THE RHONDDA NETBALL FOUND GHARITY #1170778 RHONDDA NETBALL TRUSTEES REPORT AND FINANCIA STATEMEN*s OR THE YEAR ENDING 31 AUGUST 2024 WWW.RHONDDANETBALL.CO ## TRUSTEES REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDING 31 AUGUST 2024 ## Page No. Contents - 3 LEGAL AND ADMINISTRATIVE INFORMATION 4 LEADERSHIP AND MANAGEMENT 6 INTRODUCING RHONDDA NETBALL 8 REPORT OF THE TRUSTEES - 39 STATEMENT OF TRUSTEES RESPONSIBILITIES 40 INDEPENDENT EXAMINER’S REPORT 41 STATEMENT OF FINANCIAL ACTIVITIES 42 BALANCE SHEET 43 NOTES TO THE FINANCIAL STATEMENTS 48 INCOME BREAKDOWN AND OVERVIEW 49 EXPENDITURE BREAKDOWN AND OVERVIEW a Pi. - 2 ## 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 2024 MR IAN COLES (CHAIR) 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 3 ## LEADERSHIP AND MANAGEMENT While the trustees (see next page) oversee the charity, The Rhondda Netball Foundation is run by its Senior Management Team - pictured above - comprising Founder & Managing Director, Lawrie Davies & Operations Manager, Jody Barnes. Their amazing team of energetic and enthusiastic Community Coaches & Role Models, pictured below, 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, every single person who serves Rhondda Netball, other than the Operations Manager, earns the main portion of their income outside of the charity. 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 for long-term sustainability purposes. - LAWRIE DAVIES - Founder & Managing Director - fmLS - SD 2 NED CRETE 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 back in 2016/17 - Rhondda’s first female paid to give a full-time commitment to developing opportunities and provision with a strong girls and women focus. She went through fundraising and management training with Lawrie and successfully established herself as a top-class Operations Manager, having played a leading role in turning the charity into Wales’ largest female sports participation initiative. As the charity’s first female leader, Jody paved the way for the amazing group of female leaders we have today, pictured below. 4 "4 ## IAN COLES chair of Trustees & Treasurer .—h—— ## LEE PITT Trustee ee, OEEOK 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. LEE has 20+ years experience in the Welsh Local Government Association and is currently their Education Standards Adviser and, as a result, is very experienced and knowledgeable when it comes to Welsh politics. Lee also runs her own property business based in Rhondda. ## KAREN JAMES Trustee ## NICOLA LANCASTER 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. 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. ## IAN SMITH Trustee IAN has over 15 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. ## 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._ REBECCA PROBERT _Ysgol Gyfun Cwm Rhondda PE Dept._ NICOLA ISAAC _Porth County Community School PE Dept._ LISA TRANTER _Tonyrefail Community School PE Dept._ 5 ## INTRODUCING RHONDDA NETBALL Rhondda Netball was established on 1st September 2016 in one of the UK’s most deprived areas, the Rhondda Valleys, South Wales. The charity was granted charitable status by the Charity Commission of England & Wales on 15th December 2016. The charity was founded by Lawrie Davies when he identified that females in Rhondda and the wider Valleys regions had far fewer opportunities to take part in sport and healthy activities, 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, 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 ever 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 and women taking part in its out-of-school programmes every single week since 2021/22. The charity successfully created an effective infrastructure that now empowers nearly 30 Community Coaches & Role Models to give back to their local community. The girls and 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 here though, 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 had 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!”**_ pb Ge Coates ¥ 6 “THANKS SO MUCH FOR GIVING THE GIRLS SO MUCH MUM OF TAMZIN AND TALLULAH, 2023/24COURAGE, CONFIDENCE AND GUIDANCE!” ~ 4on ae wilt ( NAVAN — piv) “MORENNANG 2 7.¢) 7 ## REPORT OF THE TRUSTEES FOR THE YEAR ENDING 31 AUGUST 2024 **The Trustees present their annual report and the financial statements for the Year Ending 31 August 2024...** ## OVERVIEW OF THE YEAR UNDER REVIEW The year under review was one of the charity’s most successful to date, both in terms of operational and financial performance. As you’ll see from the average participation graph, _below_ , as well as the “Achievements and Performance” section of this report, Rhondda Netball’s average weekly participation remained staggeringly high throughout 2023/24. 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 since 2021. 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 and women throughout Rhondda to take part in healthy physical activities that also actively support the creation of social networks, prevent isolation, and improve participants’ mental/emotional wellbeing. Much gratitude is also owed to the various trusts and foundations that supported the charity 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 2023/24. Rhondda Netball’s awesome Community Coaches & Role Models ensured the charity delivered on its 8 : | 3 “YOU CAN SEE HOW MUCH YOU ALL LOVE WHAT YOU DO, AND THIS PASSES ONTO THE GIRLS! SUCH GREAT ROLE MODELS FOR OUR DAUGHTERS. THANK YOU ALL!” |(°} KELLY PARSONS, PARENT OF PORTH NETBALL CLUB PARTICIPANT, 2023/24 . all |] :[‘] 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 2023 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 oversaw a full calendar of Rhondda Netball events including league days, tournaments & competitions, and presentation evenings. These events were the biggest female-focused events in the Valleys during 2023/24, 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 its Community Coach & Role Model Development Programme. After fundraising, developing people has been the next biggest challenge for the charity, and this programme encouraged several teenagers to become “part of the team” during the year under review, all of whom have great potential. From a financial perspective, the charity continued to make good progress, with the year under review ending as the charity’s best ever year. More information on this is available in the financial review on pages 26 - 29. The charity’s dedication to fighting for girls and