UK REGISTERED CHARITY NO. 1170778 # TRUSTEES REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDING 31 AUGUST 2021 ## TRUSTEES REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDING 31 AUGUST 2021 ## _**Page No. Contents**_ # 3 LEGAL AND ADMINISTRATIVE INFORMATION - 4 LEADERSHIP AND MANAGEMENT - 6 INTRODUCING RHONDDA NETBALL - 8 REPORT OF THE TRUSTEES - 39 STATEMENT OF TRUSTEES RESPONSIBILITIES 40 INDEPENDENT EXAMINER’S REPORT - 41 STATEMENT OF FINANCIAL ACTIVITIES - 42 BALANCE SHEET - 43 NOTES TO THE FINANCIAL STATEMENTS - 48 INCOME BREAKDOWN AND OVERVIEW ## 49 EXPENDITURE BREAKDOWN AND OVERVIEW 2 LEGAL AND ADMINISTRATIVE INFORMATION _**Charity Name**_ THE RHONDDA NETBALL FOUNDATION _**Official Charity Working Name**_ THE RHONDDA NETBALL FOUNDATION _**UK Charity Registration Number**_ 117078 _**Charity Structure**_ CHARITABLE INCORPORATED ORGANISATION (CIO) _**Registered Office**_ CENTRAL OFFICES, TOP ROAD, GELLI INDUSTRIAL ESTATE, 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 Editor of BBC Radio Wales and Sport 3 ## LEADERSHIP AND MANAGEMENT **----- Start of picture text -----**
Top team! Lawrie
pictured with Jody
(left) and jess
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While the Trustees (see next page) oversee the charity, The Rhondda Netball Foundation is run by its Senior Management Team - pictured _above_ - 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 the Operations Manager earn the main portion of their incomes outside of Rhondda Netball. This structure/model has played a huge part in the success the charity has seen since it started in 2016, ensuring off-field costs are kept as low as possible. ## 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 fulltime 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 its Part-time 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 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 multi-faceted off-field/on-field role. 4 ## IAN COLES chair of Trustees & Treasurer 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 the Managing Director & Operations Manager. ## 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. She currently works full-time in procurement. ## IAN SMITH Trustee IAN has over 10 years 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 after-school and out-of-school. He also has vast experience in youth events management. ## 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._ ## LEE PITT Trustee 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 a Sport & Exercise Lecturer at Coleg y Cymoedd. She has vast experience of working with females through netball and 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 Jehu Group, Newport Housing Association and now, Persimmon Homes as their Strategic Land & Planning Director. 5 INTRODUCING RHONDDA NETBALL **----- Start of picture text -----**
below ), Chairman and Managing Director respectively of Leekes
Gerald Leeke OBE, Chairman, Leekes Retail
"Rhondda Netball is an exciting
all-community cause that we
are thrilled to support!”
6
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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 longterm effort. Gerald & Emma Leeke (pictured _below_ ), 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 its out-of-school programmes every single week up until Covid shut down the UK in March 2020. But the great progress didn’t stop there despite huge challenges over the ensuing 18 months as a result of lockdowns and restrictions, and the charity’s September 2021 “Comeback from Covid” saw over 700 turn into 900+ in the blink of an eye. The charity successfully created an effective infrastructure that now empowers 25+ 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
"It’s been a great privilege for us to play
our part in the story and to be able to
positively affect the lives of so many
young girls in the heartlands of the Valleys!”
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Emma Leeke, Managing Director, Leekes Retail
"It’s been a great privilege for us to play
our part in the story and to be able to
positively affect the lives of so many
young girls in the heartlands of the Valleys!”
