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2022-08-31-accounts

THE RHONDDA NETBALL FOUNDATION 1170778 RHONDDA NETBALL TRUSTEES REPORT ANDFIN IAL STATEMENTS

MORETHAN

kes FOR THE YEAR ENDING 31 AUGUST 2022

TRUSTEES REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDING 31 AUGUST 2022

Page No. Contents

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LEGAL AND ADMINISTRATIVE INFORMATION

Charity Name THE RHONDDA NETBALL FOUNDATION

Official Charity Working Name RHONDDA NETBALL

UK Charity Registration Number 117078

Charity Structure CHARITABLE INCORPORATED ORGANISATION (CIO)

Trustees for the Year Ending 31 August 2022 MR IAN COLES MRS NICOLA LANCASTER MRS LEE PITT MR IAN SMITH MRS JULIE SNOOKS MR LUKE DAVIES

Registered Office

DURING THE YEAR UNDER REVIEW...

FROM 1ST SEPTEMBER 2022...

CENTRAL OFFICES, TOP ROAD, 236 TYNTYLA ROAD, THE OLD GELLI INDUSTRIAL ESTATE, GELLI, YSTRAD LABOUR CLUB, YSTRAD, RHONDDA CYNON TAF, CF41 7UW RHONDDA CYNON TAF, CF41 7SG

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

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LEADERSHIP AND MANAGEMENT

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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.

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IAN COLES
chair of Trustees & Treasurer
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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.

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JULIE SNOOKS
Trustee
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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.

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IAN SMITH
Trustee
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IAN has over 10 years experience working in schools throughout Rhondda and is without doubt, the best secondary school development officer in Rhondda Cynon Taf 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

CHARLOTTE SLYE

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.

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LEE PITT
Trustee
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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.

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NICOLA LANCASTER
Trustee
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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, having been Head of PE at Rhondda’s Ysgol Nantgwyn until 2021.

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LUKE DAVIES
Trustee
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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.

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INTRODUCING RHONDDA NETBALL

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www.rhonddanetball.com for a small glimpse of this!
Gerald Leeke OBE, Chairman, Leekes Retail
"Rhondda Netball is an exciting
all-community cause that we
are thrilled to support!”
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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 900 girls & women taking part in its out-of-school programmes every single week since returning from the Covid shutdown affecting the UK throughout 2020/21. Despite the huge challenges over the previous 18 months as a result of lockdowns and restrictions, the charity’s “Comeback from Covid” throughout this year under review saw over 700 (pre-Covid) turn into 900+ in the blink of an eye.

The charity successfully created an effective infrastructure that now empowers 26+ 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.

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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!”
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“my daughter used to be very shy, but her confidence has really improved, and i have seen the most incredible change in her self-esteem since she joined rhondda netball!” parent of an under 11’s participant

REPORT OF THE TRUSTEES FOR THE YEAR ENDING 31 AUGUST 2022

The Trustees present their annual report and the financial statements for the year ending 31 August 2022...

OVERVIEW OF THE YEAR UNDER REVIEW

It’s hard to believe, but the year under review ended up being the most successful year in the charity’s history, both from an operational and financial perspective. Though the trustees were confident of Rhondda Netball making a strong comeback from the removal of Covid restrictions by the Welsh Government in August 2021, this level of success was something of a surprise.

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YEAR UNDER
REVIEW
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As you’ll see from the average participation graph, left , as well as the “Achievements and Performance” section of this report, despite the trustees and Senior Management Team benchmarking a 20% drop-off in participation as being “successful” 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, during the year under review, Rhondda Netball’s average weekly participation grew by over 30%, whilst total participation grew by over 40%.

On the back of the pandemic, the trustees consider these statistics 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 successfully restarting and sustaining all programmes and activities through 2021/22 so successfully.

Much gratitude is also owed to the various trusts & foundations who stood resolutely at the charity’s side during the pandemic when so many of the charity’s income streams were essentially switched off, as well as those who supported the charity’s successful comeback during the year under review. Without this support, the charity simply would simply not have been able to give opportunities to over 900 girls and women each week throughout 2021/22.

Rhondda Netball’s awesome Community Coaches & Role Models ensured 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 throughout the year under review.

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“bella loves rhondda netball! you have taught her how to play a sport, given her confidence in herself, and built her self-esteem by being part of a team of wonderful girls. she’s made many new friends and has something to look forward to each week! thank you!” claire jenkins, mum of bella, tonypandy provision

The trustees were thrilled that statistical data from September 2016 - August 2022 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, 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.

