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← The Rhondda Netball Foundation

2023-08-31-accounts

CHARITY #1170778 TRUSTEES REPORT AND FINANCIAL I STATEMENT FOR YEAR ENDING 31"AUGUST 2023 //, RHONDDA -: THE RHONDDA NETBALL FOUNDATION

TRUSTEES REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDING 31 AUGUST 2023

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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 31August 2023 MR IAN COLES MRS NICOLA LANCASTER MRS LEE PITT MR IAN SMITH MRS KAREN JAMES MR LUKE DAVIES

Registered Office

236 TYNTYLA ROAD, THE OLD YSTRAD LABOUR CLUB, YSTRAD, 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 Head of BBC Radio Wales and BBC Wales 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 had 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 growth and sustainability.

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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LEE PITT Trustee

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.

KAREN JAMES Trustee

KAREN has been a small business owner in Rhondda for many years, working in the catering and hospitality industry for years, mainly through weddings and events. Karen’s been a great asset to the charity in a more formal capacity since joining the board in 2022.

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 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.

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 Welsh 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, having been Head of PE at Rhondda’s Ysgol Nantgwyn until 2021.

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.

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.

LISA TRANTER Tonyrefail Community School PE Dept.

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INTRODUCING RHONDDA NETBALL
Rhondda Netball was established on 1st September 2016 in one of the UK’s most deprived areas, the
Rhondda Valleys, South Wales. The charity was granted charitable status by the Charity Commission
of England & Wales on 15th December 2016.
The charity was founded by Lawrie Davies when he identified that females in Rhondda and the wider
Valleys regions had far fewer opportunities to take part in healthy activities and sport than males.
He felt that the only way to combat the huge inequality, particularly in respect of attracting support
that had historically always been funnelled towards male opportunities, was to establish a totally
committed charitable operation that could dedicate time and resources to sustain a focused long-
term 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, 2016/17. Then, they followed this up with further support at £10,000+ per year for several
years and have generously continued to support the charity since. 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 2021/22. Despite the huge challenges that Covid presented, the charity
bounced back strongly, and is still moving forward, impacting Rhondda’s girls & women consistently
and powerfully.
The charity successfully created an effective infrastructure that now empowers 28+ 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.
Emma Leeke, Managing Director, Leekes Retail Gerald Leeke OBE, Chairman, Leekes Retail
"It’s been a great privilege for us to play "Rhondda Netball is an exciting
our part in the story and to be able to all-community cause that we
positively affect the lives of so many are thrilled to support!”
young girls in the heartlands of the Valleys!”
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“YOUR LOVE AND ENERGY FOR EACH AND EVERY ONE OF THESE CHILDREN IS SIMPLY PRECIOUS AND PRICELESS!” LEAH BRIGHT, PARENT OF TREORCHY NETBALL CLUB PARTICIPANT, 2022/23

REPORT OF THE TRUSTEES FOR THE YEAR ENDING 31 AUGUST 2023

The Trustees present their annual report and the financial statements for the year ending 31 August 2023...

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OVERVIEW OF THE YEAR UNDER REVIEW
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The year under review was one of the most successful years in the charity’s history, both from an operational and financial perspective. Rhondda Netball made a successful comeback from Covid during 2021/22 after the removal of the Covid restrictions, and the same level of success has followed through into this current year under review.

As you’ll see from the average participation graph, left , as well as the “Achievements and Performance” section of this report, Rhondda Netball’s average weekly participation remained staggeringly high throughout 2022/23.

The trustees consider these statistics to be amazing and most certainly in line with Rhondda Netball’s long term sustainabilty plan, where its exponential growth period has levelled off. They would like to highlight the wonderful job

that the Senior Management Team and the Rhondda Netball Community Coaches & Role Models did throughout the year to continue to motivate girls & women throughout Rhondda to take part in physical activities that also supports social networks, preventing isolation, and participants mental/ emotional well being.