6
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## REPORT OF THE TRUSTEES FOR THE YEAR ENDING 31 AUGUST 2021 2020/21 was, without doubt, the most challenging year in Rhondda Netball’s short history. As a charity that relies on large numbers mixing at close quarters, mostly indoors, the Covid pandemic’s resulting lockdowns and restrictions essentially wiped out the charity’s large out-of-schools operation during the year under review. The focus for the trustees and Senior Management Team during the year was mostly centred on ensuring the charity came through the lockdowns and restrictions in a solid position ready to restart all its programmes and activities when permitted by the Government & Local Government. As well as this, the Senior Management Team and the charity’s Community Coaches & Role Models, intended on utilising online tools, campaigns and activities to go the extra mile for the Rhondda Netball family throughout the pandemic knowing this would also help maintain momentum for the eventual return of in-person activities. Rhondda Netball is delighted to report that it achieved success against both of the key objectives above. The charity weathered the financial challenges (further information available in the Financial Review on pages 28 & 29) to end the year under review in a position to restart all programmes and activities in September 2021 (see Plans for the Future on pages 33-35). At the same time, Rhondda Netball’s awesome Community Coaches & Role Models rolled out a whole host of activities between September 2020 - July 2021 that saw over 400 girls and women take part in total. This success, which was achieved despite everything being an uphill battle as a result of Covid restrictions, ensured the charity delivered 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. During the year under review, with far more time available as a result of the Covid pandemic, the Senior Management Team was able to take the charity’s Community Coach & Role Model Development Programme to a whole new level. With many qualifications and courses adapting to allow for remote learning as a result of Covid restrictions, this programme was able to add Mental Health Awareness Training for the charity’s young leaders, and Mental Health Pastoral Training for its more experienced leaders. 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 26. Despite the year under review taking place under the cloud of the pandemic, the trustees were thrilled that statistical data from September 2016 - August 2021 indicated 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, mainly as a result of Rhondda Netball. 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. 8 While it’s not the norm in the trustees overview of the year, to focus heavily on success from the following period (in this case relating to 1st September 2021 - 31st August 2022), this is hugely important for this particular trustees report. Mark Drakeford, in his role as First Minister of the Welsh Government, didn’t remove all Covid restrictions on indoor activity in Wales until 8th August 2021, just three weeks before the end of the year under review. As a result, it was not possible for Rhondda Netball to restart all programmes and activities until September 2021. Even though some activities were able to restart in July 2021 when high level Covid restrictions were removed, there were still significant limitations for the charity as school facilities - which Rhondda Netball is heavily reliant on - did not reopen in response to this particular change. Instead, school facilities were reopened for hire to the public in September 2021 following Mark Drakeford’s August 2021 announcement. So, given the natural concern for Rhondda Netball’s future at the end of the year under review, with inperson activities essentially restricted for the entire 12-month period, the trustees felt it important to communicate here how successfully Rhondda Netball’s 2021/22 began, with Covid no longer blocking the return of all activities and programmes. As you’ll see from the participation graph, despite the trustees and Senior Management benchmarking a 20% drop-off as “success” for 2021/22 as a result of Sport England’s “the impact of Covid on participation in sport” highlighting a national 25% drop-off in summer 2021, Rhondda Netball’s total participation - at time of writing - has grown by over 40%, and its average participation by over 30%. The trustees consider this “Comeback from Covid” to be nothing short of remarkable. They would like to highlight the fantastic job the Senior Management Team and the charity’s Community Coaches & Role Models did to not only come through an incredibly challenging 2020/21 with high levels of perseverance and motivation, but also in restarting all programmes and activities in September 2021 so successfully. Much gratitude is also owed to the various trusts & foundations who stood resolutely at the charity’s side during the year under review when so many of the charity’s income streams were essentially switched off. Without this support, the charity simply would not have made it through the year so successfully and in a position to make its “Comeback from Covid” during 2021/22, so successful. 9 #MIO, 10 _**“rhondda netball has helped me so much; it’s been a real godsend to me! i honestly don’t know what i would do without my netball family... i’ve made so many new friends through netball!”**_ _**natalie jenkins, senior participant and mum at rhondda netball**_ ## 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_ _**three specific operational objectives** within this are:_ ## 1 **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 self-confidence SOCIAL AND CULTURAL – male-dominated culture, attitudes re sexuality, lack of media representations/role models. **STAGGERING INEQUALITY!! STATISTICS & NUMBERS PRE COVID (2019/20)...