The year under review also saw the successful return of Rhondda Netball events including league days, tournaments & competitions, and presentation evenings. These events were the biggest female-focused events in the Valleys during 2021/22 and they play a huge part in changing the culture and importance of female opportunities in health & fitness focused activities and sport.

The charity also made great strides in personnel sustainability through the Community Coach & Role Model Development Programme after the pandemic gave us a year of increased turnover. After fundraising, developing people has been the next biggest challenge for the charity and this programme encouraged several new teenagers to become “part of the team” during the year under review.

From a financial perspective, the charity continued to make good progress, garnering more support in the form of grant funding, participant contributions, retail income and donations during the year. More information on this is available in the financial review on page 19.

Our dedication to fighting for girls & women and developing opportunities for them has also created a real sense of camaraderie and team. We expect this community support to grow in the future and eventually open doors to further equality for females. Our tagline is “More Than Sport” and the trustees are delighted with the way that the Senior Management Team and the coaches have used netball/sport to impact a community in such a huge way.

However, despite the enormous success of the year under review, the trustees are very aware of the current economic issues facing the UK and much of the world. The cost of living increases - as well as the inflation situation - could very easily undermine the charity’s efforts to become more sustainable. The Senior Management Team will continue to work hard to maximise efficiencies right across the board whilst at the same time, bringing forward some aspects of the charity’s 5-year plan covering 2022-2027.

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-4 Each person holds so much power wtthln themselves that needs to be let out. Sometln*s they just need a Ilttle nudge. • little direction. a little ￿pp￿t, a little coachingt and the greatest things Can happen.....the glrls at Rhondda Netball brfng out the greate￿ in each and every child. Taylar Moore was who it all stsrted with and the reason Ruby has the passion and enjoyment $h• does in netb#ll today. ¥41t' true wlwt they say it is'more than sport". Thank you all for a great nlght -eekeS TREORI FERN .+ Tll4ll You're home 10

“her confidence since stepping back into netball that day has been amazing! honestly you girls were incredible with her and getting her to feel herself again!”

eden’s mum, rascals provision

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.

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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

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...

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||||| |---|---|---|---| |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|8|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!!|

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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 during the year under review, 6 Rhondda sports facilities were 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

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“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 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 activity ceases due to the physical risks to females beyond this age.

CASE STUDY - LIBBY THOMAS

Libby started her Rhondda Netball journey in September 2016 when the charity was first established as a “small in stature, but big in heart” 9-year old! Libby always showed raw netball talent as a player, but what has stood out more throughout the years is her passion to get involved in everything Rhondda Netball had to offer. In September 2021, Libby was the first to say “I want to help in any way I can!”. This attitude and her growing care for the younger girls in the Ferndale region made her a perfect addition to the Community Coach & Role Model Development Programme, and we are excited to see her develop over the upcoming years!

“i love being able to support the younger age groups at ferndale netball club and give them the same opportunities rhondda netball gave to me!”

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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 the Covid pandemic only made this worse. Pre-pandemic, each year in Wales there were 5,500 emergency admissions to hospitals as a result of self-harm, while 300-350 people died from

suicide - three times the number killed in road accidents! 1 in 4 people had 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 felt 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).

Whilst the UK and much of the world still awaits accurate post-pandemic data on many of the above fronts, almost all of the post-pandemic studies and research completed so far, indicate that everything associated with Mental Health & Emotional Well-being has worsened due to the pandemic and its far-reaching consequences.

With these facts in mind, Rhondda Netball recognises the need to play an active role in addressing these issues and where possible, mitigate them by encouraging participants to be socially included, physically active, motivated and engaged. There are countless 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.

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.

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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.

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 are always 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 900 girls and women being more physically active through our out-of-school programmes alone during the year under review, 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 - NATALIE BRYANT

Natalie, right , is one of Rhondda Netball’s “Super Mums” who champions the charity’s work through Rhondda! Natalie has also been a participant in Rhondda Netball’s Senior & Youth Programme since 2018/19, and the impact that Rhondda Netball has had on her life and her daughter over the past few years has been so encouraging to see...

“my daughter has been part of the rhondda netball family for over 4 years now, and she absolutely loves it. i just wish that rhondda netball was around when I was younger so that my generation had these kind of opportunities. when the charity launched its senior & youth programme i couldn’t wait to join, and i haven’t looked back since! it’s brought me and my daughter so much closer as we both now play and have this common interest that has become a big part of our lives. i’ve made friendships that i will cherish for life and i’m so grateful for all that rhondda netball has done to give so many opportunities to females through sport. i also have to mention the coaches because they are the most amazing role models for the next generation of girls & women and i love the fact my daughter has these strong female role models in her life!”