women, and developing opportunities for them, has also created a brilliant sense of camaraderie and team. The trustees hope this community support will grow in the future and eventually lead to further equality in terms of how the local authority provides facilities for team sports. The charity’s tagline is “More Than Sport”, and the trustees are delighted with the way the Senior Management Team and the Community Coaches & Role Models 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/inflation changes since the pandemic have already done their best to undermine the charity’s efforts to become more sustainable, particularly in respect of three consecutive National Living Wage hikes, 2022/23 - 2024/25 (please see the financial review on pages 26 - 29 for further detail on this). The Senior Management Team will continue working hard to maximise efficiencies right across the board, whilst at the same time, restructuring some aspects of the charity’s 5-year plan for long-term sustainability, which originally covered 2022-2027. 9 Super proud of my big girl in her 1 st netball game today •• . She came off court and said 'mam I realty enjoyed .- thav . Thats all I want is for , you to en￿ yourself and know that you can do -' @treorC_h￿etball¢Iub TONYREFA7/L IVEfaALL CLU8 es ome ",#MOR- 10 “THANK YOU FOR THE KINDNESS, COMPASSION AND BELIEF YOU ALWAYS SHOW TO OUR GIRLS!” MATTHEW, PARENT OF TONYPANDY NETBALL CLUB PARTICIPANT, 2023/24 ## 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 COVEANCE 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 and its functions 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 three consecutive terms may not be reappointed for a fourth consecutive term but may be reappointed after an interval of at least one year. None of the trustees receive any remuneration. 11 OBJECTIVES OF THE CHARITY _The broad objective of the charity is..._ ~~<1~~ **THE PROMOTION OF COMMUNITY PARTICIPATION IN HEALTHY RECREATION BY THE PROVISION OF FACILITIES FOR PLAYING NETBALL** ~~a~~ _...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: PRACTICAL – lack of time, childcare, money, transport, facilities - PERSONAL – negative body image, lack of self-confidence - SOCIAL AND CULTURAL – male-dominated culture, attitudes re sexuality, lack of media representations/role models. **STAGGERING INEQUALITY!! STATISTICS & NUMBERS - 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...** - **...the number of football, rugby & cricket fields/ pitches in Rhondda; 8 of which (just 13.3%!!)** - **60 are in the 6 secondary schools and are completely unavailable on weekends** - _**...**_ **the number of full-size indoor netball courts in Rhondda; 5 of which (62.5%!!) are in the 6** - **8 secondary schools and are completely unavailable on weekends** ## **PARTICIPANTS & POTENTIAL USABLE FACILITIES...** **==> picture [254 x 139] intentionally omitted <==** **----- Start of picture text -----**
||||| |---|---|---|---| |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| **----- End of picture text -----**
**...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 had 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 massively 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 has made - and continues to make - a difference, and during the year under review, 5 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 12 “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, 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 all five of the 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 a tiny amount of male participation in our in-school/after-school activities at a primary school level 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 - MALI DAVIES **Mali Davies is another shining example of Rhondda potential, starting her journey with Rhondda Netball at just 10 years old! A passionate and enthusiastic participant at our junior clubs since 2016/17, Mali has grown into a vital member of our Community Coach & Role Model Development Programme, proving herself to be an exceptional young leader.** **Her incredible potential is already being realised as she’s taken on more responsibilities within the charity during 2023/24, inspiring other females every single week.** **Mali’s journey is a testament to the positive impact Rhondda Netball has on a whole community of young females. From influenced to influencer, we can’t wait to Mali’s story continue to unfold. We’re proud to have her part of our team, and the girls taking part in Rhondda Netball love her just as much as we do!** **==> picture [31 x 22] intentionally omitted <==** **----- Start of picture text -----**
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_**Mali, aged 11 taking part as a participant, to now, celebrating a great year at Rhondda Netball’s 2023/24 Under 11’s Presentation as a role model herself!**_ 13 ## **SUPPORTING MENTAL HEALTH AND IMPROVING EMOTIONAL WELLBEING** ~~———~~ It is well known that in the UK mental health problems are more prevalent than ever amongst young people. Each year in Wales there are over 5,000 emergency admissions to hospitals as a result of selfharm, while 300+ people died from suicide - three times the number killed in road accidents! 1 in 4 people have a mental health problem (Office for National Statistics, Psychiatric Morbidity), with 1 in 6 experiencing at least one common mental health problem such as stress, anxiety or depression in any given week (Office for LNG sie 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 2016/17 National Survey for Wales found that people living in more deprived areas have lower levels of wellbeing and of those adults a that lived in the least deprived areas, only 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 disorder 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 Wellbeing has worsened since the pandemic, and the negative impact on young people was catastrophic. 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. 14 Rhondda Netball has been a key catalyst for change in this area, 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 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 each week through our out-ofschool 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 a region as deprived as the Rhondda Valleys. ## CASE STUDY - SARAH BRAJER-HUGHES **Sarah is one of the longest-standing members of our Senior & Youth Programme, having been part of Rhondda Netball since our first “Back to Netball” sessions in 2017! Her commitment has been incredible, and she loves stepping onto the court each week with a team of ladies that have now become her close friends. It’s truly inspiring to see women like Sarah fully embracing everything Rhondda Netball has to offer - not only enhancing their physical wellbeing but also building lasting friendships and connecting with like-minded individuals along the way!