Much gratitude is also owed to the various trusts & foundations who aidied the charity’s side during the year under review. Without this support, the charity simply would not have been able to give opportunities to so many girls and women each week throughout 2022/23.

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.

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

“WE LOVE OUR NETBALL FAMILY! LOOKING FORWARD TO A YEAR OF GROWING AND ENJOYING!”

STEVEN CURTIS, PARENT OF FERNDALE NETBALL CLUB PARTICIPANT, 2022/23

obesity, and empowers females.

The year under review also saw the full 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 2022/23, 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 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, gathering more support in the form of grant funding, participant contributions, retail income and lotto during the year. More information on this is available in the financial review on pages ##.

Our dedication to fighting for girls & women and developing opportunities for them has also created a real sense of camaraderie and team. We hope this community support will grow in the future and eventually lead to further equality in terms of how our local authority provides facilities for team sports. 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 moving forward. 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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MORETHAN

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“THANK YOU RHONDDA NETBALL FOR EVERYTHING THAT YOU DO WITH THESE GIRLS. THEY LOVE EVERY SECOND OF IT!” CRAIG ROBSON, PARENT OF PORTH NETBALL CLUB PARTICIPANT, 2022/23

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:

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:

PERSONAL – negative body image, lack of self-confidence

STAGGERING INEQUALITY!! STATISTICS & NUMBERS - MARCH 2022

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...

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!!

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 - EBONY HAM

Ebony epitomises the power of our Community Coach & Role Model Development Programme! Ebony first started as a participant in Rhondda Netball when she was just 11 years old, and is now progressing as an incredible leader here at Rhondda Netball. With contagious confidence, Ebony is inspiring a whole generation of young girls through her own personal development and teaching them the importance of commitment, dedication, and a healthy lifestyle. Ebony, has been able to represent her country in her age category, which, before Rhondda Netball, was absolutely unheard of in our part of the world since the heady days of the Rhondda Rebels (basketball). Hopefully, she is just the first of many who develop high aspirations in their own netball journeys!

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“When I look back, I can’t
help but be so grateful to
Rhondda Netball for all
that I’ve been able to achieve
through netball. Playing
has been amazing for making
friends, but it’s also given
me the incredible privilege
of being able to mentor
girls in the community and
show them how to have big
aspirations!”
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2017

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. Each year in Wales there were 5,500 emergency admissions to hospitals as a result of selfharm, 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.

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.

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Rhondda Netball has been a catalyst for change in platforms for physical activity to take place and there feeling that all-important sense of belonging and hard to create, with new friendship circles being communities brought together.

our region, helping to provide are now a lot more females family that we’ve worked established and & Role huge part p r o g r a m m e s socially isolated. means they are always talk, and as you’ll see endeavouring to better roles they play

Our Key Leaders in our Community Coach Model Development Programme play a in ensuring that all girls involved in our are enjoying themselves and are not feeling Understanding their position as role models available should participants ever need to in “PLANS FOR THE FUTURE”, we will are always train and equip them for the holistic leadership and influencer 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 -CASE STUDY - MICHELLE HUTCHINGS

Michelle is considered one of Rhondda Netball’s “Super Mums”, and she champions the charity’s work throughout Rhondda! As well as having her daughters involved across our age groups, she started taking part herself through our Senior & Youth Programme at the start of 2022/23. It’s amazing to see families, like Michelle’s, positively impacted by the work of Rhondda Netball.

“The impact Rhondda Netball is having on girls & women like myself in the community is unrivalled! Not only do they give so many opportunities for females to take part in team sport, but the impact they have on people’s emotional well-being is incredible too. Rhondda Netball really does bring people together, and since joining as a Senior player, I’ve made so many great friends and built a strong support network around me… it really has been amazing! My daughters also take part at Treorchy Netball Club, and this has helped us build an even greater bond over shared interests - we all love Rhondda Netball! I am also a Headteacher of a local Primary School here in Rhondda so I have seen first-hand the impact Rhondda Netball has had on young girls. Our pupils are more keen than ever to take part in physical activity with so many of my current pupils are all taking part in sport outside the classroom thanks to Rhondda Netball.”