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IMPROVING PHYSICAL WELLNESS AND ENCOURAGING PARTICIPANTS TO LIVE ACTIVE & HEALTHY LIVES

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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 had a welldocumented problem in getting females to engage in physical activity even before the Covid pandemic. In a survey of children and young people carried out by Sport England, 20% of boys aged 5-16 were active every day, compared to just 14% of girls (Active Lives Children and Young People

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“we are now spending more on obesity
related conditions in this country than we
are on the police or the fire service”
simon stevens,
former chief executive,
nhs england
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Survey, Sport England, 2018), and we know that this divide worsened in girls aged 15+. We know studies currently being undertaken will show that the pandemic will have had a further detrimental affect on female (and male) participation in sport. But young girls face barriers including low selfesteem and poor self-image that won’t be as detrimental to male participation in sport, with social media now playing a huge part in society. Our committed every-day approach takes an active role in sending the “right” messages to today’s generation of females. We’re showing girls and women that being active and committing to weekly physical activity is important.

Obesity in Wales also remains 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 recent 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 69,000 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.

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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:

939 girls & women on average involved in our out-of-school activities and programmes every week.

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.

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.

The growth of the Senior & Youth programme that allowed more age 16+ participants to engage in Rhondda Netball than we were able to facilitate pre-Covid.

A small sample of the incredible feedback we have had from the local community evidencing the benefit of Rhondda Netball, can be viewed on the next two pages...

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myL¢ WE ARE BACKII!! 444 Thank loved it did if i appreci JU5twoniedlo Biveyou a m2Ssa9è.1 LUW absolthe￿ loved neiball. ghE Bsn't stoppedtalkln9aboUt Itanl is sOexeRedtoCQ￿ ar￿￿?¥3944n. @￿￿d￿aneib￿lI￿Sta1g Nlthe 9idsvre absoithe1y brilliant lththe k￿5. can'iwaltto como back ¥wC@kXX Double-ta kell •rnseniornnd uth thddtin¢tbrtl I l Kristy potts My daughier love her first session with u guy, u are amazing with the children, very welcoming 2, big .. from us, we ¢ u next week x Never been so excited for anything can't wait to get back with my Netball FamilyV*¥ Kyl R Thomas You are all fantastic role models for our girlsl Fully behind you all xx l just wanted to message about my daughter who goes too . She has mild Cerebal palsy which affects her balance and i know it affecls her IcKJtwork. She loves netball and coming to porth with her friends . She d￿5 sometimes say I think l am the worse there which breaks my heart but l encourage and thank all of you girls who take it. Her physio is amazed she plays. We practise in the st￿et. Ariy encouragement you can give her is welcomed. And again thank you to all of you fabulous young ladies. Xxxxxx Health & W•llbein8 7CS Thank you @Rl?onddciNètbr111 for a I fantastic first session With Year 4 this I morning, we can't wait for the next onel Thank you so much celyn is loving every second xxxv 18

She is very excited about playing- to be honest being back at netball has made such a difference to her welleing, being able to join in. She's sore after bui its worth it for her. I'm happy for her to play but we have said to her that if it feels too much to stop? She's getting so much better with her leg- she's been so down atKJut it all it was worrying but she's even cracking on wilh her physio now as well ou so much for tonight I i couldn't have played how wasn't for you girls, I te you all loads I V Xxx lov Natlycurti Ju5tnrAy-11 eprelgnting knndda Netbal sinco20Y7 • x Leanne Addi8 IS Th.& feeling A 5 fftile run. followedty a session of Rhondda Netball, theday after a 70Krace MaynothavÈ been Ihe best idea l Butit was amazing to be batkplayiftg nÈib8114ftÈr a Ioog 78 fftonihs and my fitttess has Improved immèasurebly Tr &¢• OO¥. J juke LauT8 Dutton 3n.si LQ.'5 aDd herteam winning the ¢upat yesterday's nelbau tournament 1 .1 Last liTn￿ pl8ying ltr thè U155 Treorchy team so wanted to éxtend a masstve thank YOU to RhondJ3 tb?11 and ¥ll the T¢eorchy coaches lor allyou dofor the area lor wrls In 5POrth Chelsea yoursuppDrt & en¢ourageTnÈnl will lorever be a shiDirva light to usl LOIS ba5 loved io ¢06¢h the younger age groups tlus yeai and ￿Ing involved with umpirivg gam too TOrnMDY RhoDdd• Netball NETBRLI CLUB TREOIThY,I What an arnazing day •t Uryjer 15, Rlskmorwtor Cup See more Clair 0ovie$ (M thank you and well ¢fone f￿all you do all fantastic (ke it sheas COTrltrWtof her 5df so mwh $(kcan'i wail foT thfrnfrxt ¢L4ss lol x suc PDsitr bacLII I wil most cèrtalnly L tho leaders dobvn in Pèrt FAITH ENJOYING HER NETBALL PRESENTATIDN AND LDVES HER LITTLE AWAROI SENIOR TASTER SESSION 2022 THANKSTOAiLIHECllACHES YOU'RE AMAZINGWITH THESE Reb¢c¢aFOX Florence absolutely loved tonight, I'm $0 glad we came É¥ 1Sm Lik¢ peply Messag• SOMETIMESYOU JUST GOT TOGOFOR Th.. ANDI BLOODY LOVED IT A big thank you to you too! Lucie is absolutely loving tt! She's talked aboui loining for years but was nevar confidènt ènough x RbODdts Ndball ftebÈcca Fox We're glad Fifftnce loved it Rebeecall 19