** ## **OUT-OF-SCHOOL SPORTS TEAMS IN RHONDDA...** **MALE FEMALE NETBALL TEAMS 98 Rugby 6 Rugby 77 96 Football 10 Football ...with every single one 11 Cricket 1 Cricket inside Rhondda Netball** ## **SPORTING FACILITIES IN RHONDDA...** **...the number of football, rugby & cricket fields/ pitches in Rhondda; 8 of which (just 13.3%!!) 60 are in the 6 secondary schools and are completely unavailable on weekends** - _**...**_ **the number of indoor netball courts in Rhondda; 5 of which (71.4%!!) are in the 6 secondary** - **7 schools and are completely unavailable on weekends** ## **PARTICIPANTS & POTENTIAL USABLE FACILITIES...** **MARCH 2017 MARCH 2022** **441 involved out-of-schoolGirls and women[1468] involved out-of-schoolGirls and women 258 Average attendance 952 Average attendance on a per week basis on a per week basis Sept 2016 - March 2017 Sept 2021 - March 2022 11 Indoor netball courts 7 Indoor netball courts (maximum... subject to (maximum... subject to availability) availability) 0 Indoor netball courts 0 Indoor netball courts with weekend availability with weekend availability for block booking for block booking ...AND THAT’S JUST THE START!!** 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 when Rhondda Netball first started, exactly 0 were primarily used by females to facilitate female sport. Despite the unfairness and proof of gender inequality, changing things is incredibly difficult, but Rhondda Netball is making a difference, and as of 2020/21, 5 Rhondda sports facilities are now primarily used by females to facilitate female sport. Yes, there’s still a long way to go, but Rhondda Netball is committed to changing things for the better. 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. 12 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 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 each year 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 and Rascals 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. ## CASE STUDY - ELERI EVANS **When Eleri first became a part of the Rhondda Netball family, she was a shy, quiet individual who had such a huge heart for others. She began her journey as a young 14-year-old participant in Rhondda Netball’s first ever Under 15’s pilot back in 2017!** **Eleri first showed interest in becoming a Rhondda Netball Community Coach & Role Model at the age of 15 and has been involved ever since. As she’s moved through the programme, Eleri has taken on more and more responsibilities within the charity’s out-of-school activities and programmes, and she is now making an enormous impact to the lives of hundreds of girls & women in the Treorchy & Upper Rhondda Fawr areas. Young children absolutely adore her and the skills, confidence and qualifications she has been able to acquire over the years have provided Eleri with amazing opportunities, preparing her for a career working with children as a teacher.** _**“the confidence that I have gained from being a part of the community coach & role model development programme has been so invaluable to my life. i’ve had opportunities in life that i know wouldn’t have been possible if it were not for the impact rhondda netball has had on me and so many other young girls!!”**_ 13 2 **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 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 20162017 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 with over 700 girls and women on average since 2019/20 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. ## CASE STUDY - ZOE ELSTON **Zoe,** _**right**_ **, is one of Rhondda Netball’s “Super Mums” and has also been a participant in Rhondda Netball’s Senior & Youth Programme for age 16+ since 2018/19. The impact that Rhondda Netball has had on her and her two daughters over the past few years has been so encouraging to track...** _**“rhondda netball has a huge impact on my family, myself and both our daughters take part each week and we absolutely love it. my youngest is part of the rascals programme and she has had so much fun learning new skills and her confidence has grown so much since she started - the coaches are amazing with the little ones! my eldest is part of rhondda netball’s porth netball club and she has made some great friends being part of the rhondda netball family. being involved in netball each week also gave her the platform to be selected by the rct rockets and the wales netball regional academy.**_ _**i’m part of the senior & youth programme and this provision has enabled me to rediscover the sport i loved at school. not only has it given me the opportunity to keep fit and active but i’ve also met a fantastic group of women through my involvement and this just shows how rhondda netball is able to bring people together. i feel fortunate that we get this opportunity to participate in a sport that we all love because before rhondda netball the opportunity just wasn’t there. yes, netball seems to dominate family life more than I ever could have imagined, but we wouldn’t have it any other way!”**_ 15 **IMPROVING PHYSICAL WELLNESS AND ENCOURAGING PARTICIPANTS TO LIVE ACTIVE & HEALTHY LIVES** 3 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 well-documented 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 and the previous year (2019/20) demonstrating public benefit include:** - 707 girls & women on average involved in our out-of-school activities and programmes every week prior to the Covid lockdown in March 2020. - Creation of an after-school/in-schools infrastructure that facilitates, motivates and oversees - when no Covid restrictions are in place - 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. - 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 first online campaign during 2020/21 restrictions - Garden shooting competition - encouraged over 200 participants to take part. Second campaign - The J Factor - attracted over 1000 “Facebook Live” viewers online. Third campaign - Rhondda Netball World Tour - saw over 300 Rhondda Netball participants cover an incredible 54,000 (!!!) miles in total during the January 2021 - March 2021 lockdown. Fourth campaign - The Community Coach & Role Model 2/2/24 challenge - saw Rhondda Netball’s awesome leaders raise over £2,000 for the charity at the end of the year under review. All of these online campaigns played a vital role in keeping participants active and engaged during an incredibly tough time mentally and emotionally. A small sample of the incredible feedback we have had from the local community - much of this received during high level Covid restrictions - evidencing the benefit of Rhondda Netball, can be viewed on the next two pages... **----- Start of picture text -----**