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

All of Rhondda Netball’s programmes encourage participants to live healthy and active lives. Our Key Leaders are excellent role models who play a vital part in us meeting this objective with so many girls under their leadership and influence. The UK has a 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 were active every day, compared to just 14% of girls (Active Lives Children and Young People Survey, Sport England,

“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

2018), and we know that this divide worsened in girls aged 15+. We know studies have also shown that the pandemic had a further affect on female (and male) participation in sport. But young girls face barriers including low self-esteem 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:

912 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 500+ pupils throughout Rhondda.

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 in all five of the main communities in Rhondda.

The growth of the Senior & Youth programme that allowed more age 16+ participants to engage in Rhondda Netbal.

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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MORETH

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ACHIEVEMENTS AND PERFORMANCE

At the end of 2017, Rhondda Netball became Wales’ largest female sports participation initiative, and during the year under review, participation at our in-person activities and programmes steadily grew until we saw a large increase after the “Covid” period. The Senior Management Team and the charity’s Community Coaches & Role Models wanted to make sure that Rhondda Netball’s platform in the community continued to grow in sustainable fashion, but it’s been quite difficult for everyone running overcapacity since the start of 2021/22. However, the trustees are delighted to report that Rhondda Netball has these kinds of problems, and the charity has continued to see an average of over 900 girls and women taking part in Rhondda Netball’s activities and programmes throughout 2022/23.

Our model for sustaining and growing participation has consistently proven to be successful and our robust charitable operation has made great strides throughout 2022/23 towards our long-term sustainability plan in each of the key areas.

Throughout the year, the TWO main achievements were as follows...

FINANCIAL

The charity continued to make great financial strides in its “Comeback from Covid”, with 2022/23 proving to be a successful year financially speaking despite an increase in lots of costs as a result of inflation/nationwide price increases. With a total income of £167,517 against expenditure of £175,467 for the year under review, the charity was able to fulfil all of its objectives for 2022/23. Whilst expenditure was slightly more than anticipated, the charity was in a position to make extra investments in replenishing kit and equipment for the year under review and 2023/24. The charity also increased what it pays its youngest Community Coaches & Role Models to keep in line with National Living Wage hikes as a result of inflation increases. More detailed information on this front is available in the Financial Review on pages 26 & 27.

EXPANSION INTO TONYREFAIL REGION OF RHONDDA

Rhondda Netball successfully expanded its activities into the Tonyrefail community, marking a significant milestone by engaging a further 60+ participants (avg) in its first year, focusing only on Under 11’s & Under 13’s. This achievement not only demonstrates the impact of our social media channels, but also signifies the growing popularity of what we do in a previously untapped area. The trustees are certain that this success across 2022/23 will give way to further success during 2023/24.

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Whilst the charity ran 5 main programmes… ...

JUNIOR NETBALL CLUB PROGRAMME

Rhondda Netball has now established five community netball clubs in five of the main communities of the Rhondda Valleys; Ferndale, Treorchy, Porth, Tonypandy & Tonyrefail. These clubs allow girls aged 8-15 throughout Rhondda to join and take part in our activities and provision. For the year under review, Tonyrefail facilitated provision only for ages 10-13 with plans to expand for 2023/24.

RASCALS PROGRAMME

After seeing the popularity of our other programmes and responding to a lot of requests from the community, we piloted provision for girls aged 4-7 (known as “Rascals”) at the end of 2017/18, which was a brilliant success. There was a high demand from parents to roll out this provision so that these age groups didn’t miss out and now this has become one of our most successful programmes reaching over 100+ children each week in three of Rhondda’s five main communities.