** _**“I’ve made friends for life through rhondda netball, and i absolutely love it! from the moment I stepped onto the court back in 2017 to now, it’s been an awesome journey. rhondda netball is so much more than just physical activity - it’s a source of connection, confidence, camaraderie, and many other amazing benefits. i can’t imagine my life without it, and don’t see myself giving it up anytime soon!”**_ 15 **IMPROVING PHYSICAL WELLNESS AND ENCOURAGING PARTICIPANTS TO LIVE ACTIVE & HEALTHY LIVES** All of Rhondda Netball’s programmes encourage participants to live healthy and active lives. Our Key Leaders are excellent role models who play a vital part in us meeting this objective with so many girls under their leadership and influence. The UK has a 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, _**“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**_ Sport England, 2018), and we know that this divide worsened in girls aged 15+. We know studies have also shown that Covid had a further effect on female (and male) participation in sport. But young girls face barriers including low self-esteem and poor self-image that aren’t 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 wellbeing 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 69,500 this is even more impressive, and nothing else in Wales in the last few years could even come close to demonstrating this level of impact and these kinds of statistics on a Local Authority-wide basis. 16 ## PUBLIC BENEFIT In shaping our objectives for the period and planning our activities, the trustees have considered the Charity Commission’s guidance on public benefit and are satisfied that the charity meets the public benefit requirements through its activities and programmes. ## **Highlights from the period demonstrating public benefit include:** - 901 girls and women on average involved in our out-ofschool programmes and activities 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 7 - 65 in all five of the main communities in Rhondda, and 4 - 65 in three communities. - 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 be part of Rhondda Netball. **A small sample of the incredible feedback we’ve had from the local community during 2023/24, evidencing the benefit of Rhondda Netball, can be viewed below and on the next two pages...** michel￿ Louise Hutchings Tell me you absolutely k>ve your r￿tball family, wilhcArt tellin9 ffle #morLthin5POrt 11 I would personally like to thank you and RCT coaches for everything you have done for Marie over this last year, Marie has a older brother who has autism and learning diff iculties and I'm a single parent so it's so lovely that Marie has found something she enjoys for herself, her confidence has grown so much over this last year thanks to you and the coaches i just wanted to say I appreciate everything you do for Marie she goes to netball on a Wednesday with a smile on her face and comes out so happy, looking fO￿ard to the under 11's season. Rhondda Netball 7h.f) Our Incredible Community Coaches & Role Models 20231241 *" y" We love you! #morethansport #leaders #community Thanks again xxx 0029 ABSOLUTELY BEAMING WITH PRIDEIII She makes us so proud every single day but tonight she has topped itll! Ftrst netball presentation and she has only gone aftd won the Imost Valuable Player, award4• *a ¥ She has put her everything irito netball this season and we have seen her come on so much since the startl Massive thank you to all involved with the Ferndale team for teaching, supporting. encouraging and becoming big best friends to my dolly. Roll on next season Proudest parents ever tonight *qh 1 comment 434 plays Danielle Robyn My girls love their Femdale coaches in Ulls and Rascals. Thanks for the happiness you bring them girls ty" #FerndalefalConS￿ XX i Like Replv I want to thank you for everything you have done for Brooke & you being her coachl You are all amazing and brought her right out of her shelll I cant thank you enough xxx 22:18 IX, 18 #MOBE4THA Stephanie Davies A lovely night at the under 9 presentation. These ladies are just the best for these child￿nI Presentation ready and she loves itl She's so lucky to have these beautiful ladies in her life. Thank you x) much Rhondda Netball Chelsea Davies and Lauren Louise Smith. You mean the absolute world to her. Hiya laur Will you thank all your coaches and yourself for all the effort and love you put into the girls! You're all amazing and they love you all Very much! , Sooooo much V for this H You are ALL amazing and well and truly live to your motto #morethansport fr•V.•' xxxx l Repty Hide Tretyth¥WgrtadyforyoJ I"95 Prt5enraliort￿lI ,Imi-YC-.C.Riadi¢S Michelle Louise Hutc_ .. . Naomi James Jno 6 othws. What winning our netball leag￿ ILth like :. Love my netball family rhonddanetball .. ￿ 47 ott*s 141ikes Comments ocean5kyefern lob • bF author and what an amazingiob you alldo ￿x¥ Reply kath427 Ilost Valithble Player tOni9ht formy 9trt It's safe to sayshe is overthe moon with this tonight. she really wasn't expectin9 It. For someone whts wasn'tconfrdent to begin with and now has got the bug fornetbaii she absolutely love5 to take part. It's so nice to see heractually takrngpart in somethirfftg and$t￿kIng to rt . . Da lawn Ti E-R 19 ## ACHIEVEMENTS AND PERFORMANCE At the end of 2017, Rhondda Netball became Wales’ largest female sports participation initiative, and our in-person programmes and activities steadily grew until we saw a large increase after the “Covid” period, March 2020 - 31st August 2021. 