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A¢K Jessl¢a Evans 15wlh LaUt•I(ale D•vh¥ and S Otlwrs. kaela_wills Love thts ty thanks girlsl! You're all amazing and have kept the girls acttve and posttive rhe past few months @rhonddanetball @porthnetballelub 33$ Ppply ThankyouRhonddaNetball FemddlB rascal8wmfor senoing Mali tbiscèrd. She is oveT the mon x NDDA NETBALL Rhian Jr￿e5 CO%iIO-19 So proLKI of rny girls Idegan Cole Most valuable player (under 15'sl mrrtr C¢)le. player of the year (under 13,$1 Thank you Rhondda Neit)all for everything that you do &¥ Notjusl for my girfs for everyone. Your ery ffl￿h appreciated xx i UP4BEAD TrAESSAGÉ Ohtbere'slush. Thanks io all you girls for recognising and appreciating her effort and tor making sucha fuss of all the girls you workwith. X Charlotte Freeman Rhondda Netball. recommends Being part of Back to Netball has been amazingl Fab encouraging coaches and a brilliant gang of ladies - loved it and can't wait for next seasonl I':a'il r!Fl welshflower83 Eleri had the "best day ever" (her words)! Thank you all so much for being such fab coaches and for making it so fun for them too & V 2h Reply Hi chelsea. I have just seen the photo of you and megan. I justvwant to say a huge thankyou. Shes getting bullied at mo amd her confidance is low. She loves netball and when i showed her the photo she was well chuffed. Thabks chelsea. See you Sunday Morgan Jones @kr to1gVS Neiba11 was a huge hitwth my girls last night, Etta even eDloyed and for her to do anYth￿q ihat doesn't volve me and Eva IS massive. Love how they've started something I can help thetn with a5 well * 1 Comrnem 00 You, Becky Davies arnd 10 olheis Comment Becky Davhgs Yesss5g5 my girlslll ,4tr4tr. X Thank you so much for Bailees card in the post today it absolutely made her week. Thank you all so much for your continued support this year Bailee has thrived being part of Rhondda netball. We happen you are all well and staying pf and look fonvard to next season xx Write a comment... RASCALSII 18 w11￿C￿rtI* i#wlth Lh•JODM Phpndd4NeibJll. 17m.11 A¢tudtOafÉd hoFylne5*this mofDIDg * sh•ls20, s hèppywith herlirSt'actu?ii ￿tter, ènd misse8ne￿Il SO mucll w IbaDkyoU RbonddaNetball and RhOrtdd• Ra4ralS¥XX ￿￿e10¥8$ yOUtool XXX FEEDBACK.'RECEIVEO DIIRINB COVID-I• 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 li 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 smile on her face xxx 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 Natalie Curtis ha*odone ar18 loin- Thank you so much to Rhondda Netball for 9iving Alisha 8 med81 tonightl She was 8bsolutely over ihe moon and criÈd a¢tU21 tèars of happiness y she can't wait to see you all again, thank you XX xx Liss Jones Lucy Jones 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 19 ## ACHIEVEMENTS AND PERFORMANCE **----- Start of picture text -----**
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At the end of 2017, Rhondda Netball became Wales’ largest female sports participation initiative, and whilst the year under review - due to the Covid pandemic - didn’t see any growth across the charity’s in-person activities and programmes as with all previous years, the trustees and Senior Management Team placed more emphasis on simply coming through the year intact from a financial and operational perspective due to the existential threat posed to the charity as a result of the pandemic. Our model for sustaining and growing participation has consistently proven to be successful and up until Covid, our robust charitable operation made great strides towards long-term sustainability in each of the key areas. ## **Throughout the year, the TWO main achievements were as follows...** ## **FINANCIAL** The charity successfully negotiated the enormous financial challenges posed by the pandemic and the associated reductions across the charity’s income streams. With a total income of £101,074 against expenditure of £85,176 for the year under review, the charity was able to significantly reduce its costs to bring them underneath income, ensuring the charity was well positioned to restart all its activities and programmes for September 2021 following the removal of all restrictions in Wales during August 2021. More detailed information on this front is available in the Financial Review on pages 28 & 29. ## **ONLINE CAMPAIGNS TO ENCOURAGE ENGAGEMENT & EXERCISE** During the year under review, the charity successfully ran four online campaigns. First campaign - Garden shooting competition - encouraged over 200 participants to take part. Second campaign - The J Factor - attracted over 1000 “Facebook Live” viewers online. Third campaign - Rhondda Netball World Tour - saw over 300 Rhondda Netball participants cover an incredible 54,000 (!!!) miles in total during the January 2021 - March 2021 lockdown. Fourth campaign - The Community Coach & Role Model 2/2/24 challenge - saw Rhondda Netball’s awesome leaders raise over £2,000 for the charity at the end of the year under review. All of these online campaigns played a vital role in keeping participants active and engaged during an incredibly tough time mentally and emotionally. 