ACHIEVEMENTS AND PERFORMANCE

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At the end of 2017, Rhondda Netball became Wales’ largest female sports participation initiative, and during the year under review, despite the first few months taking place under the cloud of a media clamour for the return of Covid restrictions, participation in our in-person activities and programmes jumped considerably compared to 2019/20 (measured to the end of March 2020, the first Covid lockdown). The Senior Management Team and the charity’s Community Coaches & Role Models placed huge emphasis on regaining Rhondda Netball’s platform in the community coming out of Covid, recognising that without a great start to the year under review, the financial and operational future of the charity would have been in jeopardy. The trustees are delighted to report that the whole Rhondda Netball team did an incredible job, and with an average of 939 girls and women taking part in Rhondda Netball’s activities and programmes throughout 2021/22, the charity had quite the comeback from Covid.

Our model for sustaining and growing participation has consistently proven to be successful and up until the first Covid lockdown, 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...

1 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 £160,405 against expenditure of £156,037 for the year under review, the charity made a great comeback from Covid to register its most successful year financially as well as operationally. This was somewhat of a relief to the trustees and they would like to place on record their thanks to the Senior Management Team, the charity’s Community Coaches & Role Models, all of the amazing girls and women who took part each week, and of course, the generous supporters and grant makers that made 2021/22 such a resounding success. More detailed information on this front is available in the Financial Review on pages 26 & 27.

2 ALL IN-PERSON ACTIVITIES & (MOST) EVENTS RESTARTED

During the year under review, the charity successfully restarted all of its in-person activities and programmes, reintroducing us back into the community to reach and impact more girls and women than ever before! The charity was able to support over 900 participants per week on average outof-schools, reaching a total of over 1,400. Rhondda Netball was also able to re-establish most of its annual Events, with the highlight on this front being our 4 x end of year Presentation Evenings ( see images right ) which hosted over 1,200 participants and family members.

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R￿anj0￿S i5viith SeanJ¢￿5. ?h porth rnètba￿ MDSI pwer Anda biillKryThtparEntsevgning today, domg your be￿ ag wftre so PioL&d of you1 @segrtyi87 thank you Rhonddd Nelb311 @wrthn@tb311 fora sea%On ygu do an am8giw lob 4• XX @porth￿￿4￿ClUb9fhLX1dan&thINIhV*g0￿& Valuab￿￿4￿r￿￿tTr1g￿. Woewidn'tbE 4( Jts J￿dÈ0￿¥￿51tht40 Dlhors ,Jo // , (#MO AN 21

Whilst the charity ran 5 main programmes… ...

1 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 160+ children each week in three of Rhondda’s five main communities.

3 SENIOR & YOUTH PROGRAMME

The focus of this programme is to provide a “healthy activity-focused” sport and social platform for women to engage in weekly, so that the charity can tackle loneliness and social isolation issues whilst supporting ongoing fitness and exercise opportunities for women who have become less active as they’ve 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 150 women aged 16-55 during the year under review.

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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

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5 COMMUNITY COACH & ROLE MODEL DEVELOPMENT PROGRAMME

This programme is what makes all of 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 - NAOMI JAMES

Naomi is one of Rhondda Netball’s Key Leaders, and she’s played a crucial part in the Rhondda Netball success story since its beginning point at the end of 2016. Under her watch, the charity’s provision in the Porth community has grown and grown, and during 2021/22, participation in the 8-15 age bracket was over 150 each week.

