UK REGISTERED CHARITY NUMBER IlIO( 18 RHONDDA RHONDDI TRUSTEES REPORT AND FINANCIAL STATEMENTS RHONDDA NETBALL THE RHONDDA N￿BALl FOUNDATION G31AUG 20 TRUSTEES REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDING 31 AUGUST 2020 ## CONTENTS 3 - LEGAL AND ADMINISTRATIVE INFORMATION 4 - LEADERSHIP AND MANAGEMENT 6 - INTRODUCING RHONDDA NETBALL 8 - REPORT OF THE TRUSTEES 37 - STATEMENT OF TRUSTEES RESPONSIBILITIES 38 - INDEPENDENT EXAMINER’S REPORT 39 - STATEMENT OF FINANCIAL ACTIVITIES 40 - BALANCE SHEET 41 - NOTES TO THE FINANCIAL STATEMENTS 46 - INCOME BREAKDOWN AND OVERVIEW 47 - EXPENDITURE BREAKDOWN AND OVERVIEW **2** LEGAL AND ADMINISTRATIVE INFORMATION CHARITY NAME: The Rhondda Netball Foundation ## OFFICIAL CHARITY WORKING NAME: Rhondda Netball ## UK CHARITY REGISTRATION NUMBER: 1170778 ## CHARITY STRUCTURE: Charitable Incorporated Organisation (CIO) ## REGISTERED OFFICE: Central Offices, Top Road, Gelli Ind Est, Gelli, Rhondda Cynon Taf, CF41 7UW ## TRUSTEES: Mr Ian Coles Mrs Nicola Lancaster Mrs Lee Pitt Mrs Julie Snooks Mr Luke Davies Mr Ian Smith ## ACCOUNTANTS: Curtis, Bowden & Thomas, Chartered Certified Accountants, 101 Dunraven Street, Tonypandy, Rhondda Cynon Taf, CF40 1AR ## BANK: Barclays Bank PLC, Head Office, Leicester, Leicestershire, LE87 2BB "...there’s still so much work to be done in the 21st Century to ensure women and girls get equal opportunites, and Rhondda Netball is taking this challenge head on!" CAROLYN HITT _Award-winning journalist, broadcaster and author_ **3** LEADERSHIP AND MANAGEMENT While the Trustees (see next page) oversee the charity, The Rhondda Netball Foundation is run by its Senior Management Team - pictured below - comprising Founder & Managing Director Lawrie Davies, Operations Manager Jody Barnes, and Part-time Development Coordinator Jess Sutton. Their amazing team of energetic and enthusiastic Community Coaches & Role Models lead the charity’s extensive out-of-schools provision and activities whilst supporting the delivery of Rhondda Netball’s other programmes and provision. In order to keep costs low and maintain a low-risk financial model, all key personnel and leaders except Jody Barnes earn the main portion of their incomes outside of Rhondda Netball. Given it’s not possible for Rhondda Netball to create well paid roles, this structure/model has played a huge part in the success the charity has seen since it started. ## LAWRIE DAVIES - _Founder & Managing Director_ Rhondda Netball came out of Lawrie’s heart, and with the initiative being birthed in him, he is very much the heartbeat behind the charitable operation that positively affects so many young girls and women throughout Rhondda & Rhondda Cynon Taf. As a law graduate and a seasoned fundraiser and vision builder in the charitable sector, Lawrie’s experience and skillset prepared him to inspire the team and volunteers to build the Rhondda Netball dream, not least of all through his roles and connections with schools and other local charities and businesses. The son of one of Welsh rugby union’s most successful commercial, marketing and communications professionals, Lawrie also has expertise in several key areas that have been vital to Rhondda Netball’s rapid growth. ## JODY BARNES - _Operations Manager_ Jody was key to the start of Rhondda Netball as she accepted Lawrie’s £12,000 first year offer to become the full-time Operations Manager of the charity - Rhondda’s first female paid to give a full-time commitment to developing opportunities and provision with a strong girls and women focus. She went through fundraising and management training with Lawrie and successfully established herself as a top-class Operations Manager, having played a leading role in turning the charity into Wales’ largest female sports participation initiative. As the charity’s first female leader, Jody paved the way for the amazing group of female leaders we have today. ## JESS SUTTON - _Development Coordinator (Part-time)_ Jess joined Rhondda Netball to become Development Coordinator just as the charity prepared to double in size at the beginning of its Year 2 (Sept 2017) after such a successful first year in 2016/17. She supported Jody and Lawrie (then still in a completely voluntary capacity) brilliantly as they grappled with the growing volume of work which had to be done as Rhondda Netball grew beyond all expectations, and she continues to thrive in her part-time role today. Her netball, administrative & organisational experience make her perfect for her dual off-field/ on-field role. _From Left:_ Jody, Lawrie, and Jess **4** IAN COLES _Chair of Trustees & Treasurer_ LEE PITT _Trustee_ IAN has an MA in Human Geography and has considerable experience in finance from his time with the Principality Building Society. He now works full-time in the utilities sector with Morrison Utility Services and manages the charity’s finances on a weekly basis with Lawrie & Jody. ## JULIE SNOOKS _Trustee_ JULIE was one of the first parents and volunteers to really get behind the Rhondda Netball Tote (now the Netball Universe Lotto) through her daughter’s commitment and involvement in our provision. ## IAN SMITH _Trustee_ IAN has over 10 years of experience working in schools throughout Rhondda and is without doubt, the best secondary school development officer in RCT when it comes to maximising pupil participation in-school and out-of-school. He also has vast experience in youth events management. LEE has 20+ years experience in the Welsh Local Government Association and is currently their Education Standards Adviser and, as a result, is extremely knowledgeable from a political perspective. Lee also runs her own property business based in Rhondda. ## NICOLA LANCASTER _Trustee_ NICOLA is currently Head of PE at Rhondda secondary school, Ysgol Nantgwyn (formerly Tonypandy Community College). She has vast experience of working with females in sport, both inside & outside of schools. ## LUKE DAVIES _Trustee_ LUKE is a qualified City & Regional Planner (MSc) with extensive experience in the land acquisition and construction sector through his roles with Persimmon Homes, Newport Housing Association and now, Jehu Group. ## RHONDDA NETBALL ADVISORY BOARD ## EMMA LEEKE _Managing Director, Leekes Retail_ ## ROB COLE _Director, Westgate Sports Agency_ ## KEITH GRAINGER _MD WackySox, Former CEO at Newport RFC & Leicester RFC_ ## PHIL DAVIES _Chairman Sporting Marvels, Former Commercial Director at Newport RFC & Cardiff RFC_ ## RUTH ROBERTS _Treorchy Comprehensive School PE Dept._ ## ALYSON EVANS _Ferndale Community School PE Dept._ ## ISABELLE DAVIES _Ysgol Gyfun Cwm Rhondda PE Dept._ ## NICOLA ISAAC _Porth County Community School PE Dept._ **5** INTRODUCING RHONDDA NETBALL Rhondda Netball was established on 1st September 2016 in one of the UK’s most deprived areas, the Rhondda Valleys, South Wales. The charity was granted charitable status by the Charity Commission of England & Wales on 15th December 2016. The charity was founded by Lawrie Davies when he identified that females in Rhondda and the wider Valleys regions had far fewer opportunities to take part in healthy activities and sport than males. He felt that the only way to combat the huge inequality, particularly in respect of attracting support that had historically always been funnelled towards male opportunities, was to establish a totally committed charitable operation that could dedicate time and resources to sustain a focused effort. Gerald & Emma Leeke (pictured below left), Chairman and Managing Director respectively of Leekes Retail, breathed life into the idea in December 2016 when they generously committed £10,000 for the first year! The rest as they say, is history. Rhondda Netball grew exponentially and is now one of the UK’s largest female sports participation initiatives, with an average of over 700 girls & women taking part in their full out-of-school programmes every single week across 2019/20 up until Covid-19 shut the UK down. Gerald & Emma Leeke, through Leekes Retail, have continued their great support of the charity to this day! The charity successfully created an effective infrastructure that now empowers 20+ Community Coaches & Role Models to give back to their local community, and the girls & women that benefit couldn’t be more grateful - just check out www.rhonddanetball.com for a small glimpse of this! It’s important to note that while the charity places a strong emphasis on equal opportunities and has no restrictions on male or female involvement, the initiative was formed with a large focus on creating equal opportunities and provision for females in a Local Authority that already has excellent provision and opportunities in place for males. The charity uses netball as the primary activity in its charitable operation, a sport whose global participation is over 99% female. This makes the activities of the charity less attractive to males even though there are no restrictions in place. As Rhondda Netball has endeavoured to provide equal opportunities for females and address the inequality in the Rhondda & Rhondda Cynon Taf region, it has intentionally created social platforms to address isolation and loneliness whilst training its Community Coaches & Role Models to raise aspirations, build self-esteem and increase self-belief and confidence. **----- Start of picture text -----**
Emma Leeke, Managing Director, Leekes Retail Gerald Leeke OBE, Chairman, Leekes Retail
"It’s been a great privilege for us to play "Rhondda Netball is an exciting
our part in the story and to be able to all-community cause that we
positively affect the lives of so many are thrilled to support!”