20 ONLINE ENGAGEMENT DURING #MORETHAN T H F A••f￿R LIVE ON: #TOGETF4ERTUESDAYS LIVE 4 IIVE CDNIESTANTS IIXIMMUNITY COACIES E ROIE MIIIIEISI TAKING PART IN "BUSITUCKER TRIAIS- PARTIGIPANTS VOTES TO Bf CIIOWNED "QUEEK OF THE JJNGIE"! 21 ONLINE ENGAGEMENT IIURING ION 3h LD¥etyd•lSv•tipsiOth•dooY8i•Pt4nlBbt. I'l #KTI?yÈrOtlhe¥¢af BÈLLA j #mo5lvaiuableplavEr AVI4. 1hartK¥oU@porthllÈtWlcPJbV WALIKINGY/RUNNING A'LILOWED 145 MIIES 358 MILES PARTICIPANTS TOOK COUNTRIE.S 1.97&IMIIIS VISITED 2,.507 MILES OVER 54.,000 MILES COMvLt.IED! 22 3.8141MIIES 8.,259 MIIES 10..286 MIIES 2,.682 MIIES IGERIa.: 16.621 MIIES 13,803 MIIES 14.819 MIIES 5REEC E-. 171118 MIIES 19.,219 MIIES IX)21 21.561 MIIES MIIES 31.652,MILES 49.452 MIIES .[ CAIIFORNIA I 491146 MILES 481186 CHALLE,NGE •esom?¥ethesey1rf51RunArMJ 2ml8* ev9ry 2 I￿Ur$r￿Mr24bOUI$ X We'*not to RhMddjNetb8￿1orQ¥QrO arrM)w ¥+ whilenotball hasn'ibBenable contSDue thetorestrctiortsthéseglrfshave beencoDangllP Wlth dlfferwrtch￿k￿y*Sto raisemoneyforPhondda Netbwll.....If yw've got 50me sporgctrArtgethereisMbett•rp¢*e todanate It. Th•girls*y*ktirÈle581ywtththÈ¢opMiwnity andare ab8olvtetylxntasti¢ with thechildr•n! 23 **Despite Covid restrictions, the charity continued to focus on bringing back its 5 main programmes...** **----- Start of picture text -----**
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**OUT-OF-SCHOOLS JUNIOR NETBALL CLUB PROGRAMME** Rhondda Netball has 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. 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 150+ children each week since 2019/20 in three of Rhondda’s five main communities. **----- Start of picture text -----**
3 SENIOR & YOUTH PROGRAMME
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The focus of this programme is to provide a “healthy activity-focused” social platform for women to engage in weekly, so that the charity can 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 Rhondda Netball to continue to impact girls that are too old for the Junior Netball Club Programme. This programme worked with a total of 118 women aged 16-55 during 2019/20, after starting at just 30 participants two years earlier. 24 **----- Start of picture text -----**
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4 AFTER-SCHOOLS/IN-SCHOOLS PROGRAMME
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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 participating 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. _**“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. there is far more motivation to take part in pe lessons and it’s wonderful to see!!”**_ ## _**alyson evans, head of pe, ferndale community school**_ **----- Start of picture text -----**
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5 **COMMUNITY COACH & ROLE MODEL DEVELOPMENT PROGRAMME** This programme is what makes all Rhondda Netball’s 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. More recently, many of Rhondda Netball’s young leaders have also been equipped with Mental Health Awareness Training & Mental Health Pastoral Training. 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. ## CASE STUDY - RHIANNON JEFFREY Rhiannon is one of Rhondda Netball’s Key Leaders, having made great progress on our Community Coach & Role Model Development Programme since she started serving the charity in 2016/17 whilst still a pupil at Ferndale Community School. Rhiannon currently oversees the provision, alongside Taylar, in Rhondda’s smallest area in terms of population density, Ferndale and the Upper Rhondda Fach. This part of Rhondda is very dear to Rhiannon’s heart, having been a former pupil of Darran Park Primary in Ferndale and Ferndale Community School, where Rhondda Netball’s Upper Rhondda Fach activities take place! _**“being able to make a difference in the community that i was brought up is incredible!! it’s an area of rhondda that is seen as being more deprived than most other parts of the valleys, so giving young girls from the area an opportunity to get involved in all that rhondda netball is really important to me. i have literally seen girls confidence grow and aspiration levels lifted since i first got involved, and nowhere is this more true than in the current group of 14 & 15 year-olds i work with. what a difference it would have made to my life if rhondda netball was around when i was their age!!”**_ **Key Leaders for the year: Naomi (Porth) Chelsea (Treorchy), Lauren (Tonypandy), Tay & Non (Ferndale), Jody (OM and Senior & Youth), Jess (P/T DC and Senior & Youth) Assistant Leaders for the year: Lowry, Eleri, Ashleigh, Megan, Rhiannon, Nell, Lauren, Krystal, Rhianna, Brooke, Carys, Cari, Elicia, Lucy & Caitlin** 26 Iv4 27 ## FINANCIAL REVIEW The overall income for the year under review was £101,074 which represented a significant drop from 2019/20 total of £153,873. The Covid pandemic was directly responsible for this, as the resulting lockdowns and restrictions meant the charity was unable to run its in-person programmes and activities except for a small number of activities in July/August 2021. Based on this year’s (2021/22) participation figures, the trustees estimate that the charity lost out on participation income of around £40,000. On top of this, the charity lost a further £25,000+ through the loss of events income, retail income and sponsorship. However, the significant drop in income was mirrored by a drop off in expenditure, with the charity unable to run its activities, programmes and events as a result of the Covid lockdowns and restrictions. Total expenditure was £85,176 which was down from £139,641 in 2019/20. This meant the charity had an operating surplus of £15,898. The use of the Government’s furlough scheme for employees was also a significant contributor