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. We’ve simply endeavoured to do the best we can with the resources at our disposal. However, the trustees are delighted to report that even though Rhondda Netball has the associated problems that come with impacting so many people, the charity continued to see an average of just over 900 girls and women taking part in Rhondda Netball’s programmes and activities throughout 2023/24. Even though the average participation has slightly decreased, our model for sustaining participation has consistently proven to be successful, and our robust charitable operation has made great strides throughout 2023/24 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 positive financial strides, with 2023/24 proving to be a successful year financially speaking despite an increase in lots of costs as a result of inflation/national price increases. With a total income of £183,769 against expenditure of £169,525 for the year under review, the charity was able to fulfil all of its objectives during the year under review. Due to yet another increase in the National Living Wage for all ages, expenditure on our Community Coaches & Role Models was much greater than was anticpiated for the year under review back in 2021/22, when the current 5-year plan was established, but this was offset with reduced spend in other areas even though these reductions came at some operational cost. More detailed information on this front is available in the financial review on pages 26 - 29. ## **AN ADDITIONAL AGE GROUP ADDED TO OUR TONYREFAIL PROVISION** Rhondda Netball successfully expanded its activities in the Tonyrefail community during 2023/24. With the addition of Under 15’s, an average of 81 girls took part in our Tonyrefail Netball Club provision during the year under review. This achievement signifies the growing popularity of what we do since this success was also achieved despite challenging circumstances around facilities in the Tonyrefail community. Thankfully, the support of Tonyrefail Community school helped us overcome these challenges, as did our fantastic Community Coaches & Role Models led by Key Leader, Elicia Jones. 20 Thank you for a lovely afternoon: Willow and meadow really enjoyed and didn't stop talking about it until they went to bed! I'm sure they'll take lots from all your advice and support today wxx IRHONDD NETBALL #MORETHAN **Whilst the charity ran 5 main programmes…** ## **JUNIOR NETBALL CLUB PROGRAMME** Rhondda Netball has now established five community netball clubs in the five 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 10-15 with plans afoot to incorporate Under 9’s provision in the community as soon as possible. J ## **RASCALS PROGRAMME** ~~Saa~~ S 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 these age groups didn’t miss out, and this quickly became one of our most successful programmes reaching over 100+ children each week in three of Rhondda’s five main communities during the year under review. **SENIOR & YOUTH PROGRAMME** ~~SENIOR~~ YOUTH! The focus of this programme is to provide a “healthy activity-focused” sport and social 77 eh. 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 (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, 2023/24. 22 **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 huge moment for this part 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**_ > 23 **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, especially as this ties into making sure the initiative is sustainable from a leadership perspective. This programme enables young women to gain prestigous Netball Coaching qualifications, First Aid training, Safeguarding Children & Young People training, leadership and coaching training, and photographic evidence of community-focused work, as well as plenty of experience working in their local community for the benefit of others. 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 - LOIS DUTTON **Lois is one of our inspiring Community Coaches & Role Models who has been part of Rhondda Netball since the very beginning, in 2016! Once a young Rhondda girl who looked up to her own Rhondda Netball role models, Lois now has the incredible opportunity to lead, inspire, and make a meaningful impact on the lives of the next generation... and our Treorchy girls love her!!** _**“being a leader in rhondda netball has been the most rewarding experience of my life! joining the team here has completely transformed my confidence. as a child, i struggled with low self-esteem, but the belief and support from everyone at rhondda netball has changed everything for me. now, having the chance to inspire and impact many children week after week, has given me more than i could have ever imagined. it’s not just been about giving back - it’s also been about finding my own strength along the way!”**_ _**Lois, age 10 having a team photo at a Rhondda Netball Event.**_ **SISTERS, POPPY & DAISY SMILING WITH THEIR HEAD COACH, TAYLAR!** ~ 7) **WITH LOVELY FEEDBACK FROM MUM, CLAIRE JONES, DEPUTY HEAD OF** aula **DARRAN PARK PRIMARY.** — **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, Eleri, Carys, Ashleigh, Libby, Lucy, Ebony, Lois, Imogen, Mali, Aliyah, Erin, Isobel, Lexie, Megan, Mali, Kaisha, Neisha, Rylee, Bella, Olivia & Jaida** 25 ## FINANCIAL REVIEW The trustees are delighted to report that overall income for the year under review was £183,769, whilst total expenditure for the period was £169,525. This resulted in a surplus of £14,244. Given this followed an extremely challenging 2022/23, where the charity had to grapple almost on a weekly basis with inflation-busting increases on _everything_ , which saw the charity record a deficit of £7,950 for that year, the trustees were even more pleased with 2023/24 from a financial perspective. However, whilst the top line income and expenditure figures for the year under review will appear completely positive at face value with the charity recording a surplus, these figures were achieved with hard work on the income front, and at some operational cost to the charity on the expenditure front, with the Managing Director taking some bold steps to reduce spending in what was already a lean charitable operation relative to the charity’s size, reach and impact. This was mainly as a result of expenditure on our Community Coaches & Role Models ballooning during the year, with more hikes to the National Living Wage for all ages coming into force in April 2023 (ahead of Sepember 2023) and then again in April 2024. When the charity created its 5-year plan 26 for long-term sustainability covering 2022-2027, in partnership with an external grant-maker, in the middle of 2021/22, costs in this category were projected to be just £60,800. Instead, for 2023/24, they were nearly £15,000 more. Whilst the Managing Director implemented a whole host of cost-saving efficiencies to combat the key financial challenges, changes which saw expenditure reduced in almost every area from 2022/23, the two most significant changes we made were