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 solation 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 (aged 16-21) and this allows Rhondda Netball to continue to impact girls that are too old for the Junior Netball Club Programme. This programme worked with 180+ females aged 16-55 during the year under review, 2022/23.

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AFTER-SCHOOLS/IN-SCHOOLS PROGRAMME

Prior to Covid, Rhondda Netball successfully created a league and competition infrastructure for secondary schools throughout Rhondda Cynon Taf. This programme 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 saw a dramatic change in female pupils’ attitudes towards sport/netball, and our early 2020 House of Sport (Cardiff) competition was a high water mark moment for this aspect of our provision. However, since 2021/22, our first operational year after Covid, a lot has changed in terms of secondary school budgets in respect of their PE Departments, and many schools have struggled to fulfil after-school fixtures. During the year under review, the charity still managed to work with all 6 Rhondda secondary schools to facilitate after-school/ in-school participation in netball for over 500 girls.

“there’s been a significant change of attitude towards the importance of health and wellbeing in our female pupils since Rhondda Netball started. it’s clear to see the positive impact rhondda netball has had on so many girls, and there is far more motivation to take part in pe lessons which is wonderful to see. However, there’s no doubt that school sport in general is in the middle of a tough season where school budgets are extremely stretched!”

alyson evans, head of pe, ferndale community school

COMMUNITY COACH & ROLE MODEL DEVELOPMENT PROGRAMME

This programme is what makes all of Rhondda Netball’s other programmes possible! As a charity, we recognise 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 more readily. 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 - ELICIA JONES

Liss is now one of Rhondda Netball’s Key Leaders, having joined our Community Coach & Role Model Development Programme back at the start of 2017/18 as a young 16-year-old!

Throughout her time in the programme, Liss has amassed incredible experience and acquired important training and qualifications. Today, she’s no longer the enthusiastic Assistant Leader supporting others, but she’s Head Coach of Tonyrefail Netball Club which had a successful pilot across the year under review.

There’s no doubt Liss has excelled in her new leadership role at Tonyrefail Netball Club during 2022/23, and we’re excited to see how she and Tonyrefail Netball Club develops in the years ahead.

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“I have absolutely loved my journey as
a Rhondda Netball Community Coach
& Role Model. I started out when I was
just 16 years old and it has given me so
many great opportunities, not least the
chance to pioneer our exciting growth
into the Tonyrefail community!
I have learned so much during my time
here and I am grateful for the impact
Rhondda Netball has had on my
life. I hope I can continue making
a positive difference to the lives of
girls in Rhondda. The initiative has
made such a difference to so many
young lives and I can’t wait to see
how many more lives will be impacted
through the work of Rhondda Netball
and the small part I get to play in this!”
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Key Leaders for the year: Naomi (Porth) Chelsea (Treorchy), Lauren (Tonypandy), Taylar (Ferndale), Elicia (Tonyrefail, Jody (OM and Senior & Youth), Jess (P/T DC and Senior & Youth) Assistant Leaders for the year: Krystal, Carys, Rhiannon, Eleri, Ashleigh, Libby, Lucy, Ebony, Mali, Aliyah, Hari, Millie, Ava, Ellie, Mali, Kaisha, Emmie, Paris, Bella, Lois & Tia

25

FINANCIAL REVIEW

The trustees are delighted to report that overall income for the year under review was £167,517. Total expenditure for the period was £175,467 which resulted in a deficit of £7,950.

There is no doubt that had “normality” not resumed at the start of 2021/22 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 from that point onwards. As it turned out, the charity had a fantastic “Comeback from Covid” during 2021/22, and this success continued during the year under review, 2022/23. The trustees are delighted income grew slightly, and everyone was particularly pleased to see the growth in participation income as part of the charity’s long-term plan for sustainability between 2022-2027.

The trustees are delighted to report that during the year under review, the charity received £73,986 in grants, £14,229 in sponsorship, fundraising events & community events income, £7,500 from the charity’s Netball Universe Retail Partnership, £4,500 from the Netball Universe Lotto, and £1,771 from donations and GASDS eligible contributions. 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 economic challenges during and after Covid.