to the reduction in expenditure based on the Government’s assessment for employees being December 2019 & January 2020. This reduced expenditure was then rebated to the charity as income each month during the year under review, with £17,612 being received in furlough payments in total during 2020/21. As well as the furlough scheme, self-employed individuals leaned on the Government’s SEISS scheme which had the effect of reducing the charity’s expenditure. Both schemes directly and indirectly saved the charity significant amounts of money during the year. The trustees feel this was appropriate given the lockdowns and restrictions were Government-enforced and resulted in a significant loss of income as previously outlined. The trustees and Senior Management Team are extremely grateful to the generous trusts and 28 foundations who supported the charity during the year under review. With grant income totalling £70,964 for the year, it’s clear that the charity would not have made it through the 2020/21 Covid challenges without this vital support. While the charity ended the year under review in a much better financial position than originally projected at the start of 2020/21, some concerns did remain for the current year (2021/22) knowing that Local Governments and schools had devolved powers to put restrictions in place as they saw fit beyond August 2021. At the start of 2021/22, it was imperative that all the charity’s income streams were reactivated by 31st October 2021 at the latest so as to coincide with the removal of the Government’s Covid Support Schemes such as furlough/flexi-furlough and SEISS. The trustees are delighted that all Rhondda Netball activities and programmes restarted w/c 20th September 2021 and, despite missing out on income from the first two weeks of this current year, all income streams were reactivated six weeks ahead of the Government-imposed end of October deadline. £160,000 which will actually represent growth from 2019/20 (£153,873). The trustees are also pleased to report that this would almost certainly be around £10,000 higher (assuming the same level of grant income) had December & January of this year not been heavily impacted by the “Omicron” scare, which saw public facilities once again closed to public hire. Overall though, the trustees are extremely pleased with the financial recovery and would once again like to put on record their thanks to the hard-working Senior Management Team and all of the trusts and foundations who supported the charity through Covid and during the current comeback year. At time of writing, the charity, having experienced a 40% growth in total participation and a 30% growth in average participation for the current year (2021/22), has fully recovered from the pandemic from a financial point of view. The trustees expect total income for the current year to fall between £155,000- **----- Start of picture text -----**
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29 ## FUNDRAISING During the accounting period the charity spent £14,935 on direct fundraising through Senior Management Team 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 £71,213 by way of grants & donations, £2,000 in sponsorship income and £5,000 from the Netball Universe Lotto. The trustees feel that this success, given how many of the charity’s income streams went offline during the year under review as a result of the Covid pandemic and the associated lockdowns and restrictions, represents a very strong return on investment. The trustees noted how a charity of Rhondda Netball’s age could have very easily found itself in a serious financial predicament with the Covid pandemic striking before the charity had even reached its fourth birthday. 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 the trustees anticipate a full recovery from Covid during 2021/22 when all income streams are expected to be back online. ## 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: 1 full-time staff member support package fell within the £15,000 - £19,999 band. 1 full-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 year under review (£17,612 was received as Covid furlough income during the year), and self-employed personnel leaned on the Government’s SEISS scheme which had the effect of reducing the charity’s expenditure. Both schemes directly and indirectly saved the charity significant amounts of money during the year. The trustees feel this was appropriate given the lockdowns and restrictions were Government-enforced and resulted in a significant loss of income. ## 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 available) 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. This target was just about achieved at the end of the year under review. ## 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. 30 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 decision-making 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). _**“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**_ ## DONATED SERVICES Up until the first Covid lockdown in March 2020, no less than 30 volunteers supported the efforts of the charity across its programmes and events. The trustees expect, though these volunteers weren’t required during the year under review, the charity’s volunteers to be ready to serve Rhondda Netball across a more normal 2021/22. 