During the year under review, Naomi also took on a key role within Rhondda Netball’s Senior & Youth Programme for females aged 16+. And, as always, she’s excelled as the programme had a great comeback from Covid following a 2020/21 year that was essentially a write-off when it came to in-person activities until summer 2021.

“rhondda netball has been a huge part of my life since 2016, and as much as i have given to it, the vision has given so much to me. the confidence and skills that i have been able to acquire and develop by being a part of the community coach & role model development programme has been immense, and i know that without rhondda netball i wouldn’t be the person that i am today! i’m so glad that i’ve been able to impact so many girls and women through my leadership role, but what they don’t realise sometimes is the positive effect that they have on me. the challenge for us moving forward now is to develop more female leaders who want to give back to their community, because giving opportunities at the large scale level we do requires a lot of big-hearted and capable coaches and role models.”

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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: Krystal, Carys, Rhiannon, Eleri, Ashleigh, Elicia, Lucy, Ebony, Libby, Hari, Millie., Ava, Lauren, Brooke, Lowri, Emmie, Paris, Bella & Tia

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FINANCIAL REVIEW

The trustees are delighted to report that overall income for the year under review was £160,405 which represented a huge “bounce back” from the charity’s previous period (2020/21) which was heavily affected by Covid with in-person activities under heavy restrictions until summer 2021. Total expenditure for the period was £156,037 which resulted in a surplus of £4,368.

There is no doubt that had “normality” not resumed at the start of the year under review following the removal of Covid restrictions in Wales in August 2021, the charity would have been in an extremely precarious position from a financial point of view. However, even with the removal of restrictions before the restart of in-person activities in September 2021, there was still some uncertainty surrounding the level of Rhondda Netball’s comeback. As a result, the Senior Management Team made conservative projections for the year under review and drafted up a plan to ensure the charity could restore all programmes and activities. On top of requiring the charity’s Community Coaches & Role Models to effectively sell and market this comeback, generous grant funding was also required and the trustees are thrilled that this was forthcoming. Each of the trustees would like to place on record their thanks to every single financial supporter of the charity during the pandemic and throughout the comeback year under review.

The trustees are delighted to report that during the year under review, the charity received £75,799 in grants, £16,026 in sponsorship, fundraising events & community events income, £6,200 from the charity’s Netball Universe Retail Partnership, £4,000 from the Netball Universe Lotto, and £3,858 from donations. This income played a crucial part in the success of the year under review, and the Senior Management Team are thrilled income across these categories reached these levels after the challenges of 2021/22.

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Income from participant contributions across our various programmes was the most pleasing aspect of the year under review from a financial perspective as it demonstrates a healthy dynamic whereby girls, women and parents value the provision and opportunities enough to be part of the sustainability process. At £49,161 in total for the year, this was the most the charity has ever received in a financial year. However, it must be noted that much of this was down to the fact that lots of Rhondda Netball activities ran overcapacity for the year under review.

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.

under review would have been slightly higher had December 2021 & January 2021 not been so affected by the “Omicron” Covid strain which saw restrictions in Wales reimplemented for a short time.

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. However, the trustees recognise that both income and expenditure for the year

The focus moving forward will be on growing programme-specific grant income in conjunction with the largest focus being on growing income that is more within our control such as participation contributions. The trustees hope that such plans won’t be undermined by inflation.

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FUNDRAISING

During the year under review, the charity spent £18,993 on direct fundraising through management personnel support and efforts relating to growing income from the Netball Universe Lotto and our retail partnership with Netball Universe. On the back of these efforts, the charity received £75,799 in grants, £16,026 in sponsorship, fundraising events & community events income, £6,200 from the charity’s Netball Universe Retail Partnership, £4,000 from the Netball Universe Lotto, and £3,858 from donations. These efforts, in conjunction with the work done by the Senior Management Team and the charity’s Key Community Coaches & Role Models to generate further income - mainly participant and programme related - represents a very strong return on investment during the year under review. The fact this was all achieved during 2021/22 following the Welsh Government’s removal of all Covid restrictions on 8th August 2021, is all the more remarkable given the charity’s financial and operational existence was very much on the line had Covid restrictions continued into 2021/22.

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 are hopeful that the next financial period will see continued success.

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:

The Operations Manager support package fell within the £20,000 - £24,999 band.

1 full-time staff member support package fell within the £15,000 - £19,999 band.