young girls in the heartlands of the Valleys!”
6
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#i'no, ,•• ## REPORT OF THE TRUSTEES FOR THE YEAR ENDING 31 AUGUST 2020 ## OVERVIEW OF THE YEAR Despite being cut short by Covid-19, this was a fantastic year for The Rhondda Netball Foundation as our various progress graphs demonstrate throughout the trustees report. The charity delivered on its commitment to promote gender equality in health & fitness focused activities and sport through the empowerment of girls and women in the Rhondda Valleys and the wider Rhondda Cynon Taf region. The efforts, enthusiasm and unity of our Senior Management Team, Community Coaches & Role Models, volunteers, sponsors, supporters and participants took Rhondda Netball to new heights across 2019/20. The progress in such a short period of time has been amazing, and the success has confirmed the huge potential that exists when girls & women are given equal opportunities and support. Rhondda Netball impacted 707 girls & women on average each week out-of-schools until the Covid-19 lockdown at the end of March, with 1015 different females taking part in these activities during the year under review. The charity also runs an after-school/in-schools programme that oversees and facilitates opportunities for over 1000 female pupils from most of Rhondda Cynon Taf’s secondary schools. The marquee event at Cardiff’s House of Sport in January 2020 for 250 of these girls (all Key Stage 4) was a particular highlight of this programme. Statistical data indicates that there has been an increase of over 25% in female participation in health & fitness focused activities and sport for ages 5-15 across the Rhondda since Rhondda Netball started. That’s over 25% more girls actively engaging in regular healthy activity that builds a sense of belief, tackles social isolation, combats obesity, and empowers females! Rhondda Netball also ran successful events throughout the year including league days, tournaments & competitions, but unfortunately many of our “end of year events” such as our presentation evenings and Danceathon fundraiser could not take place due to Covid-19. The events that did happen between Sept 19 - Mar 20 were the biggest female-focused events in the Valleys during the 2019/20 year and played a huge part in changing the culture and importance of female opportunities in health & fitness focused activities and sport. The charity continued to make great strides in personnel sustainability through our Community Coach & Role Model Development Programme (CC&RMDP). After fundraising, developing people has been the next biggest challenge and this programme encouraged a further 4 **----- Start of picture text -----**
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teenagers to become “part of the team” during the period. This programme has become one of our main success stories and is now the beating heart of the charity. More details on this programme can be found on Page 24. From a financial perspective, the charity continued to make good progress and actually, the huge success throughout the year to the first Covid-19 lockdown essentially enabled the charity to head into these choppy waters knowing we were on solid ground financially speaking. Covid-19 specific support from grant makers and via UK Government support schemes reinforced this position. More information on this is available in the financial review on Page 26. Although Covid-19 had a huge effect on the world during the year under review, it’s important to note that as the charity operates from 1st September - 31st August with three “lower intensity” months in June, July & August (due to school facilities being unavailable because of exams and summer holidays), our 2019/20 year was only moderately affected by Covid-19 lockdowns and restrictions. Of course, in-person participation and income was negatively affected for April & May particularly, but the overall impact was nothing like it would have been had Covid-19 restrictions hit the UK earlier. We anticipate that the main challenges for the charity will be during 2020/21 as the UK battles to beat the virus and get back to normality. However, reserves were strong going into 2020/21 and at the time of this report the charity has been well protected by the various Government Support Schemes such as furlough and SEISS as well as Covid-19 specific support. The Trustees consider the charity to be in a strong position to restart activities this summer when restrictions are lifted, with a view to having a successful 2021/22. Our dedication to fighting for girls & women and developing opportunities for them has definitely created a real sense of camaraderie and team. This community support enabled us to transition to online activities at the end of the year under review, and as you can see on pages 18 & 19, the charity was able to have an ongoing impact through the summer period heavily affected by Covid-19 restrictions. **9** _**“joining rhondda netball was one of the best decisions i’ve ever made. i’ve met so many new friends and made friendships that will last years! i feel 100x better, both physically and mentally!”**_ **----- Start of picture text -----**
kelly rosser, senior participant
at rhondda netball
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## REPORT OF THE TRUSTEES The trustees present their annual report and the financial statements for year ending 31 August 2020. ## DIRECTORS AND TRUSTEES The directors of the charity are its trustees for charity law purposes and throughout this report are collectively referred to as the trustees. ## GOVERNANCE The Rhondda Netball Foundation is a recognised Charitable Incorporated Organisation (CIO) in England & Wales which operates under the rules of its constitution dated 8 December 2016. The trustees oversee the charity while the day to day management of the charity is carried out by its Senior Management Team. Trustee meetings are held regularly to discuss risks to the charity and to propose strategies to mitigate future risks. ## APPOINTMENT OF TRUSTEES Apart from the first charity trustees, every appointed trustee must be appointed (for a term of three years) by a resolution passed at a properly convened meeting of the charity trustees. In selecting individuals for appointment as appointed charity trustees, the charity trustees must have regard to the skills, knowledge and experience needed for the effective administration of The Rhondda Netball Foundation. ## ORGANISATION The charity had 6 trustees for the period under review but has the provision to increase or decrease the figure to a maximum of 12 trustees or a minimum of 3 trustees. A charity trustee who has served for 3 consecutive terms may not be reappointed for a fourth consecutive term but may be reappointed after an interval of at least 1 year. None of the trustees receive any remuneration. **11** ## OBJECTIVES OF THE CHARITY _The broad objective of the charity is..._ ## THE PROMOTION OF COMMUNITY PARTICIPATION IN HEALTHY RECREATION BY THE PROVISION OF FACILITIES FOR PLAYING NETBALL _...whilst the specific operational objectives within this are:_ ## FIGHTING GENDER INEQUALITY AND CREATING OPPORTUNITIES FOR GIRLS AND WOMEN In a study carried out by Sport Scotland (Barriers to women and girls’ participation in sport and physical activity, Sport Scotland, 2008) barriers to sports participation for women were listed as 3-fold: PRACTICAL – lack of time, childcare, money, transport, facilities PERSONAL – negative body image, lack of selfconfidence ## SOCIAL AND CULTURAL – male-dominated culture, attitudes re sexuality, lack of media representations/role models. Whilst deprivation affects everyone in Rhondda (29% of Rhondda’s Lower Super Output Areas (LSOAs) fall within the 10% most deprived in Wales), Rhondda Netball identified that females have very few out-of-school opportunities compared to males. Rhondda has an incredible history of male sport - football is huge and of course, so is rugby union. This has hugely benefited young males as the size and support of the historic clubs and initiatives in the region has seen resources poured into these sports at an astronomically high level despite very little female participation across both sports. This left females with very little opportunity to compete for resources and support. In fact, of the 60+ sports facilities in Rhondda, exactly 0 are primarily used by females to facilitate female sport. Despite the unfairness and proof of gender inequality, changing things is incredibly difficult. The charity places a strong emphasis on equal opportunities and has no restrictions on male or female involvement but naturally, more females take part in Rhondda Netball than males. We’re breaking down these aforementioned barriers and our focused “everyday” approach gives us an ongoing voice so that we can fight for equality. Rhondda Netball is working diligently to create equal opportunities for the girls and women of Rhondda, particularly in the areas of sport and