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 £65,527 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.

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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.

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 income for the year under review would have been slightly higher had 2022/23 not being such a “wet” year on Rhondda Netball activities days. Despite most of the charity’s provision being indoors, weeks where it rains often show a 15%-plus reduction in participation. The number of wet evenings also had a negative impact on the morale of our female leaders, and the trustees hope future years will be kinder on the weather front.

In respect of the deficit incurred with expenditure slightly above income for the year under review, the trustees are satisfied with the reasons behind this. The Senior Management

“I LOVE BEING INVOLVED IN RHONDDA NETBALL! THE DIFFERENCE THAT OTHER COMMUNITY LEADERS HAVE HAD ON MY LIFE HAS BEEN INCREDIBLE AND I HOPE I CAN DO MY PART IN SUPPORTING THE YOUNGER GENERATION TOO!”

EBONY HAM, ASSISTANT LEADER

Team took the opportunity to invest in kit and activity equipment after choosing not to take this financial risk during 2021/22, and part of the conditions for the largest grant the charity received during the year under review, was increasing what we pay our newest and youngest Community Coaches & Role Models. The focus moving forward will be on adapting our financial model to factor the extra spend needed for personnel as a result of National Living Wage increases on the back of Covid and inflation.

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YEAR UNDER
REVIEW
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FUNDRAISING

During the year under review, the charity spent £19,313 on direct fundraising through key personnel support and efforts related to growing income from the Netball Universe Lotto and our retail partnership with Netball Universe. On the back of these efforts, the charity received £73,986 in grants, £14,229 in sponsorship, fundraising events & community events income, £7,500 from the charity’s Netball Universe Retail Partnership, £4,500 from the Netball Universe Lotto, and £1,771 from donations and GASDS eligible contributions. 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.

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 £24,000 - £27,999 band.

1 full-time staff member support package fell within the £20,000 - £23,999 band.

1 part-time staff member support package fell within the £14,000 - £17,999 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.

Thanks to a key strategic grant secured for the second half of the year under review and the first half of 2023/24, the cost of charity’s 1 part-time staff member, above , will fall below £8,000 for 2023/24 and future years, ensuring the charity makes significant savings on this front moving forward.

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 achieved at the end of the year under review on 31 August 2023 when factoring grants received in advance of 1 September 2023 for the 2023/24 financial year.

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“SUPER PROUD AND SO LUCKY THAT BOTH MY CHILDREN ARE INVOLVED IN SPORT! IT GIVES THEM GREAT LIFE LESSONS AND BUILDS THEM FRIENDSHIPS FOR LIFE” MEL MARTENKO, PARENT OF TONYPANDY NETBALL CLUB PARTICIPANT, 2022/23

RELATED PARTIES

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 and control. This costs sharing arrangement had the effect of saving both charities thousands of pounds during the year under review and both sets of trustees recognised the scale of the benefits for both charities.

Lawrie Davies, via his connections with local schools through other charities and small businesses he is involved with, brought Rhondda Netball into partnership with six of Rhondda’s secondary schools; Ferndale Community School, Ysgol Nantgwyn, Treorchy Comprehensive School, Porth County Community School, Ysgol Gyfun Cwm Rhondda, and, as of the year under review, Tonyrefail Community School. This has enabled Rhondda Netball to create hubs for our provision and opportunities for girls and women in the main communities of Rhondda (see Donated Services, below).

DONATED SERVICES

Throughout this year under review, no less than 30 volunteers supported the efforts of the charity across its programmes and events.

All six secondary schools supported the charity’s efforts to create an infrastructure to support largescale participation from females in each community by prioritising Rhondda Netball’s use of their facilities at specific times throughout each week.