1 part-time staff member support package fell within the £10,000 - £14,999 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.

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 on 31 August 2022.

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“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, rascals provision

RELATED PARTIES

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.

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 during the year under review.

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, Treorchy Comprehensive School, Porth County Community School & Ysgol Gyfun Cwm 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 this year under review, no less than 25 volunteers supported the efforts of the charity across its programmes and events.

During the period, True Vine Media Limited, 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.

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.

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RHONDDA NET.BALL Honeslty It's so nice to see her in netball she loves it , she's made so many new friends aswel , I hope she keeps growing and developing with you all she's come on so much . I honestly dnt know how u all do it wen there's so many kids there u make it so rnuch fun she loves being there being part of team can't thank you all enough u give them so muchWL You give 1100/0 to EVERYTHING for our girlsl!!! The Rhondda is sooo blessed and rich for having you as role models! 18:32 ORETHANL 30

PLANS FOR THE FUTURE

Rhondda Netball has developed a clear strategic plan up to 31 August 2027. This strategy directs current thinking, and the plan for 2022/23 is to ensure the charity maintains operational and financial sustainability following the considerable growth in participation levels throughout 2021/22. The trustees are delighted that all programmes and income streams came back online during the year under review and the charity ended 2021/22 in a strong place on every front. For the next period and beyond, the trustees are fully focused on the following:

1 REMAIN STABLE DURING A PERIOD OF INSTABILITY IN THE UK

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TONYREFAIL COMMUNITY

Rhondda Netball currently serves four of the five main communities in Rhondda, with no opportunities for Tonyrefail girls and women unless they travel to existing provision in the other communities. During 2022/23 and in partnership with Tonyrefail Community School, the charity will pilot provision for participants aged 9-13. If successful, the Senior Management Team will then attempt to secure support to establish these extra activities into the charity’s ongoing provision from a financial and Community Coach & Role Model Development Programme point of view.

3

EDUCATION

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4

TACKLING MENTAL HEALTH

In line with the increasing mental health problems among young people across the country during Covid, the charity - with the help of some fantastic grant funders - has become far 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 fully 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 in their first three years serving the charity. This will help them 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

CHILD AND ADOLESCENT MENTAL HEALTH TRAINING THIS TRAINING ALLOWS OUR COMMUNITY COACHES & ROLE MODELS TO...

MODULE 3

KNOW THE IMPORTANCE OF CHILD PSYCHOLOGY IN MENTAL HEALTH PRACTICES.

UNDERSTAND HOW ATTACHMENTS FORM AN ESSENTIAL PART OF CHILDHOOD.

GAIN AWARENESS OF FACTORS THAT AFFECT A CHILD’S DEVELOPMENT.

BECOME ABLE TO DEAL WITH SEVERE MENTAL HEALTH PROBLEMS IN THE YOUNG.

FULLY UNDERSTAND NEUROLOGICAL CONDITIONS LIKE ADHD AND AUTISM.

LEARN HOW TO TREAT YOUTHS THAT SELF-HARM OR EXHIBIT DEPRESSION.

ACQUIRE AN ALL-INCLUSIVE KNOWLEDGE OF MENTAL HEALTH TREATMENT IN THE UK.

ATTAIN A DETAILED UNDERSTANDING OF UK LAWS AND LEGISLATION FOR MENTAL HEALTHCARE.

ATTACHMENT AND RELATIONSHIP BUILDING IN CHILDHOOD

MODULE 4

IMPACTS OF SEPARATION AND LOSS ON ATTACHMENT

MODULE 5

FACTORS THAT INFLUENCE DEVELOPMENT

MODULE 6

MENTAL HEALTH PROBLEMS IN YOUNG & ADULTS

MODULE 7

OTHER MENTAL HEALTH PROBLEMS IN YOUNG & ADULTS

MODULE 8

AUTISM, ADHD, AND DYSLEXIA IN YOUNG & ADULTS

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

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5 COMMUNITY ENGAGEMENT

6

FEMALE ENGAGEMENT

7 LONG-TERM SUSTAINABILITY

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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:

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 changes to the economic climate. However, the trustees recognise that this is more challenging than ever given the problems caused by Covid and the Government’s response to the pandemic, the Ukraine war and its impact on utilities, and of course, with interest rates higher than they’ve been for over 12 years and inflation higher than it’s been in over 40 years.