as follows... Firstly, we restructured our Community Coach & Role Model Development Programme and changed our leader:participant ratio to reduce costs by requiring slightly fewer leaders at Rhondda Netball activities. We also changed the criteria for identifying potential female leaders of the future, with a higher bar put in place to reduce annual intakes. Though this fundamentally creates slightly less surface area opportunity for aspiring young female leaders than previous years, when it was easier from a financial perspective to “take more risks” when it came to the development of future leaders, we’re confident that we struck a good balance during the year under review. All our Key Leaders agreed that our new approach, even though it’s put a little more pressure on their shoulders, was necessary after so many years of inflation have seen certain costs soar. Though some of them felt we could have potentially brought forward plans to significantly increase participant costs, there was an admission that this would disproportionately affect the most deprived participants and households, and that if we could avoid raising costs further during the year under review, we should endeavour to do this, so that’s what we did. Our second key adaptation was to slightly reduce our capacity across Rascals (Age 4-7) and Senior & Youth (Age 16+) Programmes on a spread-basis across 2023/24 & 2024/25, choosing instead to put a new - and more sustainable - model in place that could be expanded on this basis, we hope, from 2025/26 onwards. Both programmes still averaged nearly 300 participants each week during the year under review, and we feel this still represents an enormous success, certainly when compared to provision of the same type across Wales and the UK, even provision based in and around the country’s most densely populated cities and towns. We’re delighted to report that our strategic approach really helped us stop expenditure exploding, and during the year under review, our key areas of spending - our Community Coach & Role Model Development and Facilities - where per hour costs were, and continue to be, almost completely outside of our control (via Government policy and school/LA facility charges), saw only a £15,000 increase compared with what we projected costs to be for this particular year back in 2021/22. It could have been so much worse! The trustees are thrilled the charity was successful with its strategic approach, and that success was found with participation remaining “out of this world” even if there was a slight reduction in our overall capacity as previously explained. The trustees are also pleased to report that the unavoidable increases in costs in these key areas of spending, were mitigated in part by successful reductions in expenditure 27 in other areas. Though this wasn’t always without accompanying minor consequences, which the trustees and Senior Management Team accepted would be the case, the charity was able to reduce costs in more than four areas of expenditure in a climate where _everything_ cost far more than it did in 2021. An example of this, is marketing costs, which were reduced by nearly 50% during the year under review. It speaks to the roots the charity now has in the community that spending in this area could be reduced so drastically without causing too much of a dropoff in average participation. During the year under review, the charity received £86,238 in grants, £20,753 in sponsorship, fundraising events, community events income and GASDS eligible contributions, £7,500 from the charity’s Netball Universe Retail Partnership, and £1,550 from the Netball Universe Lotto (with a further £3,450 generated from this in September 2025). This income was key to the success of the year under review, and the Senior Management Team are thrilled income across these categories reached these levels during _another_ year of economic problems in the UK. 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 charity’s sustainability process. At £67,728 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, though at some level this does then create a diminishing return of sorts as too many can sometimes create enjoyment issues for some. 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. 28 36% of Rhondda Wards are intheTop 15% Most Deprived Regions of Wales RHONDDA NETBALL Legend Mosl deprived #MOR THAN Rhondda Netball operates in 58 wards throughout Rhondda. Of these, 21 wards are inthetop 15% and 16 wards are in the top 10 % Most Deprived regions in Wales vans Least 1 27.5% of Rhondda Wards are intheTop 10% Most Deprived Regions of Wales ka All researth was taken from Welsh Index of Muttiple Deprivation (WIMD) 2019 29 ## FUNDRAISING During the year under review, the charity spent £19,846 on direct fundraising costs. On the back of these fundraising efforts, the charity received £86,238 in grants, £20,753 in sponsorship, fundraising events, community events, donations and GASDS eligible contributions, £7,500 from the charity’s Netball Universe Retail Partnership, and £1,550 from the Netball Universe Lotto (with a further £3,450 generated from this in September 2025). The trustees believe these successes, 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 - represent a very strong return on investment. The day to day fundraising processes are overseen and managed by the Managing Director & Operations Manager 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. 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 achieved at the end of the year under review on 31 August 2024 when factoring grants received in advance of 1 September 2024 for the 2024/25 financial year. **==> picture [296 x 16] intentionally omitted <==** **----- Start of picture text -----**