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 money 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 income-generating activities. The impact of this donated service was smaller than in previous years as a result of lockdowns and Covid restrictions on the charity’s in-person 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. The impact of this donated service was negligible during the year under review as a result of lockdowns and Covid restrictions which saw each of these schools unavailable for public hire. 31 WWW.FACEBOOK.COMIRHONDDANETBALL @RHONDDANETBALL 32 ## PLANS FOR THE FUTURE Rhondda Netball has developed a clear strategic plan up to 31 August 2027. This strategy directs current thinking and focuses first of all on recovering from Covid after negotiating heavy restrictions throughout 2020/21, followed by plans for a return to consistent manageable growth during 2022/23 and beyond. It was expected that the charity would use up at least 50% of its reserves during 2020/21 but thankfully, this did not end up being the case. The trustees anticipate all programmes and income streams coming back online at the start of 2021/22 and the charity ended the year under review in a strong place from which to make its “Comeback from Covid”. From here, the Senior Management Team intends to focus on enhancing existing partnerships, developing new partnerships, and sourcing new funding streams so that the charity can re-establish itself at least to the same place it was in before the pandemic struck during 2019/20. ## 1 ## **COVID RECOVERY** - Utilise Government Support Schemes such as flexi-furlough and SEISS up until all activities and programmes are able to restart. - Attract Covid-recovery specific support via trusts, foundations and Welsh Government for September 2021’s return to full operation. - Re-engage with the entire Rhondda Netball family in-person and begin working alongside the community of girls & women to support their physical/emotional well-being in the aftermath of Covid. - Restructure certain elements of the charity to save money wherever possible during 2021/22 and further improve efficiency in the medium/long term. - Ensure our Community Coaches & Role Models are fully equipped to be back in their communities and making a difference in-person. **----- Start of picture text -----**
2 EDUCATION
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Re-engage with our partner secondary schools across Rhondda and RCT, 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. 33 3 **TACKLING MENTAL HEALTH** In line with the increasing mental health problems among young people across the country during Covid, 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 that all of 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.** MODULE 4 **UNDERSTAND HOW ATTACHMENTS FORM AN ESSENTIAL PART OF CHILDHOOD.** IMPACTS OF SEPARATION AND LOSS ON ATTACHMENT **GAIN AWARENESS OF FACTORS THAT AFFECT A CHILD’S DEVELOPMENT.** MODULE 5 FACTORS THAT INFLUENCE DEVELOPMENT **BECOME ABLE TO DEAL WITH SEVERE MENTAL HEALTH PROBLEMS IN THE YOUNG.** MODULE 6 MENTAL HEALTH PROBLEMS IN YOUNG & ADULTS **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 34 4 **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. - Further develop the culture of inclusivity across our programmes and the provision of more opportunities for leaders, participants and volunteers. ## **FEMALE ENGAGEMENT** 5 - 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. ## **LONG-TERM SUSTAINABILITY** 6 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. 35 ## RISK ASSESSMENT The trustees are aware of factors both within and outside the charity’s control that are relevant 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 since its inception and we are very aware that Covid has presented a risk to not only our charity, but many other charities and businesses across the UK. However, we began the year under review in a strong position to navigate through what we already anticipated would be a more challenging year. Continued Government support in the event of further Government-enforced restrictions would be key to the charity’s survival, but the risk of the Government enforcing restrictions without accompanying financial support is a real one, even though from the trustees perspective, it is unlikely. 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 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 see further growth 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 and empowering the next generation with tangible 36 _**“you all give 100% to everything for our girls!! the rhondda is so rich to have you as role models! thank you for everything; what an amazing family to be a part of!” michelle hutching, bella’s mum, treorchy netball club**_ 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 self-employed 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 and their families. 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 over-competitiveness 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 health and wellbeing benefits. Maintaining this balance has been something we’ve been extremely good at, but in the future there will have to be further strategies and partnerships implemented which separate those who are there for the whole person benefits, from those wishing to take it more seriously, especially when it comes to our Senior & Youth Programme. **Child Protection & Safeguarding:** Rhondda Netball takes child protection and 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. 37 WWW.RHONDDANETBALLICOM HONDD" NETBALL 4 , 38 ## STATEMENT OF TRUSTEES 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:** **I D Coles – Chair of Trustees Approved by the Board on 29 June 2022** 39 ## 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 2021. ## **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 24 March 2022 40 ## STATEMENT OF FINANCIAL ACTIVITIES FOR THE YE ~~AR ENDING 31 A~~ UGUST 2021 |Unrestricted
fund
Notes
£
**Incoming resources from**
Charitable income
95,434
**Resources expended on**
Charitable expenditure
2
82,711
**NET INCOME**
12,723
**Reconciliation of funds**
**Total funds brought forward**
24,538
**Total funds carried forward**
37,261|Restricted
fund
£
5,640
2,465
3,175
(7,470)
(4,295)|31.8.21
Total
funds
£
101,074
85,176
15,898
17,068
32,966|31.8.20
Total
funds
£
153,873