The charity is also 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, the challenges associated with such large numbers each week essentially shorten the length of time our Key Leaders can continue to perform their roles as cycling so many girls on single-court venues often requires up to 8 hour schedules on weekend activities on top of our mid-week programmes. 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 and the Senior Management Team and Key Community Coaches & Role Models continue to lobby Rhondda Cynon Taf CBC to be more strategic in its approach to capital investment for female sporting provision, rather than simply continuing to invest millions in 4G’s used almost exclusively for boys and men, and saying females can use them as well if they want.

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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, especially in light of the above facilities challenge and the extra burden this places on our female leaders. 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 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 since 2016, 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 (when old enough) 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.

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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:

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 16 January 2023

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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 2022.

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

26 October 2022

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STATEMENT OF FINANCIAL ACTIVITIES FOR THE YE ~~AR ENDING 31 A~~ UGUST 2022

Unrestricted
fund
Notes
£
Incoming resources from
Charitable income
145,465
Resources expended on
Charitable expenditure
2
140,406
NET INCOME/(EXPENDITURE)
5,059
Reconciliation of funds
Total funds brought forward
37,261
Total funds carried forward
42,320		 Restricted
fund
£
14,940
15,631
(691)
(4,295)
(4,986)		 31.8.22

Total
funds
£
160,405
156,037
4,368
32,966
37,334		 31.8.21
Total
funds
£
101,074
85,176
15,898
17,068
32,966

“lucy has benefited so much from rhondda netball! physically, socially and in her confidence. she loves netball and her rhondda netball family!! thank you for all you do, you’re all just absolutely amazing!” Abby, Lucy’s mum, treorchy provision

39

BALANCE SHEET - 31 AUGUST 2022

31.8.22 31.8.21
Unrestricted Restricted Total Total
fund fund funds funds
Notes £ £ £ £
Fixed assets
Tangible assets 7 395 - 395 526
Current assets
Cash at bank 57,391 2,514 59,905 51,543
Creditors
Amounts falling due within one year 8 (22,966) - (22,966) (19,103)
Net current assets/(liabilities) 34,425 2,514 36,939 32,440
Total assets less current liabilities 34,820 2,514 37,334 32,966
NET ASSETS 34,820 2,514 37,334 32,966
Funds 10
Unrestricted funds 42,320 37,261
Restricted funds (4,986) (4,295)
Total funds 37,334 32,966

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 August 2022.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 August 2022 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for

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 16 January 2023 and were signed on its behalf by:

I D Coles - Chair of Trustees

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDING 31 AUGUST 2022

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.

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2. Charitable expenditure

Costs of generating voluntary income

Direct Costs for Age 4-7, Age 8-15, Age 16+ and After-Schools Provision
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		 31.8.22
31.8.21
£
£
32,368
13,550
18,993
14,935
60,452
35,685
15,617
8,160
6,447
3,531
10,263
1,023
4,641
-
2,426
1,458
91
146
4,739
6,688
156,037
85,176

3. Net income/(expenditure)

Net income/(expenditure) is stated after charging/(crediting):

31.8.22 31.8.21
£ £
Depreciation - owned assets 131 176

4. Trustees' remuneration and benefits

There were no trustees' remuneration or other benefits for the year ended 31 August 2022 nor for the year ended 31 August 2021.

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 August 2022 nor for the year ended 31 August 2021.

5. Staff costs

The net movement in funds is stated after charging £51,361 (2021 - £28,485) in respect of key management, fundraising and other part time personnel.

6. Comparatives for the statement of financial activities

Unrestricted Restricted Total
fund fund funds
£ £ £
Incoming resources from
Charitable income 95,434 5,640 101,074
Resources expended on
Charitable expenditure 82,711 2,465 85,176
NET INCOME 12,723 3,175 15,898
Reconciliation of funds
Total funds brought forward 24,538 (7,470) 17,068

42

6. Comparatives for the statement of financial activities - continued

Unrestricted Restricted Restricted Restricted Total
fund fund funds
£ £ £
Total funds carried forward 37,261 (4,295) 32,966
7. Tangible fixed assets
Computer
equipment
£
Cost
At 1 September 2021 and 31 August 2022 1,249
Depreciation
At 1 September 2021 723
Charge for year 131
At 31 August 2022 854
Net book value
At 31 August 2022 395
At 31 August 2021 526
8. Creditors: amounts falling due within one year
31.8.22 31.8.21
£ £
Other loans (see note 9) 17,592 18,000
Accrued expenses 1,212 1,103
Deferred income 4,162 -
22,966 19,103
9. Loans
An analysis of the maturity of loans is given below:
31.8.22 31.8.21
£ £
Amounts falling due within one year on demand:
Bank overdrafts - -
Covid Bounce Back Loan repayable over a period of 10 years 17,592 18,000
17,592 18,000