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## RELATED PARTIES [ RELATED PARTIES Office costs for the year, including space, gas, electricity, water, phones, internet, paper, office-based printing and other office materials, 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 Rhondda’s six secondary schools; Ferndale Community School, Ysgol Nantgwyn, Treorchy Comprehensive School, Porth County Community School, Ysgol Gyfun Cwm Rhondda, and Tonyrefail Community School. This has enabled Rhondda Netball to create hubs for our provision and opportunities for girls and women in the five main communities of the Rhondda Valleys (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 for females in each community by prioritising Rhondda Netball’s use of their facilities at specific times throughout each week. 31 _**Celebrating in style at the end of year Under 11’s Presentation Evening!**_ 32 ## PLANS FOR THE FUTURE Rhondda Netball developed a clear strategic plan up to 31 August 2027 back in 2021/22. This strategy still directs current thinking, and the plan for 2024/25 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 2023/24 in a strong place. However, with certain costs soaring, particularly the National Living Wage for all ages, the trustees and Senior Management Team recognise that the strategic plan may need to be revised to 2029 following so many years of big economic changes since 2021. But until then, 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 2024/25 & 2025/26 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. ## **RASCALS EXPANSION** - ~~»~~ Rhondda Netball is aiming to expand the Rascals programme during 2024/25 or 2025/26 into 4 areas across the Rhondda (currently 3). This is in the hope that it will make the provision more accessible to those living in the Porth & Tonypandy communities of the Rhondda, increasing participation, and improving the lives of more young children throughout the Valleys. **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. 33 ## **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. ## CHILD AND ADOLESCENT MENTAL HEALTH TRAINING THIS TRAINING ALLOWS OUR COMMUNITY COACHES & ROLE MODELS TO... MODULE 1 INTRODUCTION TO MENTAL HEALTH MODULE 2 CHILD PSYCHOLOGY MODULE 3 - **KNOW THE IMPORTANCE OF CHILD PSYCHOLOGY IN MENTAL HEALTH PRACTICES.** ATTACHMENT AND RELATIONSHIP BUILDING IN CHILDHOOD ## MODULE 4 - **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.** 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 34 ## **LONG-TERM SUSTAINABILITY** - ~~>.~~ Continue to maintain a healthy balance between keeping charity activities affordable in one of ~~| an~~ the most deprived regions in the UK, whilst still ensuring activities are valued enough for users to make appropriate contributions that grow each year as the charity seeks to reduce its reliance on external grant income. - Work with the Local Authority to address the gross inequality issues between males and females in respect of the appropriation of public monies and how money is used to both develop and sustain male participation in sport without enough consideration of females. - Work with internal and external stakeholders to redevelop the charity’s long-term strategy for achieving sustainability as a result of huge price increases since the 2022-2027 strategic approach was created back in 2021/22. Whilst this requires the charity to focus on income and expenditure right across the board, the main issue the charity faces is the huge annual increases in the National Living Wage for all ages, see above. As explained in the financial review on pages 26 - 29, how the charity adapts to these changes is very important, and a delicate balance must be struck. We can’t simply take the approach of increasing participation costs ahead of schedule to cover increases, as this disproportionately impacts those from the most deprived households. ## **COMMUNITY ENGAGEMENT** - Develop our current Senior & Youth Programme and restructure participation to sustain all types - ~~wa~~ of women in the programme and provide space for those leaving Junior Clubs to stay involved. - > Further develop the culture of inclusivity and “netball for all” across our programmes, and the provision of more opportunities for leaders, participants and volunteers. ## **FEMALE ENGAGEMENT** - ~~a~~ Further develop our activities to better engage and provide participation opportunities and retain females in sport passed the age of 15 where the steep dropoff begins. - Continue to develop and deliver our programmes to be able to sustain the higher number of participants within capacity by developing more effective and passionate female leaders. Provide dedicated female activities via netball and non-netball activities. - > - Create an “I want to be a Community Coach & Role Model” culture amongst young female participants who show strong leadership potential, so that when they reach the age of 15, they are eager to enrol and play their part in giving back to the community as inspiring female leaders. 35 ## RISK ASSESSMENT The trustees are aware of factors both within and outside the charity’s control that are relevant to the achievement of its objectives, including relationships with personnel, key partners and funders, and have a risk management strategy in place which comprises: - A review of the risks at each trustee meeting. - The establishment of strategies and procedures to mitigate risks identified. The implementation of procedures designed to minimise any potential impact on the charity should those risks materialise. ## PRINCIPAL RISKS AND UNCERTAINTIES Rhondda Netball relies on income streams affected by the economic climate and Government spending policies. Fluctuations in these spending patterns may adversely affect the level of financial support available to the charity. In consideration of this risk we continue to seek multiple funding sources to ensure the charity is not overly reliant on any one source of income and to minimise the impact of 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, and of course, inflation and price rises, which has been _by far_ the most challenging financial aspect of the last three years since _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 big 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 weekends on top of our mid-week activities. 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. For this and many other reasons, influencing a change of direction is hard! 36 **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 to 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. With Rhondda Netball making a strategic effort to become the main extra thing all of its most key people are involved in beyond their day jobs, the charity has been able to remain a top priority to its most important people. The whole approach mitigates against Rhondda Netball losing its best people by supporting their 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. 