29

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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 2023/24 and future years is to ensure the charity maintains operational and financial sustainability following the considerable growth in participation levels compared to before Covid. The trustees are delighted that all programmes and income streams ended 2022/23 in a strong place. For the next financial year, the trustees are fully focused on the following:

REMAIN STABLE DURING A PERIOD OF INSTABILITY IN THE UK

Develop more avenues to increase participation income to combat inflationary pressures and rising prices with the ultimate aim of reducing the amount of external grant support needed for 2023/24 & 2024/25 compared with the year under review.

Take a cautious approach to adding additional provision to provide further opportunities, ensuring that the requisite level of financial support would be forthcoming before committing to anything new over the long term.

TONYREFAIL COMMUNITY

During the year under review, Rhondda Netball piloted provision for ages 10-13. The plan is to further extend this reach in 2023/24 to impact those aged 14-15. This will leaves just one age group (ages 8-9) before Tonyrefail area becomes idenitical to the structure across our other four areas of operation in Rhondda.

EDUCATION

Through partnerships with local secondary schools, continue to positively impact Rhondda Netball’s partner schools by providing leagues and competitions. Success on this front provides Rhondda Netball with a strategic advantage in terms of promoting participation in netball outside of school. The relationship between school and extracurricular participation provides huge advantages for both Rhondda Netball and each respective secondary school, but pressures on school budgets have made it challenging for PE teachers to juggle extra school sport.

31

TACKLING MENTAL HEALTH

In line with the increasing mental health problems amongst young people across the country, 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 concerns they may have with fully trained leaders who become prominent figures in their lives on a weekly basis through Rhondda Netball.

Use Community Coach & Role Model Development Programme 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 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

MODULE 5 FACTORS THAT INFLUENCE DEVELOPMENT MODULE 6 MENTAL HEALTH PROBLEMS IN YOUNG & ADULTS

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.

MODULE 7

OTHER MENTAL HEALTH PROBLEMS IN YOUNG & ADULTS MODULE 8

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

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

AUTISM, ADHD, AND DYSLEXIA IN YOUNG & ADULTS

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

MODULE 9

DEALING WITH AUTISM, ADHD, AND DYSLEXIA IN YOUNG & ADULTS

MODULE 10

SELF-HARMING BEHAVIOUR

MODULE 11

MENTAL HEALTH TREATMENT AND MEDICINE

MODULE 12

MENTAL HEALTH OVER LIFE SPAN AND SOCIETY IN THE UK

MODULE 13

MENTAL HEALTH RELATED LEGISLATION IN THE UK

32

COMMUNITY ENGAGEMENT

FEMALE ENGAGEMENT

LONG-TERM SUSTAINABILITY

33

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, inflation and price rises, which has been by far the most challenging financial aspect of the last two years since almost everything now costs significantly more.

The charity is also very aware that single court venues have long been too small to host many 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 can often be too crowded. The charity continues to monitor and evaluate these capacity issues in light of current infrastructure. The Senior Management Team and Key Community Coaches & Role Models did make - for several years - considerable effort 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. But alas, changing minds on this front has been extremely difficult as the Local Authority has a stated 4G pitch objective dating back to before the start of Rhondda Netball, and our strategy for supporting females would essentially need some of this 4G finance to be redirected. This change of direction has unfortunately, not happened.

34

Community Coach & Role Model Development Programme: After fundraising, developing sustainability in leadership is the next toughest challenge the charity faces and this is why so much of our attention is on this programme, especially in light of the previously stated facilities challenge and the extra burden this places on our female leaders. As mentioned earlier in this report, 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 working around this, but the risk that future female leaders 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 businesses and/or charities. 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 16+ provision.

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 28 June 2024

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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 2023.

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.