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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 1.9.21
£
37,261
(4,295)
32,966
Incoming
resources
£
145,465
14,940
160,405		 Net
movement
At
in funds
31.8.22
£
£
5,059
42,320
(691)
(4,986)
4,368
37,334
Resources
Movement
expended
in funds
£
£
(140,406)
5,059
(15,631)
(691)
(156,037)
4,368		 Net
movement
At
in funds
31.8.22
£
£
5,059
42,320
(691)
(4,986)
4,368
37,334
Resources
Movement
expended
in funds
£
£
(140,406)
5,059
(15,631)
(691)
(156,037)
4,368		 Net
movement
At
in funds
31.8.22
£
£
5,059
42,320
(691)
(4,986)
4,368
37,334
Resources
Movement
expended
in funds
£
£
(140,406)
5,059
(15,631)
(691)
(156,037)
4,368
4,368

Comparatives for movement in funds

Net
movement At
At 1.9.20 in funds 31.8.21
£ £ £
Unrestricted funds
General fund 24,538 12,723 37,261
Restricted funds
Restricted Fund (7,470) 3,175 (4,295)
TOTAL FUNDS 17,068 15,898 32,966

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Comparative net movement in funds, included in the above are as follows:

Incoming Resources Movement
resources expended in funds
£ £ £
Unrestricted funds
General fund 95,434 (82,711) 12,723
Restricted funds
Restricted Fund 5,640 (2,465) 3,175
TOTAL FUNDS 101,074 (85,176) 15,898
A current year 12 months and prior year 12 months combined position is as follows:
Net
movement At
At 1.9.20 in funds 31.8.22
£ £ £
Unrestricted funds
General fund 24,538 17,782 42,320
Restricted funds
Restricted Fund (7,470) 2,484 (4,986)
TOTAL FUNDS 17,068 20,266 37,334

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
£
240,899
20,580
261,479		 Resources
Movement
expended
in funds
£
£
(223,117)
17,782
(18,096)
2,484
(241,213)
20,266

11. Related party disclosures

There were no related party transactions for the year ended 31 August 2022.

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INCOME BREAKDOWN AND OVERVIEW FOR THE YEAR ENDING 31 AUGUST 2022

YEAR ENDING
31 AUG 22
AGE 4-7 PROVISION PARTICIPANT CONTRIBUTIONS £5,992
AGE 8-15 PROVISION PARTICIPANT CONTRIBUTIONS £29,953
AGE 16+ PROVISION PARTICIPANT CONTRIBUTIONS £13,216
CATEGORY A GRANTS (UP TO £3,999) £5,859
CATEGORY B GRANTS (£4,000-£9,999) £14,940
CATEGORY C GRANTS (£10,000+) £55,000
NETBALL UNIVERSE LOTTO £4,000
NETBALL UNIVERSE RETAIL PARTNERSHIP £6,200
SPONSORSHIP, FUNDRAISING EVENTS & COMMUNITY EVENTS £16,026
DONATIONS £3,858
COVID SUPPORT SCHEMES £2,047
MISC £23
GIFT AID (GASDS ELIGIBLE CONTRIBUTIONS) £3,291
£160,405

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EXPENDITURE BREAKDOWN AND OVERVIEW FOR THE YEAR ENDING 31 AUGUST 2022

YEAR ENDING 31 AUG 22

FACILITIES, COMMUNITY COACH & ROLE MODEL DEVELOPMENT PROGRAMME £60,452
DIRECT AGE 4-7 PROVISION COSTS £5,333
DIRECT AGE 8-15 PROVISION COSTS £15,842
DIRECT AGE 16+ PROVISION COSTS £9,440
DIRECT AFTER-SCHOOLS PROVISION COSTS £1,753
DIRECT FUNDRAISING COSTS £18,993
OFFICE RENT, UTILITIES, PHONE, BROADBAND, INSURANCE & MAINTENANCE £15,617
EVENTS £10,263
MARKETING, DESIGN, PRINT, POSTAGE & STATIONERY £6,447
ACCOUNTANCY, FINANCIAL & BUSINESS SUPPORT £4,739
KIT, MERCHANDISE & ACTIVITY EQUIPMENT £4,641
COMPUTER/TECH EQUIPMENT, SOTWARE & WEBSITE £2,426
SUNDRIES £91
£156,037

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NETBALL

MOR

THAN