recreation, and we seized the opportunity to create an infrastructure for girls and women which allows them to enjoy all the social, emotional _continued overleaf..._ **12** and physical benefits that being involved in health & fitness activities brings to an individual. Becoming Wales’ largest female sports participation initiative in just our second year with 1,000+ girls and women involved in total since 2017/18 (out-of-school & in-school), it’s obvious we haven’t just found success… we’ve met a NEED! How we’ve overcome barriers to female participation in our activities in Rhondda: PRACTICAL – All of Rhondda Netball’s provision is extremely affordable and therefore inclusive. The venues are easily accessible due to their central location within four of the five main communities in Rhondda and are within walking distance for a lot of participants. PERSONAL – Our Community Coaches & Role Models play a vital role in supporting all participants throughout our programmes, helping them to improve their self-confidence and develop self-esteem. They lead by example and the whole community values them. SOCIAL AND CULTURAL – While sport and recreation in Rhondda has historically been maledominated, Rhondda Netball has broken the stereotype and provided opportunities for girls and women to take part in sport and healthy activities. The growth of Rhondda Netball has also garnered significant media interest at various times over the last few years, with journalists representing BBC, Sky, Wales Online & Dai Sport writing articles that have raised our profile. As mentioned throughout this trustees report, despite our focus being on developing opportunities for girls and women, we are an inclusive charity. However, we only have effective male participation in our in-school/after-school primary school programmes at the moment. Netball is like female football and rugby in the region in that after the age of 11 (Year 6), due to the way the male and female body develops, mixed netball activity ceases. As such, it’s deemed to be unfair on females whilst posing physical risks beyond the age of 11. Taylar is one of Rhondda Netball’s amazing Key Leaders! Taylar’s story truly is inspiring and her journey to becoming one of Rhondda Netball’s most successful Community Coaches & Role Models is quite remarkable. Taylar grew up in Penrhys, one of the UK’s most deprived wards. Penrhys had a Wales-wide reputation as a ‘sink estate’ with high levels of crime, unemployment, drink and drug use, teenage pregnancies and debt. Children growing up in Penrhys are likely to come from families who are heavily reliant on benefits, and where family members or neighbours may have drink, drug, or health problems. Taylar experiened this first hand and some of what she went through as a child is barely believeable. But Taylar, despite all the challenges life threw at her, had high aspirations! Taylar recently lost her young mother due to Hepatitis C and liver failure after years of drug/alcohol abuse, but this has only served to increase the fire she has for supporting young girls in Rhondda, determined to help them ensure negative experiences in their past, don’t have to determine their future. She is a super leader and Rhondda Netball could not be more proud of the amazing young lady and role model she has become to hundreds of girls and women! **----- Start of picture text -----**
“having grown up here in rhondda, there was always very
limited access to out of school opportunities for females
and i feel like so many girls like me suffered because
of that! i am so glad that i have the opportunity to be
part of a team that is making a change to this in our
region and now giving opportunities to girls & women
throughout rhondda to be part of a real family!”
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**13** ## SUPPORTING MENTAL HEALTH AND IMPROVING EMOTIONAL WELL-BEING It is well known that in the UK mental health problems are more prevalent than ever amongst young people and Covid-19 has only amplified this. In fact, each year in Wales there are 5,500 emergency admissions to hospitals as a result of self-harm, while between 300 and 350 people die from suicide - three times the number killed in road accidents! 1 in 4 people have a mental health problem (Office for National Statistics, Psychiatric Morbidity), with 1 in 6 experiencing at least one common mental health problem such as stress, anxiety or depression in any given week (Office for National Statistics, Psychiatric Morbidity). In Wales, 1 in 5 people feel uncomfortable talking to their friend or family about a mental health diagnosis (Public Attitudes to Mental Illness in Wales, 2019). In addition, the 2016-2017 National Survey for Wales found that people living in more deprived areas have lower levels of wellbeing and of those adults that lived in the least deprived areas, 8% were being treated for a mental health problem compared to 20% of adults in the most deprived areas (Welsh Government National Survey for Wales 2017). Wellbeing scores were also higher for people with healthy lifestyles. On a global scale, depression is one of the leading causes of health problems in the world, experienced by more than 300 million people while bipolar affects approximately 60 million people worldwide (World Health Organization, 2018). With these facts in mind, Rhondda Netball recognises the need to address these issues and where possible, mitigate them by encouraging participants to be socially included, physically active, motivated and engaged. There are many studies which have proved beyond doubt that physical activity improves mental health in the following ways: SLEEPING BETTER – regular physical activity improves sleep and sleeping patterns. BETTER MOODS – physical activity releases endorphins that make you feel better about yourself and give you more energy. MANAGING STRESS, ANXIETY OR INTRUSIVE THOUGHTS – physical activity releases Cortisol which helps us manage stress levels and gives the brain multiple focus points to discourage it from dwelling on hardships and the effects of challenging circumstances. IMPROVED SELF-ESTEEM – studies show being more active helps you feel better about yourself as you improve and achieve your goals. CONNECTING WITH PEOPLE – doing group or team activities reduces social isolation and can make you feel better as you meet like-minded people and make new friends. Rhondda Netball has been a catalyst for change in our region, helping to provide platforms for physical activity to take place and there are now a lot more females feeling that all-important sense of belonging and family that we’ve worked hard to create, with new friendship circles being established and communities brought together. **14** Our Key Leaders in our Community Coach & Role Model Development Programme play a huge part in ensuring that all girls involved in our programmes are enjoying themselves and are not feeling socially isolated. Understanding their position as role models means they are always available should participants ever need to talk, and as you’ll see in “PLANS FOR THE FUTURE”, we will be endeavouring to better train and equip them for the holistic leadership and influencer roles they play in the lives of our participants. Our professional approach helps us to collate and report the feedback we get so that we can evidence the huge impact we’re having in these areas. Although we’ve had tremendous success in previous years and during this year under review, with over 700 girls and women on average being physically active through our out-of-school programmes alone, we recognise that there is more hard work ahead in the fight against mental health issues, especially in an area as deprived as the Rhondda Valleys. Natalie is one of Rhondda Netball’s “super mums” and a participant in the Senior & Youth programme. The impact that Rhondda Netball has had on her and her family over the years has been heart-warming... _**“we all feel we are part of a big rhondda netball family and have met some wonderful friends by being involved. i see a huge difference in my two daughters’ confidence levels and i have personally benefitted massively from getting involved myself! rhondda netball really are having a huge impact on so many lives! us mums LOVE what they are doing in Rhondda for so many of us and our daughters!”