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Stephen J Smith FCCA
Curtis Bowden & Thomas Limited
Chartered Certified Accountants
101 Dunraven Street
Tonypandy
CF40 1AR
17 May 2024
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38

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YE ~~AR ENDING 31 A~~ UGUST 2023

Unrestricted
fund
Notes
£
Incoming resources from
Charitable income
126,917
Resources expended on
Charitable expenditure
2
136,092
NET INCOME/(EXPENDITURE)
(9,175)
Reconciliation of funds
Total funds brought forward
42,320
Total funds carried forward
33,145		 Restricted
fund
£
40,600
39,375
1,225
(4,986)
(3,761)		 31.8.23
Total
funds
£
167,517
175,467
(7,950)
37,334
29,384		 31.8.22
Total
funds
£
160,405
156,037
4,368
32,966
37,334

39

BALANCE SHEET - 31 AUGUST 2023

Unrestricted
fund
Notes
£
Fixed assets
Tangible assets
7
296
Current assets
Cash at bank
44,127
Creditors
Amounts falling due within one year
8
(55,641)
Net current assets/(liabilities)
(11,514)
Total assets less current liabilities
(11,218)
NET ASSETS
(11,218)
Funds
10
Unrestricted funds
Restricted funds
Total funds		 Restricted
fund
£
-
40,602
-
40,602
40,602
40,602		 31.8.23
Total
funds
£
296
84,729
(55,641)
29,088
29,384
29,384
33,145
(3,761)
29,384		 31.8.22
Total
funds
£
395
59,905
(22,966)
36,939
37,334
37,334
42,320
(4,986)
37,334

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 August 2023.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 August 2023 in accordance with Section 476 of the Companies Act 2006.

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 20 May 2024 and were signed on its behalf by:

I D Coles - Chair of Trustees

40

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDING 31 AUGUST 2023

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.

41

3.

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
Net income/(expenditure)
Net income/(expenditure) is stated after charging/(crediting):
Depreciation - owned assets		 31.8.23
£
32,700
19,313
71,738
17,348
6,980
10,958
7,341
3,174
257
5,658
175,467
31.8.23
£
99		 31.8.22
£
32,368
18,993
60,452
15,617
6,447
10,263
4,641
2,426
91
4,739
156,037
31.8.22
£
131

4.

Trustees' remuneration and benefits

There were no trustees' remuneration or other benefits for the year ended 31 August 2023 nor for the year ended 31 August 2022.

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 August 2023 nor for the year ended 31 August 2022.

5. Staff costs

The net movement in funds is stated after charging £52,013 (2022 - £51,361) 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
145,465
Resources expended on
Charitable expenditure
140,406
NET INCOME/(EXPENDITURE)
5,059
Reconciliation of funds
Total funds brought forward
37,261		 Restricted
fund
£
14,940
15,631
(691)
(4,295)		 Total
funds
£
160,405
156,037
4,368
32,966

42

6. Comparatives for the statement of financial activities - continued Comparatives for the statement of financial activities - continued
Unrestricted Restricted Total
fund fund funds
£ £ £
Total funds carried forward 42,320 (4,986) 37,334
7. Tangible fixed assets
Computer
equipment
£
Cost
At 1 September 2022 and 31 August 2023 1,249
Depreciation
At 1 September 2022 854
Charge for year 99
At 31 August 2023 953
Net book value
At 31 August 2023 296
At 31 August 2022 395
8. Creditors: amounts falling due within one year
31.8.23 31.8.22
£ £
Other loans (see note 9) 15,173 17,592
Accrued expenses 1,218 1,212
Deferred income 39,250 4,162
55,641 22,966
9. Loans
An analysis of the maturity of loans is given below:
31.8.23 31.8.22
£ £
Amounts falling due within one year on demand:
Covid Bounce Bank Loan repayable over a period of 10 years 15,173 17,592
15,173 17,592