139,641
14,232
2,836
17,068| |---|---|---|---| **----- Start of picture text -----**
“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
41
**----- End of picture text -----**
- BALANCE SHEET 31 AUGUST 2021 ||||||31.8.21|31.8.20| |---|---|---|---|---|---|---| |||Unrestricted|Restricted||Total|Total| |||fund|fund||funds|funds| ||Notes|£|£||£|£| |**Fixed assets**||||||| |Tangible assets|7|526||-|526|702| |**Current assets**||||||| |Cash at bank||48,338|3,205||51,543|69,124| |**Creditors**||||||| |Amounts falling due within one year|8|(19,103)||-|(19,103)|(52,758)| |**Net current assets/(liabilities)**||29,235|3,205||32,440|16,366| |**Total assets less current liabilities**||29,761|3,205||32,966|17,068| |**NET ASSETS**||29,761|3,205||32,966|17,068| |**Funds**|10|||||| |Unrestricted funds|||||37,261|24,538| |Restricted funds|||||(4,295)|(7,470)| |**Total funds**|||||32,966|17,068| The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 August 2021. The members have not required the company to obtain an audit of its financial statements for the year ended 31 August 2021 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 29 June 2022 and were signed on its behalf by: I D Coles – Chair of Trustees 42 ## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDING 31 AUGUST 2021 ## **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. 43 ## **2. Charitable expenditure** ## **Costs of generating voluntary income** |Management
Direct Fundraising Costs
Facilities, Community Coach & Role Model Development Programme
Office Rent, Utilities, Phone, Broadband, Insurance & Maintenance
Marketing, Design, Print, Postage & Stationery
Events
Kit, Merchandise & Activity Equipment
Computer Equipment, Software & Website
Sundries
Accountancy, Financial & Business Support
**Net income/(expenditure)**
Net income/(expenditure) is stated after charging/(crediting):
Depreciation - owned assets
Other operating leases - rent|31.8.21
£
13,550
14,935
35,685
8,160
3,531
1,023
-
1,458
146
6,688
85,176
31.8.21
£
176
-|31.8.20
£
25,400
16,741
43,959
12,861
9,657
13,224
5,769
2,320
158
9,552
139,641
31.8.20
£
234
10,500| |---|---|---| ## **3. Net income/(expenditure)** Net income/(expenditure) is stated after charging/(crediting): ## **4. Trustees' remuneration and benefits** There were no trustees' remuneration or other benefits for the year ended 31 August 2021 nor for the year ended 31 August 2020. ## **Trustees' expenses** There were no trustees' expenses paid for the year ended 31 August 2021 nor for the year ended 31 August 2020. ## **5. Staff costs** The net movement in funds is stated after charging £28,485 (2020 - £41,500) 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
151,874
**Resources expended on**
Charitable expenditure
129,548
**NET INCOME/(EXPENDITURE)**
22,326|Restricted
fund
£
1,999
10,093
(8,094)|Total
funds
£
153,873
139,641| |---|---|---| |||14,232| 44 |
**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**|2,212|||624|2,836| ||**Total funds carried forward**|24,538|(7,470)|||17,068| |**7.**|**Tangible fixed assets**|||||| |||||||Computer| |||||||equipment| |||||||£| ||**Cost**|||||| ||At 1 September 2020 and 31 August 2021|||||1,249| ||**Depreciation**|||||| ||At 1 September 2020|||||547| ||Charge for year|||||176| ||At 31 August 2021|||||723| ||**Net book value**|||||| ||At 31 August 2021|||||526| ||At 31 August 2020|||||702| |**8.**|**Creditors: amounts falling due within one year**|||||| ||||31.8.21|||31.8.20| ||||£|||£| ||Other loans (see note 9)||18,000|||-| ||Accrued expenses||1,103|||1,079| ||Deferred income||||-|51,679| ||||19,103|||52,758| |**9.**|**Loans**|||||| ||An analysis of the maturity of loans is given below:|||||| ||||31.8.21|||31.8.20| ||||£|||£| ||Amounts falling due within one year on demand:|||||| ||Covid Bounce Back Loan repayable over a period of|10 years|18,000|||-| ||||18,000|||-| |||45||||| **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**
**Comparatives for movement in funds**
**Unrestricted funds**
General fund
**Restricted funds**
Restricted Fund
**TOTAL FUNDS**|At 1.9.20
£
24,538
(7,470)
17,068
Incoming
resources
£
95,434
5,640
101,074
At 1.9.19
£
2,212
624
2,836|Net
movement
At
in funds
31.8.21
£
£
12,723
37,261
3,175
(4,295)
15,898
32,966
Resources
Movement
expended
in funds
£
£
(82,711)
12,723
(2,465)
3,175
(85,176)
15,898
Net
movement
At
in funds
31.8.20
£
£
22,326
24,538
(8,094)
(7,470)
14,232
17,068| |---|---|---| 46 Comparative net movement in funds, included in the above are as follows: |**Unrestricted funds**
General fund
**Restricted funds**
Restricted Fund
**TOTAL FUNDS**|Incoming
resources
£
151,874
1,999
153,873|Resources
Movement
expended
in funds
£
£
(129,548)
22,326
(10,093)
(8,094)
(139,641)
14,232| |---|---|---| A current year 12 months and prior year 12 months combined position is as follows: |||Net|| |---|---|---|---| |||movement|At| ||At 1.9.19|in funds|31.8.21| ||£|£|£| |**Unrestricted funds**|||| |General fund|2,212|35,049|37,261| |**Restricted funds**|||| |Restricted Fund|624|(4,919)|(4,295)| |**TOTAL FUNDS**|2,836|30,130|32,966| 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
£
247,308
7,639
254,947|Resources
Movement
expended
in funds
£
£
(212,259)
35,049
(12,558)
(4,919)
(224,817)
30,130| |---|---|---| ## **11. Related party disclosures** Outlined in the trustees report with Donated Services, pages 30 & 31. 47 ## INCOME BREAKDOWN AND OVERVIEW FOR THE YEAR ENDING 31 AUGUST 2021 _With the year under review taking place under constant Covid lockdowns and restrictions, the trustees have prepared a more detailed Financial Review on pages 28 & 29._ 48 EXPENDITURE BREAKDOWN AND OVERVIEW FOR THE YEAR ENDING 31 AUGUST 2021 _With the year under review taking place under constant Covid lockdowns and restrictions, the trustees have prepared a more detailed Financial Review on pages 28 & 29._ 49 ¥T •* RHP,NDDA. WWW.RHONDDANETBALL.COM