeholder engagement took place informally through ongoing dialogue during sessions, as well as through structured elements of our research and monitoring processes. Young people and parents provided feedback through attendance patterns, informal conversations and occasional structured wellbeing questionnaires. This input shaped how we structured weekly sessions and informed decisions around session frequency, group sizes and the introduction of additional enrichment opportunities. Partner youth services and community organisations were consulted throughout the delivery of the Edu-Skate programme and during outreach activities. Their feedback supported the development of safeguarding practices, programme suitability for different age groups and the scheduling of activities to meet local needs. Our collaboration with UCL and Goldsmiths also provided insights into participant experience, programme design and the broader impacts of skateboarding on wellbeing. These findings helped refine our monitoring and evaluation methods and strengthened the evidence base guiding our programme development. In response to stakeholder feedback, we increased the availability of weekly sessions, expanded opportunities for creative and skills-based activities, enhanced safeguarding measures, and began preparing new mentoring and school-based programmes designed around identified community needs.

During the financial year, two directors (Miguel Nyberg and Ricardo Whyte) received remuneration for coaching and administrative services delivered as part of the CIC’s programme operations. These payments related solely to qualifying services provided to the organisation. There were no other transactions, benefits, or arrangements in connection with directors’ remuneration, nor any compensation for loss of office, that require disclosure.

No transfer of assets other than for full consideration