43

10. Movement in funds

Unrestricted funds
General fund
Restricted funds
Restricted Fund
TOTAL FUNDS
Net movement in funds, included in the above are as follows:
Unrestricted funds
General fund
Restricted funds
Restricted Fund
TOTAL FUNDS
Comparatives for movement in funds
Unrestricted funds
General fund
Restricted funds
Restricted Fund
TOTAL FUNDS		 At 1.9.22
£
42,320
(4,986)
37,334
Incoming
resources
£
126,917
40,600
167,517
At 1.9.21
£
37,261
(4,295)
32,966		 Net
movement
At
in funds
31.8.23
£
£
(9,175)
33,145
1,225
(3,761)
(7,950)
29,384
Resources
Movement
expended
in funds
£
£
136,092
(9,175)
39,375
1,225
(175,467)
(7,950)
Net
movement
At
in funds
31.8.22
£
£
5,059
42,320
(691)
(4,986)
4,368
37,334

44

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

Unrestricted funds
General fund
Restricted funds
Restricted Fund
TOTAL FUNDS		 Incoming
resources
£
145,465
14,940
160,405		 Resources
Movement
expended
in funds
£
£
(140,406)
5,059
(15,631)
(691)
(156,037)
4,368

A current year 12 months and prior year 12 months combined position is as follows:

Net
movement At
At 1.9.21 in funds 31.8.23
£ £ £
Unrestricted funds
General fund 37,261 (4,116) 33,145
Restricted funds
Restricted Fund (4,295) 534 (3,761)
TOTAL FUNDS 32,966 (3,582) 29,384

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
Movement
resources
expended
in funds
£
£
£
272,382
(276,498)
(4,116)
55,540
(55,006)
534
~~327,922~~
~~(331,50~~4)
(3,582)		 Incoming
Resources
Movement
resources
expended
in funds
£
£
£
272,382
(276,498)
(4,116)
55,540
(55,006)
534
~~327,922~~
~~(331,50~~4)
(3,582)
~~,~~

11. Related party disclosures

There were no related party transactions for the year ended 31 August 2023.

45

INCOME BREAKDOWN AND OVERVIEW FOR THE YEAR ENDING 31 AUGUST 2023

YEAR ENDING
31 AUG 23
AGE 4-7 PROVISION PARTICIPANT CONTRIBUTIONS £5,698
AGE 8-15 PROVISION PARTICIPANT CONTRIBUTIONS £41,839*
AGE 16+ PROVISION PARTICIPANT CONTRIBUTIONS £17,990
CATEGORY A GRANTS (UP TO £3,999) £4,500
CATEGORY B GRANTS (£4,000-£9,999) £28,886
CATEGORY C GRANTS (£10,000+) £40,600
NETBALL UNIVERSE LOTTO £4,500
NETBALL UNIVERSE RETAIL PARTNERSHIP £7,500
SPONSORSHIP, FUNDRAISING EVENTS & COMMUNITY EVENTS £14,229
DONATIONS £140
GIFT AID (GASDS ELIGIBLE CONTRIBUTIONS) £1,631
MISC £4
£167,517

46

EXPENDITURE BREAKDOWN AND OVERVIEW FOR THE YEAR ENDING 31 AUGUST 2023

YEAR ENDING YEAR ENDING
31 AUG 23
FACILITIES, COMMUNITY COACH & ROLE MODEL DEVELOPMENT PROGRAMME £71,738
DIRECT AGE 4-7 PROVISION COSTS £5,748
DIRECT AGE 8-15 PROVISION COSTS £16,302
DIRECT AGE 16+ PROVISION COSTS £8,184
DIRECT AFTER-SCHOOLS PROVISION COSTS £2,466
EVENTS £10,958
ACTIVITY EQUIPMENT & KIT £7,341
MARKETING, DESIGN, PRINT, POSTAGE & STATIONERY £6,980
COMPUTER/TECH EQUIPMENT, SOTWARE & WEBSITE £3,174
DIRECT FUNDRAISING COSTS £19,313
OFFICE RENT, UTILITIES, PHONE, BROADBAND, INSURANCE & MAINTENANCE £17,348*
ACCOUNTANCY, FINANCIAL & BUSINESS SUPPORT £5,658
SUNDRIES £257
£175,467

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