37 HONDDA Ell&Rose Jenknns The confidwKe she ha8 grown her gelf slnce btt(xning pan of ihe neibau leam Is lthly io see (I ¥v(NTied a kn abthrt her aspeu •4 sl* wouldn'i feel confident or comfortable io ￿n clubs a8 she was afrakl of belng able io thrw the aciivlty) l ￿11 be Iwsi I have no Id Wllh nthball or how il dc fm ￿￿ble lo swrt ER In that aspe￿ • I don'i know levd she's at with neiball after the Seas￿ shes had i w see Ihal she is loving mkKrte and Is leaming slowty t "44IRHONDDA Last I was beaming pnde arKI I W￿1 lo ihank all as a team to have l&ken >Yxr lim io thlnk of these nMJlnees and lo Iw gl¥en ttWI, l(we r Irs nwnl $0 rn￿1 to ￿ s￿$ 8tlll on dfAKI 9 NETBALL IETBk_ Leekes Amazlng tearn also *- y￿ sPKxld b• so prtyA of you're sths (I did ty to ewne and you at the •KI of night I ￿(￿7 wanl to botlw y I1¥¢￿tKArt bth was unable io find you haha How rn￿Y of you Is It*f8 8tsff wi8e please. Enioy you're ￿ak and shall see yw for next season Soon You're home ## STATEMENT OF TRUSTEES RESPONSIBILITIES Charity law requires the trustees to prepare financial statements for each financial period/year which give a true and fair view of the state of affairs of the charity and of the movement in funds of the charity for that period. In preparing those financial statements, the trustees are required to: Select suitable accounting policies and then apply them consistently; - Make judgments and estimates that are reasonable and prudent; Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business. The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the charity legislation. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention of fraud and other irregularities. **ON BEHALF OF THE BOARD OF TRUSTEES:** ¢ v (PP. **I D Coles – Chair of Trustees** **Approved by the Board on 26 June 2025** a. 39 ## INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF RHONDDA NETBALL ## **Independent examiner's report to the trustees of The Rhondda Netball Foundation ('the Company')** I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 August 2024. ## **Responsibilities and basis of report** As the charity's trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act'). Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under Section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under Section 145(5) (b) of the 2011 Act. ## **Independent examiner's statement** I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe: 1. accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act; or 2. the accounts do not accord with those records; or 3. the accounts do not comply with the accounting requirements of Section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or 4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)). I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. Stephen J Smith FCCA Curtis Bowden & Thomas Limited Chartered Certified Accountants 101 Dunraven Street Tonypandy CF40 1AR 18 February 2025 40 ## STATEMENT OF FINANCIAL ACTIVITIES FOR THE YE ~~AR ENDING 31 A~~ UGUST 2024 |||||31.8.24|31.8.23| |---|---|---|---|---|---| |||Unrestricted|Restricted|Total|Total| |||fund|fund|funds|funds| ||Notes|£|£|£|£| |**Incoming resources from**|||||| |Charitable income||143,309|40,460|183,769|167,517| |**Resources expended on**|||||| |Charitable expenditure|2|123,614|45,911|169,525|175,467| |**NET INCOME/(EXPENDITURE)**||19,695|(5,451)|14,244|(7,950)| |**Reconciliation of funds**|||||| |Total funds brought forward||33,145|(3,761)|29,384|37,334| |**Total funds carried forward**||52,840|(9,212)|43,628|29,384| 41 ## BALANCE SHEET - 31 AUGUST 2024 ||||||31.8.24|31.8.23| |---|---|---|---|---|---|---| |||Unrestricted|Restricted||Total|Total| |||fund|fund|fund|funds|funds| ||Notes|£|£||£|£| |**Fixed assets**||||||| |Tangible assets|7|222||-|222|296| |**Current assets**||||||| |Cash at bank||112,877|(9,212)||103,665|84,729| |**Creditors**||||||| |Amounts falling due within one year|8|(60,259)||-|(60,259)|(55,641)| |**Net current assets/(liabilities)**||52,618|(9,212)||43,406|29,088| |**Total assets less current liabilities**||52,840|(9,212)||43,628|29,384| |**NET ASSETS**||52,840|(9,212)||43,628|29,384| |**Funds**|10|||||| |Unrestricted funds|||||52,840|33,145| |Restricted funds|||||(9,212)|(3,761)| |**Total funds**|||||43,628|29,384| The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 August 2024. The members have not required the company to obtain an audit of its financial statements for the year ended 31 August 2024 in accordance with Section 476 of the Companies Act 2006. The trustees acknowledge their responsibilities for - (a) ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and - (b) preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company. These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime. The financial statements were approved by the Board of Trustees and authorised for issue on 24 February 2025 and were signed on its behalf by: I Coles - Chair of Trustees 42 NOTES TO THE FINANCIAL STATEMENTS FOR THE Y ~~EAR ENDING 31~~ AUGUST 2024 ## **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. 43 ## **2. Costs of generating voluntary income** ## **3.** ||31.8.24|31.8.23| |---|---|---| ||£|£| |Direct Costs for Age 4-7, Age 8-15, Age 16+ and After-Schools Provision|33,752|32,700| |Direct Fundraising Costs|19,846|19,313| |Facilities, Community Coach & Role Model Development Programme|74,374|71,738| |Office Rent, Utilities, Phone, Broadband, Insurance & Maintenance|15,434|17,348| |Marketing, Design, Print, Postage & Stationery|3,635|6,980| |Events|12,442|10,958| |Kit, Merchandise & Activity Equipment|3,777|7,341| |Computer Equipment, Software & Website|2,561|3,174| |Sundries|269|257| |Accountancy, Financial & Business Support|3,435|5,658| ||169,525|175,466| |**Net income/(expenditure)**||| |Net income/(expenditure) is stated after charging/(crediting):||| ||31.8.24|31.8.23| ||£|£| |Depreciation - owned assets|74|99| Net income/(expenditure) is stated after charging/(crediting): ## **4. Trustees' remuneration and benefits** There were no trustees' remuneration or other benefits for the year ended 31 August 2024 nor for the year ended 31 August 2023. ## **Trustees' expenses** There were no trustees' expenses paid for the year ended 31 August 2024 nor for the year ended 31 August 2023. ## **5. Staff costs** The net movement in funds is stated after charging £51,361 (2023 - £52,013) 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|126,917|40,600|167,517| |**Resources expended on**|||| |Charitable expenditure|136,092|39,375|175,467| |**NET INCOME/(EXPENDITURE)**|(9,175)|1,225|(7,950)| |**Reconciliation of funds**|||| |Total funds brought forward|42,320|(4,986)|37,334| 44 |**6.**|**Comparatives for the statement of financial activities - continued**|**Comparatives for the statement of financial activities - continued**||||| |---|---|---|---|---|---|---| |||Unrestricted|Unrestricted