**_ **15** ## IMPROVING PHYSICAL WELLNESS AND ENCOURAGING PARTICIPANTS TO LIVE ACTIVE & HEALTHY LIVES All of Rhondda Netball’s programmes encourage participants to live healthy and active lives. Our Key Leaders are excellent role models who play a vital part in us meeting this objective with so many girls under their leadership and influence. The UK has a welldocumented problem in getting females to engage in physical activity. In a survey of children and young people carried out by Sport England, 20% of boys aged 5-16 are active every day, compared to just 14% of girls (Active Lives Children and Young People Survey, Sport England, 2018), and we know that this divide worsens in girls aged 15+. Young girls face barriers including low self-esteem and poor self-image, with social media now playing a huge part in society. Our committed every-day approach takes an active role in sending the “right” messages. We’re showing girls and women that being active and committing to weekly physical activity is important. Obesity in Wales is currently a huge issue, with 1 in 4 children having a Body Mass Index (BMI) classified as overweight or obese compared to 1 in 5 in England (Child Measurement Programme, Public Health Wales, 2018). There are numerous physical health issues linked to obesity including an increase in the risk of type 2 diabetes, cardiovascular disease, high blood pressure, some cancers and osteoarthritis, while obesity in children can have a direct impact on their mental well-being leading to low self-esteem, anxiety and depression. Furthermore, over a thousand children in Wales starting school have been classed as ‘severely obese’, with the latest figures indicating that 3.3% of all children are severely obese, described as ‘very worrying’ by Public Health Wales. In a study of 4-5 year olds conducted between 2017-2018, Rhondda Cynon Taf had the second highest percentage of all the Welsh Local Authorities (4.3%) of severely obese children (Child Measurement Programme, Public Health Wales, 2019) and if things continue as they are the Welsh Government’s top doctor has warned that the current generation of children could well be the first to live shorter lives than their parents. Deprivation, low exercise rates and the availability of cheap convenience food have all been blamed for the high childhood obesity rates in Wales, and levels of physical activity and sedentariness among children in Wales are some of the poorest in the world. Statistics show there’s already been an increase of over 25% in female sport participation for ages 5-15 across Rhondda since Rhondda Netball started. That’s over 25% more girls actively engaging in regular healthy activity that builds a sense of belief, tackles social isolation, combats obesity, and empowers females. With Rhondda’s population of 80,000 this is even more impressive, and nothing else in Wales in the last few years could even come close to demonstrating this level of impact and these kinds of statistics on a Local Authority-wide basis. **16** ## PUBLIC BENEFIT In shaping our objectives for the period and planning our activities, the trustees have considered the Charity Commission’s guidance on public benefit and are satisfied that the charity meets the public benefit requirements through its activities and programmes. Highlights from the period demonstrating public benefit include: - 707 girls & women on average involved in our out-of-school activities and programmes every week prior to the Covid-19 lockdown in March 2020. - Creation of an after-school/in-schools infrastructure that facilitates, motivates and oversees healthy activity & sport for 1000+ pupils throughout Rhondda Cynon Taf. - Creation of opportunities and provision that encourage a fun, safe, social environment that teenagers within the community can commit to. - Successfully establishing out-of-school female focused provision for ALL ages in Rhondda from 4 – 65 across four of the five main communities in Rhondda. - Our biggest secondary schools tournament held at Cardiff House of Sport (RCT Schools Netball Championship) due to limitations on facilities in Rhondda Cynon Taf. - Investment in the local community through our Community Coach & Role Model Development Programme which encourages the development of female community leaders as part of building a ‘giving back’ culture. - Successful online activities/challenges during Covid-19 lockdown (22nd March 2020 - 31st August 2020) to keep participants and families engaged. A small sample of the incredible feedback we have had from the local community for the year under review, evidencing the benefit of Rhondda Netball, can be viewed on the next two pages... **----- Start of picture text -----**
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Kelly a @kelly_Rosser- Im Replying to @kelly_Rosser l joined a netball ¢lub/leagtse this time last year and it was one of the best decisions I've ever made. I've met so many new friends anij made some great new friendships which will last years. Every Monday after netball, I ftrel IOOX better, both physically and mentally. 000 Jtssica ÉYaD515 wltTh Laur¥ Kat8 yles 50ttffjr5. Thankyou RhuDddè N&tb811 aDdFernd3le r8sealste?mfor sendinq Sheis oyerthE moon XX ALlttkn PiEc¢¢I Ethffl Loulse Chubb OVIO-19 Il. 21 rTrrns been loving ￿t￿È￿ bi Septeriibw. SWsoolwtob?so dislwoiniÈdwhe￿ she heTksld095 torawhi* lurttilf*•'5 roC￿￿er￿dIr(fft$vTg￿ty anywayl. Shé Is sLKhodollv hErtOrU￿ ￿￿OUn￿Wi￿￿l k￿ck￿g her5tii Arf *MI￿1#Th￿dd*r￿￿% #thon¢thn¢tbllll Look at her lace mun........ she has loved every minute Of raking part In Rhondda Rascals this year thènk you Rhondda Netball for giving her the opportunity to be apart of an ama2ing project Rhondda Netball Charlotte Freeman Rhondda Netball. recommends Being part of Back to Netball has been amazingl Fab, encouraging coaches and a brilliant gang of ladies - I've loved it and can't wait tor next seasonl welshflower83 Eleri had the "best day ever" (her words)! Thank you all so much for being such fab coaches and for making it so fun for them too a, 2h Reply Hi chelsea. I have just seen the photo of you and megan. I justvwant to say a huge thankyou. Shes getting bullied at mo amd her confidance is low. She loves netball and when i showed her the photo she was well chuffed. Thabks chelsea. See you Sunday @ a5hieighlJwrn• @kr Stale Morgan Jones P4etba11 was a huge hitwth my girls last night, Etta even eDloyed and for her to do anything ihat doesn't nvolve me and Eva IS massive. Love hoyé they've Start￿ something I can help thetn with a5 well * 1 Comrnem 00 You, Becky Davies arnd 10 olheis Q) Comment Becky Davhgs Yessssg5 my girlslll ,4tr1ii ' X Thank you so much for Bailees card in the post today it absolutely made her week. Thank you all so much for your continued support this year Bailee has thrived being part of Rhondda netball. We happen you are all well and staying pf and look forward to next season xx Write a comment... RASCALSII 18 w11￿c￿rtI*l¥W1th Lh•JonM Phpndd4NeibJll. 17m.11 A¢tudtOafÉd hoFylne5*this mofDIDg * sh•ls20, s hèppywith herlirSt'actu?ii ￿tter, ènd misse8ne￿Il SO mucll w IbaDkyoU RbonddaNetball and RhOrtdd• Ra4ralS¥XX ￿￿e10¥8$ yOUtool XXX FEEDBACK. RECEIVED DIIAINS CQVIO-I8 LOCKDOWNS Hi Chelsea, I forgot to mention this to you yesterday but we were having a conversation in our staff meeting last Wednesday and the subject of Rhondda Netball came up. I want you to be aware of how highly staff are viewing the provision that school is having trom Rhondda Netball- the professionalism I behaviour management / knowledge is all fantèslic and we are very gratefull! 3¥* &a.>WtyLl¥enw&reWtyJtdtsptO¢qrtsna obw1ots5Pytrarfj￿9h4s4￿bÈ￿fi￿￿¢e1knrf. H￿VIush .*hJsifwgl...A ha￿￿￿￿￿t&￿c￿Id>U￿e¢b¥*hÈ n10r￿&d￿1n'r 5tOpsjnrl￿￿￿C+lhe￿PthJ•411t.1 tobèback tr￿n1 Fantastic turnout and effort ai Y516 Netball club again this weekl Plenty of support for LIRhonddaNetball on show tooll 00> Li5sJoneS aDd 11 olliefS 2coIMmO Hiya... Maddie's just received her card @ thank you so much, it's made her day •• V V we've lost my nan to covid so she's been quite down, this has put a massive on her face xxx Dee Williams P recommends Rhondda Netball. My favourite pandy Coach is LAURENI Because she never leaves people out she is al¥vay$ there for everyone in netball and she is just so nice and canng but all of them are my favourite but Lauren is my favourite favourite so thank laur for being who you are because without you I wouldn't know what 10 clo. w ha*odone ar18 loin- warm, welcoming, special,special people. I thought I'd be too old and rusty and couldn't have been MO￿ nervous but th6y mède m& feel so at home. Very encouraging and supportive. Can't wait lor next session now. great fun and lots of laughs. Havo best people- ni Pari$Facey 11 I miss my RhonddJNqtball Rhondda Netbaii End•1 Vweo 2020 Ou2 zoeel$1 Great fun thank you for keeping us active and entertained • x 7m Reply ACHIEVEMENTS AND PERFORMANCE ## AVERAGE WEEKLY PARTICIPATION IN ALL RHONDDA NETBALL OUT-OF-SCHOOLS ACTIVITIES At the end of 2017, Rhondda Netball became Wales’ largest female sports participation initiative and the year under review saw another huge increase in average out-of-schools participation to around 707 girls and women every week. Our model for housing and sustaining the participation has consistently proven to be successful and up until Covid-19 our robust charitable operation made great strides towards long-term sustainability in each of the key areas. Throughout the year under review the charity ran 5 main programmes… ## 1. OUT-OF-SCHOOLS JUNIOR NETBALL CLUB PROGRAMME Rhondda Netball established four community netball clubs in four of the five main communities of the Rhondda Valleys; Ferndale, Treorchy, Porth & Tonypandy. These allow girls aged 8-15 throughout Rhondda to join in and take part in our activities and provision. Reaching all but one of Rhondda’s main communities allows us to make our provision accessible to the benefit of almost all of Rhondda. **20** ## 2. RASCALS PROGRAMME After seeing the popularity of our other programmes and responding to a lot of requests from the community, we piloted provision for girls aged 4-7 (known as “Rascals”) at the end of 2017/18, which was a brilliant success. There was a high demand from parents to roll out this provision so that these age groups didn’t miss out and now this has become one of our most successful programmes reaching over 100+ children each week in three of Rhondda’s five main communities. ## 3. SENIOR & YOUTH PROGRAMME The Senior & Youth programme’s focus is to provide a “healthy activity-focused” social platform for women to engage in weekly, so that we could tackle loneliness and social isolation issues whilst supporting fitness and exercise opportunities for women who have become less active as they have got older. The programme also tailors to “youth” girls (ages 16-21). This allows us to continue the influence we have when girls are too old for the Junior Netball Club programme. This programme worked with 118 women aged 16-55 during the period under review. **22** ## TOTAL NUMBER OF INDIVIDUALS WHO PARTICIPATED IN AT LEAST 1 RHONDDA NETBALL OUT-OF-SCHOOL ACTIVITY **----- Start of picture text -----**
only covid most
until 19 - of
this
post
-
year
easter restrictions
. under
2021. online heavy
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## 4. AFTER SCHOOLS/IN-SCHOOLS PROGRAMME Rhondda Netball has successfully created a league and competition infrastructure for secondary schools throughout Rhondda Cynon Taf. This programme has made a huge difference to female sporting activities at these schools, allowing us to facilitate and oversee healthy activity and sport for 1200+ girls (aged 11-18) each academic year. PE departments have seen a dramatic change in female pupils’ attitudes towards sport since Rhondda Netball began at the end of 2016. During January 2020 we ran one of the largest secondary school competitions in Wales, the RCT Schools Netball Championship at Cardiff House of Sport. This event had 12 secondary schools represented and was a resounding success with positive feedback from the staff and pupils alike. We look forward to making this competition a permanent part of our events calendar. _**“there’s been a significant change of attitude towards the importance of health and wellbeing in our female pupils. it’s clear to see the positive impact rhondda netball are having on these individuals outside and inside of school. they now have so much more motivation to take part in pe lessons. it’s wonderful to see!!” alyson evans, head of pe, ferndale community school**_ **23** ## 5. COMMUNITY COACH & ROLE MODEL DEVELOPMENT PROGRAMME This programme is what makes all our other programmes possible! Rhondda Netball recognises the importance of developing community leaders and role models to create a big-hearted “giving back” culture, but also to make sure the initiative is sustainable from a leadership perspective. This programme enables young women to gain UKCC netball coaching qualifications, first aid training, safeguarding children & young people training, leadership and coaching training, photographic evidence of community-focused work, and plenty of experience working in their local community for the benefit of others. Developing and keeping female leaders to power the charity to meet its objectives is a huge challenge in this modern age, which is why so much of our attention is on this programme. Research shows that female initiatives are often at a disadvantage to male initiatives, with life changes such as marriage, work and children often leading women to give up certain commitments. It means there is constant pressure on female provision to replace leaders, helpers and volunteers; Rhondda Netball is trying to stay ahead of this curve whilst equipping and empowering the next generation. Krystal is one of Rhondda Netball’s inspiring young Community Coaches & Role Models. Krystal started out as a young participant in our Junior Clubs Programme and was eager to get involved and give back to her community by developing as a leader. The young children love her and she has grown and developed into an incredibly mature leader positively impacting the Rascals she works with as well as young girls in Rhondda’s Porth community. **----- Start of picture text -----**
“i love doing what i do! seeing the
girls smile, laugh and make friends is
what it’s all about for me! it’s not just
sport here at rhondda netball as all
of us leaders are committed to also
making a difference to each child’s
life! i know it’s working because i was
one of them, someone whose life was
changed for the better because
of rhondda netball!”
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**Key Leaders for the year: Naomi (Porth) Chelsea (Treorchy), Lauren (Tonypandy), Tay & Non (Ferndale), Jody (OM and Senior & Youth), Jess (DC and Senior & Youth) Assistant Leaders for the year: Lowry, Eleri,** **24** iiiri Jbl 25 ## FINANCIAL REVIEW The overall income for the period was £153,873 representing a third successive year of growth since the charity’s first year of operation 2016/17. Total expenditure for the period came to £139,641, resulting in a profit of £14,232. As the charity has grown, we have identified new grant and sponsorship opportunities alongside new fundraising activities. The trustees believe the charity is well placed to benefit from future support to sustain and further develop the opportunities and provision in place. A particular highlight was the income from the Netball Universe partnership, and the trustees are looking forward to reviewing the growing impact of this income in the future as it demonstrates how strong the Rhondda Netball brand is throughout the region. Income from participant contributions across our various programmes was also pleasing as it demonstrated a healthy dynamic whereby girls, women and parents value the provision and opportunities enough to be part of the sustainability process. As part of the review of the charity’s performance the trustees reviewed the level of charitable spend compared with charitable and net trading income. Net trading income is defined as the net income generated by the charity and is the net of trading income generated, less the costs associated with that income. Charitable income represents all other income of the charity and charitable spend represents the funds used by the charity for charitable purposes. Both charitable income and charitable spend are disclosed in the accountant’s notes to the financial statements. **26** The trustees remain satisfied with the ratio of charitable spend to charitable and net trading income, but will continue to monitor this in future years as part of assessing performance. The focus moving forward will be on growing programme-specific grant income in conjunction with growing income that is more within our control. Key partnerships moving forward with Universe Sports as a retail partner and sponsors for planned events should see greater sponsorship and kit & apparel income for the next period, with the potential to grow this annually in the coming years. We also hope to see participant-related income increase in the next period due to the planned redevelopment and expansion of our provision for older girls and women As highlighted in the overview for the period, as the charity operates from 1st September - 31st August with three “lower intensity” months in June, July & August (due to school facilities being unavailable because of exams and summer holidays), our 2019/20 year was only moderately affected by Covid-19 lockdowns and restrictions. Of course, in-person participation and income was negatively affected for April & May particularly, but the overall impact was nothing like it would have been had Covid-19 restrictions hit the UK earlier. We anticipated that the main challenges for the charity would be during 2020/21 as the UK battled to beat the virus and get back to normality. However, reserves were strong going into 2020/21, and at the time of this report the charity has been well protected by the various Government Support Schemes such as furlough and SEISS as well as Covid-19 specific support. The Trustees consider the charity to be in a strong position to restart activities this summer when restrictions are lifted with a view to having a successful 2021/22. ## TOTAL RHONDDA NETBALL COSTS **----- Start of picture text -----**
of
this
projection
at
report
time
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**27** _**“the rhondda netball leaders are absolutely fantastic and have been amazing working with these young children! they are all excellent role models!” emilia’s mum, rhondda netball rascals**_ ## FUNDRAISING During the accounting period the charity spent £16,741 on direct fundraising through management personnel support and efforts relating to growing income from the Netball Universe Lotto and our retail partnership. On the back of these efforts, the charity received £71,158 by way of grants & donations, £11,000 in sponsorship income and £3,749 from the Netball Universe Lotto. These efforts, in conjunction with the work done by the Senior Management Team to generate further income - mainly participant and programme related - represents a very strong return on investment given the short history of the charity. The day to day fundraising processes are overseen and managed by the Managing Director, Operations Manager & Part-time Development Coordinator to ensure that everything functions in line with the overall financial strategy. This has so far been successful and we anticipate that once the Covid-19 pandemic is over, the charity will continue to see an upward trend as the need in the community for Rhondda Netball remains strong. ## STAFF REMUNERATION Staff remuneration is reviewed each year and the Senior Management Team discuss this with the trustees. The Chair of Trustees and Senior Management Team communicate regularly with the charity accountants to ensure that best practice is implemented. During the year under review: 2 full-time staff member support packages fell within the £15,000 - £19,999 band. 1 part-time staff member support package fell within the £10,000 - £14,999 band. 1 part-time staff member support package fell within the £5,000 - £9,999 band. Community Coaches & Role Models were remunerated on a sessional basis according to the number of hours worked. All other personnel made up the charity’s voluntary force. The charity utilised the Government’s furlough scheme for employees when released during the first Covid-19 lockdown, and self-employed personnel leaned on the Government’s SEISS scheme. Both schemes directly and indirectly saved the charity significant amounts of money in the lockdown period between end of March - 31st August during the year under review. ## INVESTMENT AND RESERVES POLICY Under its constitution, the charity has power to do anything calculated to further its object(s) or incidental to doing so including the power to deposit or invest funds at the direction of the trustees. The investment powers may also be delegated to a professional investment manager. The trustees have established the level of reserves (that is those funds that are freely availa ble) that the charity ought to have. The trustees aim for the charity to have reserves that are equal to three to six months of running costs. Factoring in deferred income received during 2019/20 for the period 1st September 2020 - 31st August 2021, this target was achieved at the end of the period under review. **28** ## RELATED PARTIES Print, design, and business support for the period was provided by True Vine Media Ltd where Lawrie Davies has significant influence. Lawrie Davies created this arrangement on the basis that True Vine Media Ltd would provide unlimited design time (see Donated Services, below) to enable Rhondda Netball to develop the relevant materials to increase sponsorship income, and improve fundraising and marketing outputs. Trustee Lee Pitt is the mother of Lawrie Davies, Managing Director, and as such is not party to any discussions or decision-making surrounding his role or remuneration. Trustee Ian Smith is husband of Lauren Smith, one of Rhondda Netball’s important Key Leaders, and as such is not party to any discussions or decisionmaking surrounding her role or remuneration. Office costs for the year, including space, gas, electricity, water, phones, internet, paper and other office materials, office-based printing, etc were shared with another Rhondda charity, Sporting Marvels, where Lawrie Davies has significant influence. This costs sharing arrangement had the effect of saving both charities thousands of pounds. Lawrie Davies, via his connections with local schools through other charities and small businesses he is involved with, brought Rhondda Netball into partnership with five of Rhondda’s six secondary schools; Ferndale Community School, Ysgol Nantgwyn (formerly Tonypandy Community College), Treorchy Comprehensive School, Porth County Community School & Ysgol Gyfun Cwm Rhondda (formerly Ysgol Gyfun Cymer Rhondda). This enabled Rhondda Netball to create hubs for our provision and opportunities for girls and women, in four out of the five main communities of Rhondda (see Donated Services, below). ## DONATED SERVICES Throughout the year under review, no less than 30 volunteers supported the efforts of the charity across its programmes and events. During the period, True Vine Media Ltd, where Lawrie Davies has significant influence, provided trade printing costs to the charity that enabled Rhondda Netball to save thousands of pounds on materials throughout the period and receive express delivery on printed materials as required. The business also provided unlimited design time far exceeding any payments to support the charity’s efforts in fundraising, marketing and its wider incomegenerating activities. Five of Rhondda’s six secondary schools supported the charity’s efforts to create an infrastructure to support large-scale participation from females in each community by prioritising Rhondda Netball’s use of their facilities at specific times throughout each week. **29** #MORETHAN 30 ## PLANS FOR THE FUTURE Rhondda Netball has developed a clear plan up to 31 August 2023. This strategy directs current thinking and focuses first of all on recovering from Covid-19 after negotiating heavy restrictions throughout 2020/21, followed by plans for a return to consistent manageable growth during 2022/23. It is expected that the charity will use up at least 50% of its reserves during 2020/21 and that all programmes and income streams will come back online at the start of 2021/22 with the charity in a strong position on all fronts. From here, the Senior Management Team will focus on enhancing existing partnerships, developing new partnerships, and sourcing new funding streams. ## COVID-19 RECOVERY: Utilise Government Support Schemes such as furlough and SEISS to negotiate 2020/21 where there will likely be heavy restrictions until summer 2021. Attract Covid-19 specific support via trusts, foundations and Welsh Government. - Create engaging online campaigns that motivate Rhondda Netball participants to stay active during Covid-19 restrictions. - Restructure certain elements of the charity to save money in the short term and improve efficiency in the medium/long term. - Ensure that our Community Coaches & Role Models take ownership of online campaigns during 2020/21 and enrol them on courses to continue their leadership development. ## EDUCATION: - Expand our network of partner secondary schools across Rhondda Cynon Taf, ensuring we have some representation in all the key communities of the Local Authority - the second biggest in Wales - and not just Rhondda. - Through local partnerships, reach more Rhondda-based primary schools to deliver active sessions that help create a healthy living culture amongst young females whilst also promoting the Rhondda Netball brand to encourage participation outside of schools in the future. **31** ## TACKLING MENTAL HEALTH: In line with the increasing mental health problems among young people across the country during Covid-19, the charity will be more proactive in addressing these issues, ensuring that all Rhondda Netball participants feel part of a safe and trusted environment in which they can raise any concerns they may have with trained leaders. Use Community Coach & Role Model Development financial support to ensure our leaders pass a certified Mental Health for Children & Adolescents qualification to develop a greater understanding of how to support mental health challenges and to recognise indicators of stress and mental ill-health in both oneself and others. MODULE 1 INTRODUCTION TO MENTAL HEALTH MODULE 2 CHILD PSYCHOLOGY MODULE 3 ATTACHMENT AND RELATIONSHIP BUILDING IN CHILDHOOD CHILD AND ADOLESCENT MENTAL HEALTH TRAINING THIS TRAINING ALLOWS OUR COMMUNITY COACHES & ROLE MODELS TO... **KNOW THE IMPORTANCE OF CHILD PSYCHOLOGY IN MENTAL HEALTH PRACTICES.** **UNDERSTAND HOW ATTACHMENTS FORM AN ESSENTIAL PART OF CHILDHOOD.** MODULE 4 IMPACTS OF SEPARATION AND LOSS ON ATTACHMENT **GAIN AWARENESS OF FACTORS THAT AFFECT A CHILD’S DEVELOPMENT.** MODULE 5 FACTORS THAT INFLUENCE DEVELOPMENT MODULE 6 MENTAL HEALTH PROBLEMS IN YOUNG & ADULTS **BECOME ABLE TO DEAL WITH SEVERE MENTAL HEALTH PROBLEMS IN THE YOUNG.** **FULLY UNDERSTAND NEUROLOGICAL CONDITIONS LIKE ADHD AND AUTISM.** MODULE 7 **LEARN HOW TO TREAT YOUTHS THAT SELF-HARM OR EXHIBIT DEPRESSION.** OTHER MENTAL HEALTH PROBLEMS IN YOUNG & ADULTS **ACQUIRE AN ALL-INCLUSIVE KNOWLEDGE OF MENTAL HEALTH TREATMENT IN THE UK.** MODULE 8 AUTISM, ADHD, AND DYSLEXIA IN YOUNG & ADULTS **ATTAIN A DETAILED UNDERSTANDING OF UK LAWS AND LEGISLATION FOR MENTAL HEALTHCARE.