Restricted||Total|| |||fund||fund|funds|| |||£||£|£|| ||**Total funds carried forward**|**Total funds carried forward**
33,145||(3,761)|29,384|4| |**7.**|**Tangible fixed assets**|||||| ||||||Computer|Computer| ||||||equipment|equipment| ||||||£|| ||**Cost**|||||| ||At 1 September 2023 and 31 August 2024||||1,249|| ||**Depreciation**|||||| ||At 1 September 2023||||953|| ||Charge for year||||74|| ||At 31 August 2024||||1,027|| ||**Net book value**|||||| ||At 31 August 2024||||222|| ||At 31 August 2023||||296|| |**8.**|**Creditors: amounts falling due within one year**|||||| ||||31.8.24||31.8.23|| |||||£|£|| ||Other loans (see note 9)|||12,804|15,173|| ||Accrued expenses|||1,217|1,218|| ||Deferred income|||46,238|39,250|| |||||60,259|55,641|| |**9.**|**Loans**|||||| ||An analysis of the maturity of loans is given below:|||||| ||||31.8.24||31.8.23|| |||||£|£|| ||Amounts falling due within one year on demand:|||||| ||Covid Bounce Back Loan repayable over a period of 10 years|||12,804|15,173|| |||||12,804|15,173|| |eeey
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RHOF| ## **10. Movement in funds** |||Net|| |---|---|---|---| |||movement|At| ||At 1.9.23|in funds|31.8.24| ||£|£|£| |**Unrestricted funds**|||| |General fund|33,145|19,695|52,840| |**Restricted funds**|||| |Restricted Fund|(3,761)|(5,451)|(9,212)| |**TOTAL FUNDS**|29,384|14,244|43,628| |Net movement in funds, included in the above are as follows:|||| ||Incoming|Resources|Movement| ||resources|expended|in funds| ||£|£|£| |**Unrestricted funds**|||| |General fund|143,309|(123,614)|19,695| |**Restricted funds**|||| |Restricted Fund|40,460|(45,911)|(5,451)| |**TOTAL FUNDS**|183,769|(169,525)|14,244| |**Comparatives for movement in funds**|||| |||Net|| |||movement|At| ||At 1.9.22|in funds|31.8.23| ||£|£|£| |**Unrestricted funds**|||| |General fund|42,320|(9,175)|33,145| |**Restricted funds**|||| |Restricted Fund|(4,986)|1,225|(3,761)| |**TOTAL FUNDS**|37,334|(7,950)|29,384| **==> picture [383 x 82] intentionally omitted <==** **----- Start of picture text -----**
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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|126,917|(136,092)|(9,175)| |**Restricted funds**|||| |Restricted Fund|40,600|(39,375)|1,225| |**TOTAL FUNDS**|167,517|(175,467)|(7,950)| A current year 12 months and prior year 12 months combined position is as follows: |||Net|| |---|---|---|---| |||movement|At| ||At 1.9.22|in funds|31.8.24| ||£|£|£| |**Unrestricted funds**|||| |General fund|42,320|10,520|52,840| |**Restricted funds**|||| |Restricted Fund|(4,986)|(4,226)|(9,212)| |**TOTAL FUNDS**|37,334|6,294|43,628| A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows: ||Incoming|Resources|Movement| |---|---|---|---| ||resources|expended|in funds| ||£|£|£| |**Unrestricted funds**|||| |General fund|270,225|(259,705)|10,520| |**Restricted funds**|||| |Restricted Fund|81,060|(85,286)|(4,226)| |**TOTAL FUNDS**|~~351,285~~|~~(344,99~~1)|6,294| ## **11. Related party disclosures** There were no related party transactions for the year ended 31 August 2024. O42, ~ 47 ## INCOME BREAKDOWN AND OVERVIEW FOR THE YEAR ENDING 31 AUGUST 2024 **==> picture [405 x 283] intentionally omitted <==** **----- Start of picture text -----**
YEAR ENDING
31 AUG 24
AGE 4-7 PROVISION PARTICIPANT CONTRIBUTIONS £5,363
AGE 8-15 PROVISION PARTICIPANT CONTRIBUTIONS £46,277
AGE 16+ PROVISION PARTICIPANT CONTRIBUTIONS £16,088
CATEGORY A GRANTS (UP TO £4,999) £4,788
CATEGORY B GRANTS (£5,000-£14,999) £10,000
CATEGORY C GRANTS (£15,000+) £71,450
SPONSORSHIP, FUNDRAISING EVENTS, COMMUNITY EVENTS & £20,753
GIFT AID (GASDS ELIGIBLE CONTRIBUTIONS)
NETBALL UNIVERSE LOTTO £1,550*
NETBALL UNIVERSE RETAIL PARTNERSHIP £7,500**
£183,769
**----- End of picture text -----**
*Lower than 2022/23 but only because the remaining £3,450 was received in September 2024, which will be reflected in the charity’s 2024/25 annual report and financial statements. **Another great year for our retail partnership meant the charity was once again able to receive £7,500 in retail profit to support the ongoing work Rhondda Netball does throughout Rhondda. However, this financial target was more difficult to achieve during the year under review than in the previous accounting period, since manufacturing costs skyrocketed at the end of 2022/23 and throughout 2023/24. For 2024/25 and beyond, we may have to raise prices significantly in order to generate the same level of profit from our retail partnership, but this is something we’re always reluctant to do as a charity, since inflation and price rises always disproportionately affect low income households the most. The Senior Management Team will be working hard with our Key Leaders on this front so we can continue to see at least the same level of success moving forward with this income stream. ## EXPENDITURE BREAKDOWN AND OVERVIEW FOR THE YEAR ENDING 31 AUGUST 2024 ||**YEAR ENDING**| |---|---| ||**31 AUG 24**| |**COMMUNITY COACH & ROLE MODEL DEVELOPMENT**|**£74,374***| |**PROGRAMME AND FACILITIES**|| |**DIRECT AGE 4-7 PROVISION COSTS**|**£5,014**| |**DIRECT AGE 8-15 PROVISION COSTS**|**£16,039**| |**DIRECT AGE 16+ PROVISION COSTS**|**£10,999**| |**DIRECT AFTER-SCHOOLS PROVISION COSTS**|**£1,700**| |**EVENTS**|**£12,442**| |**ACTIVITY EQUIPMENT & KIT**|**£3,777**| |**MARKETING, DESIGN, PRINT, POSTAGE & STATIONERY**|**£3,635**| |**COMPUTER/TECH EQUIPMENT, SOFTWARE & WEBSITE**|**£2,561**| |**DIRECT FUNDRAISING COSTS**|**£19,846**| |**OFFICE RENT, UTILITIES, PHONE, BROADBAND,**|**£15,434**| |**INSURANCE & MAINTENANCE**|| |**ACCOUNTANCY, FINANCIAL & BUSINESS SUPPORT**|**£3,435**| |**SUNDRIES**|**£269**| ||**£169,525**| *When the charity created its 5-year plan for long-term sustainability covering 2022-2027, in partnership with an external grant-maker, in the middle of 2021/22, costs in this category were projected to be just £60,800. Instead, for 2023/24, they were nearly £15,000 more. This was almost entirely because of changes to the National Living Wage for all ages, which has led to the charity having to adapt significantly away from the original strategic plan, with many costs/outputs being slashed as a result. More information on this is available inside our financial review on pages 26 - 29. 49 L RHONDDA 're . tL]@fOLXQ JJ JJ JJJ j&'J J>J J Jai Ill fa Jf JJJ