** MODULE 9 DEALING WITH AUTISM, ADHD, AND DYSLEXIA IN YOUNG & ADULTS MODULE 10 SELF-HARMING BEHAVIOUR MODULE 11 MENTAL HEALTH TREATMENT AND MEDICINE MODULE 12 MENTAL HEALTH OVER LIFE SPAN AND SOCIETY IN THE UK MODULE 13 MENTAL HEALTH RELATED LEGISLATION IN THE UK **32** ## COMMUNITY ENGAGEMENT: To operate, expand and enhance our community engagement and other accessible projects that target young people in challenging circumstances through our Inspire magazine. - Develop our current Senior & Youth Programme to incorporate more teams which can involve more women in the community and provide space for those leaving Junior Clubs to stay involved. - Expand the opportunity to take part in physical activity, volunteer initiatives and programmes that lead to qualifications by establishing key partnerships with bodies that have the funds to support qualifications and improve the employability of young people. - Further develop the culture of inclusivity across our programmes and the provision of more opportunities for leaders, participants and volunteers. ## FEMALE ENGAGEMENT: Further develop our activities that engage, provide participation opportunities and retain females, whilst promoting physical activity and healthy lifestyles. - Continue to develop and deliver our programmes to be able to accommodate a higher number of participants by the development of more effective and passionate leaders. Provide dedicated female activities via netball and non-netball activities. Create an “I want to be a Community Coach & Role Model” culture amongst young female participants who show leadership potential, so that when they reach the age of 16 they are eager to enrol and play their part in giving back to the community by overseeing and facilitating provision they were once involved in as participants. ## LONG-TERM SUSTAINABILITY: - Continue to maintain a healthy balance between keeping charity activities affordable in one of the most deprived regions in the UK, whilst still ensuring activities are valued enough for users to make appropriate contributions that grow each year as required. - Work with the Local Authority to try to address the gross inequality issues between males and females in respect of public monies and how these are used to both develop and sustain male participation in sport without consideration of females. Development of a multi-faceted community facility that can generate local and broader capital support to address the inequality outlined in the previous point, whilst creating numerous income generative opportunities for the charity to eventually run without external support. **33** ## RISK ASSESSMENT The trustees are aware of factors both within and outside the charity’s control that are rele vant to the achievement of its objectives, including relationship with personnel, key partners and funders, and have a risk management strategy in place which comprises: - A review of the risks at each trustee meeting. - The establishment of strategies and procedures to mitigate risks identified. - The implementation of procedures designed to minimise any potential impact on the charity should those risks materialise. ## PRINCIPAL RISKS AND UNCERTAINTIES Rhondda Netball relies on income streams affected by the economic climate and Government spending policies. Fluctuations in these spending patterns may adversely affect the level of financial support available to the charity. In consideration of this risk we continue to seek multiple funding sources to ensure the charity is not overly reliant on any one source of income and to minimise the impact of any changes to the economic climate. Rhondda Netball has seen unprecedented growth over the last few years and we are very aware that Covid-19 presents a risk to not only our charity, but many other charities and businesses across the UK. However, at the end of the period under review the charity was in as strong a position as it could be to negotiate a challenging 2020/21. Continued Government support as a result of enforced restrictions should ensure the charity is able to come through the period ahead until the vaccination programmes have succeeded and restrictions are removed. The charity is very aware that single court venues are becoming too small to host some of our activities. To combat this we make sure that there are enough Community Coaches & Role Models in the activities that have a large number of participants. These leaders are well prepared to deal with large group activities and utilise the space effectively, however, if we continue to see growth over the next few years then larger facilities will be needed to house all participants. The amount of people attending each activity may also be intimidating to some individuals as they could be deemed too crowded. The charity continues to monitor and evaluate these capacity issues in light of current infrastructure. Community Coach & Role Model Development Programme - After fundraising, developing sustainability in leadership is the next toughest challenge the charity faces and that is why so much of our attention is on this programme. As previously stated, research shows that female initiatives are often at a disadvantage to male initiatives, with life changes such as marriage, work and children often leading women having to give up certain commitments more than males. It means there is constant pressure on female initiatives to replace leaders, helpers and volunteers. We’ve been successful thus far but the risk that future females won’t be as keen to sacrifice their time is an ongoing concern. Rhondda Netball is trying to stay ahead of this curve by equipping **34** and empowering the next generation with tangible qualifications and skills that support their personal development and their CV’s for future full-time employment or studies. In an area as deprived as the Rhondda Valleys, keeping costs to a minimum is imperative to the charity’s success. In order to achieve this and create a low-risk financial model all personnel and sessional staff other than the Operations Manager receive the main portion of their incomes outside of Rhondda Netball. On top of this, all Senior Management are selfemployed individuals so they can earn extra money from doing work with other charities or businesses. This mitigates against Rhondda Netball losing its best people to higher paid job opportunities by supporting their external efforts to generate income for themselves. This type of personnel management and development is important to the trustees, as is the creation of a heart and culture that makes Rhondda Netball an ongoing “cause” for its best people. We have identified that no matter the ability level of participants, there is an ongoing need for outlets to be created that help sustain high levels of participation. This can lead to overcompetitiveness and this could cause a problem in that some individuals taking part want to develop and progress in the sport of netball while others are there for the whole person benefits. Maintaining this balance has been something we’ve been extremely good at, but in the future there will have to be strategies implemented which separate those who are there for the whole person benefits, to those wishing to take it more seriously, especially when it comes to our Senior & Youth Programme. Child Protection & Safeguarding - Rhondda Netball takes child protection & safeguarding very seriously and we review and modify our policies annually. The most important aspect of our policy is to ensure that all of our Key leaders and Assistant Leaders possess an enhanced DBS check and a “Safeguarding Children & Young People Level 2” certificate. This ensures that all of our main deliverers are fully trained to handle the same kind of child protection issues as a qualified teacher. However, generating income to cover the costs of training and qualifications on top of core costs is a challenge, and so it is important that we continue to make applications across all of our priority areas. **35** STATEMENT OF TRUSTEE RESPONSIBILITIES Charity law requires the trustees to prepare financial statements for each financial period/ year which give a true and fair view of the state of affairs of the charity and of the movement in funds of the charity for that period. In preparing those financial statements, the trustees are required to: Select suitable accounting policies and then apply them consistently; Make judgments and estimates that are reasonable and prudent; Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business. The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the charity legislation. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention of fraud and other irregularities. ## ON BEHALF OF THE BOARD OF TRUSTEES: **----- Start of picture text -----**
I D Coles – Chair of Trustees
Approved by the Board
on 18 June 2021
37
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INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF RHONDDA NETBALL ## **Independent examiner's report to the trustees of The Rhondda Netball Foundation ('the Company')** I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 August 2020. ## **Responsibilities and basis of report** As the charity's trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act'). Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act. ## **Independent examiner's statement** I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe: 1. accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or 2. the accounts do not accord with those records; or 3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or 4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)). I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. Stephen J Smith FCCA Curtis Bowden & Thomas Limited Chartered Certified Accountants 101 Dunraven Street Tonypandy CF40 1AR 18 June 2021 **38** STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDING 31 AUGUST 2020 |Unrestricted
fund
Notes
£
**Incoming resources from**
Charitable income
151,874
**Resources expended on**
Charitable expenditure
2
129,548
**NET INCOME/(EXPENDITURE)**
22,326
**Reconciliation of funds**
**Total funds brought forward**
2,212
**Total funds carried forward**
24,538|Restricted
fund
£
1,999
10,093
(8,094)
624
(7,470)|31.8.20
Total
funds
£
153,873
139,641
14,232
2,836
17,068|31.8.19
Total
funds
£
135,227
137,562
(2,335)
5,171
2,836| |---|---|---|---| _**“you are inspiring these children to be their best selves! thank you from me and my family! i love the opportunities you give my girls!” leah bright, freya & summer’s mum, treorchy netball club**_ **39** BALANCE SHEET - 31 AUGUST 2020 ||||||31.8.20|31.8.19| |---|---|---|---|---|---|---| |||Unrestricted|Restricted||Total|Total| |||fund|fund||funds|funds| ||Notes|£|£||£|£| |**Fixed assets**||||||| |Tangible assets|7|702||-|702|936| |**Current assets**||||||| |Cash at bank||63,454|5,670||69,124|36,100| |**Creditors**||||||| |Amounts falling due within one year|8|(39,618)|(13,140)||(52,758)|(34,200)| |**Net current assets/(liabilities)**||23,836|(7,470)||16,366|1,900| |**Total assets less current liabilities**||24,538|(7,470)||17,068|2,836| |**NET ASSETS**||24,538|(7,470)||17,068|2,836| |**Funds**|10|||||| |Unrestricted funds|||||24,538|2,212| |Restricted funds|||||(7,470)|624| |**Total funds**|||||17,068|2,836| The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 August 2020. The members have not required the company to obtain an audit of its financial statements for the year ended 31 August 2020 in accordance with Section 476 of the Companies Act 2006. The trustees acknowledge their responsibilities for - (a) ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and - (b) preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company. These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime. The financial statements were approved by the Board of Trustees and authorised for issue on 18 June 2021 and were signed on its behalf by: I D Coles – Chair of Trustees **40** NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDING 31 AUGUST 2020 ## **1. Accounting policies** ## **Basis of preparing the financial statements** The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention. ## **Income** All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably. ## **Expenditure** Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources. ## **Tangible fixed assets** Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life. Computer equipment - 25% on cost ## **Taxation** The charity is exempt from corporation tax on its charitable activities. ## **Fund accounting** Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees. Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. Further explanation of the nature and purpose of each fund is included in the notes to the financial statements. ## **Hire purchase and leasing commitments** Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight line basis over the period of the lease. **----- Start of picture text -----**
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## **2. Charitable expenditure** ## **Costs of generating voluntary income** |Management
Direct Fundraising Costs
Facilities, Community Coach & Role Model Development Programme
Office Rent, Utilities, Phones, Broadband, Insurance & Maintenance
Marketing, Design, Print, Postage & Stationery
Events
Kit, Merchandise & Activity Equipment
Visual, Audio & Computer Equipment, Software & Website
Sundries
Accountancy, Financial & Business Support
RCT Rockets Programme|31.8.20
£
25,400
16,741
43,959
12,861
9,657
13,224
5,769
2,320
158
9,552
-
139,641|31.8.19
£
31,350
19,676
24,829
8,773
11,629
8,840
9,530
2,273
608
2,400
17,654| |---|---|---| |||137,562| ## **3.** ## **Net income/(expenditure)** Net income/(expenditure) is stated after charging/(crediting): ||31.8.20|31.8.19| |---|---|---| ||£|£| |Depreciation - owned assets|234|313| |Other operating leases - rent|10,500|7,800| ## **4.** ## **Trustees' remuneration and benefits** There were no trustees' remuneration or other benefits for the year ended 31 August 2020 nor for the year ended 31 August 2019. ## **Trustees' expenses** There were no trustees' expenses paid for the year ended 31 August 2020 nor for the year ended 31 August 2019. ## **5. Staff costs** The net movement in funds is stated after charging £41,500 (2019 - £65,992) in respect of key management, fundraising and other part time personnel. ## **6. Comparatives for the statement of financial activities** |Unrestricted
fund
£
**Incoming resources from**
Charitable income
123,356
**Resources expended on**
Charitable expenditure
126,315
**NET INCOME/(EXPENDITURE)**
(2,959)|Restricted
fund
£
11,871
11,247
624|Total
funds
£
135,227
137,562
(2,335)| |---|---|---| **42** |
**6.**|**Comparatives for the statement of financial activities - continued**|**Comparatives for the statement of financial activities - continued**|||| |---|---|---|---|---|---| |||Unrestricted|Restricted||
Total| |||fund|fund||funds| |||£|£||£| ||**Reconciliation of funds**||||| ||**Total funds brought forward**|5,171||-|5,171| ||**Total funds carried forward**|2,212|624||2,836| |**7.**|**Tangible fixed assets**||||| ||||||Computer| ||||||equipment| ||||||£| ||**Cost**||||| ||At 1 September 2019 and 31 August 2020||||1,249| ||**Depreciation**||||| ||At 1 September 2019||||313| ||Charge for year||||234| ||At 31 August 2020||||547| ||**Net book value**||||| ||At 31 August 2020||||702| ||At 31 August 2019||||936| |**8.**|**Creditors: amounts falling due within one year**||||| ||||31.8.20||31.8.19| ||||£||£| ||Other loans (see note 9)||-||500| ||Accrued expenses||1,080||1,200| ||Deferred income||51,678||32,500| ||||52,758||34,200| |**9.**|**Loans**||||| ||An analysis of the maturity of loans is given below:||||| ||||31.8.20||31.8.19| ||||£||£| ||Amounts falling due within one year on demand:||||| ||Other loans||-||500| **43** **10. Movement in funds** |**Unrestricted funds**
General fund
**Restricted funds**
Restricted Fund
**TOTAL FUNDS**
Net movement in funds, included in the above are as follows:
**Unrestricted funds**
General fund
**Restricted funds**
Restricted Fund
**TOTAL FUNDS**|At 1.9.19
£
2,212
624
2,836
Incoming
resources
£
151,874
1,999
153,873|Net
movement
At
in funds
31.8.20
£
£
22,326
24,538
(8,094)
(7,470)
14,232
17,068
Resources
Movement
expended
in funds
£
£
(129,548)
22,326
(10,093)
(8,094)
(139,641)
14,232| |---|---|---| ## **Comparatives for movement in funds** |**Comparatives for movement in funds**||||| |---|---|---|---|---| ||||Net|| ||||movement|At| ||At 1.9.18||in funds|31.8.19| ||£||£|£| |**Unrestricted funds**||||| |General fund|5,171||(2,959)|2,212| |**Restricted funds**||||| |Restricted Fund||-|624|624| |**TOTAL FUNDS**|5,171||(2,335)|2,836| **44** Comparative net movement in funds, included in the above are as follows: |Comparative net movement in funds, included in the above are as follows:||| |---|---|---| |Incoming|Resources|Movement| |resources|expended|in funds| |£|£|£| |**Unrestricted funds**||| |General fund
123,356|(126,315)|(2,959)| |**Restricted funds**||| |Restricted Fund
11,871|(11,247)|624| |**TOTAL FUNDS**
135,227|(137,562)|(2,335)| |A current year 12 months and prior year 12 months combined position is as follows:||| ||Net|| ||movement|At| |At 1.9.18|in funds|31.8.20| |£|£|£| |**Unrestricted funds**||| |General fund
5,171|19,367|24,538| |**Restricted funds**||| |Restricted Fund
-|(7,470)|(7,470)| |**TOTAL FUNDS**
5,171|11,897|17,068| A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows: |**Unrestricted funds**
General fund
**Restricted funds**
Restricted Fund
**TOTAL FUNDS**||Incoming
resources
£
275,230
13,870
289,100|Resources
Movement
expended
in funds
£
£
(255,863)
19,367
(21,340)
(7,470)
(277,203)
11,897| |---|---|---|---| ## **11. Related party disclosures** Outlined in the trustees report with Donated Services, page 29. **45** INCOME BREAKDOWN AND OVERVIEW FOR THE YEAR ENDING 31 AUGUST 2020 **46** EXPENDITURE BREAKDOWN AND OVERVIEW FOR THE YEAR ENDING 31 AUGUST 2020 **47** ¥T •* RHP,NDDA. WWW.RHONDDANETBALL.COM