annual review 2018-19€¦ · the opportunity to train with youth national team coaches and within...

ANNUAL REVIEW

2018-19

CONTENTSWelcome . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Coaching and Workforce . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Competitions and Events . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Marketing and Communications . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Board and Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Progress against Key Strategic Plan Targets . . . . . . . . . . . . . . . . 18

Financial summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

League and competition winners 2018/19 . . . . . . . . . . . . . . . . . . 26

www.englandhandball.com

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Introduction from Chair Tracy Watkinson and CEO David MeliWelcome to the England Handball Annual Review for 2018-19. This review demonstrates the impact we have made over the last 12 months.

It has been another busy year. Among the highlights were:

• Eight clubs supported to achieve Pro-Active Club accreditation

• £7000 invested in 14 Pro-Active Club projects

• E-Learning site went live

• Geographic gaps in course-delivery workforce filled

• Four training camps combining delivery of Diploma in Sporting Excellence and National Youth programmes

• Goal-keepers Masterclass

• Successful proposal submitted for handball to become a BUCS recognised sport

• Updated membership system

• National Cup Finals streamed by BBC

• Kappa agreement adding to England Handball’s commercial partners

• England Handball was shortlisted in the top 3 for National Governing Body of the Year by the Youth Sport Trust

The development of the sport, with the clubs as our core market, is a continuous process and, although we’ve achieved plenty over the last 12 months, we are always looking at how we can do things better.

This ethos will help to grow our exciting, high-scoring, action-packed team sport.

Of course, we couldn’t do this all by ourselves and recognise the important role volunteers play. Their hard work, passion and enthusiasm is key to delivering the sport at all levels. As ever, our thanks go out to them.

WELCOME

@englandhandball@englandhandball@englandhandball

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PARTNERSHIPS3

School’s CompetitionThe growth of the school’s competition is a key focus area for England Handball.

Impact

Teacher CPD

The Partnerships team has facilitated 18 Introduction to Teaching Handball and six Advanced Teaching Handball Award courses to upskill teachers.

Competition

123 county finals events have been delivered across 36 Active Partnership areas, feeding eight regional final events.

• South East: 21 county final events delivered - 75% coverage

• East: 24 county final events delivered – 100% coverage

• East Midlands: 18 county final events delivered – 90% coverage

• West Midlands: 22 county final events delivered – 92% coverage

• London: 86 borough final events delivered – 67% coverage

• North West:11 county finals delivered - 69% coverage

• Yorkshire: 1 county final delivered – 8% coverage

• South West: 22 county finals delivered – 92% coverage

• Tyne & Wear: 4 county finals delivered – 100% coverage

A number of Handball club volunteers supported the delivery of county and regional final events by refereeing and table officiating.

Pro Active ClubsEngland Handball developed the Pro-Active Clubs accreditation programme based on Sport England’s Club Mark programme. Clubs are supported to demonstrate quality provision across their: playing programmes, duty of care/club welfare, knowledge of their members and community - and through their club management structures. An associated funding scheme has also been introduced to support clubs to engage with their local communities, and to help more people discover handball, and regularly engage in the sport at their local club.

Impact

Club accreditation

Support provided to eight clubs to become fully accredited Pro-Active Clubs. The clubs are Bideford, Brighton, Carshalton Titans, Reading, Newcastle, Medway Falcons, Northampton and Chelsea.

Support provided to three emerging clubs - working to achieving full accreditation - to meet initial criteria.

More People Engaged with Handball

£7000 invested across 14 PAC projects in 2018-19, enabling more than 550 new people to discover handball for the first time. More than a quarter of those people have continued to engage with handball regularly within club sessions.


PARTNERSHIPS4

University EngagementThe Partnerships team has developed relationships with 10 universities to embed our Introduction to Teaching Handball course within their teacher PGCE (or equivalent) programme.

Impact

More handball in schools

195 trainee teachers have been upskilled. Those teachers have introduced or developed handball activity within their placement schools. The schools have then participated in their local handball competition feeding the England Handball National Schools Competition. In many cases the trainee teachers have supported the delivery of the events through refereeing or table officiating.

BUCSThe National Partnership Manager and National Competitions & Events Manager submitted a successful proposal for handball to become a BUCS recognised sport.

Impact

Handball set to become BUCS recognised

Pending the successful delivery of a slightly tweaked university competition in 2020/21, handball will become a BUCS recognised sport for the 2021/22 season. This is a huge achievement for the sport and vital to the continued development and growth of the game in the education sector.

Reading Handball club, one of the clubs to become PAC accredited.


E-Learning site designed and operational This year has seen the e-learning site developed and go live. All the Coaching and Workforce staff have been trained on how to use the system.

Impact

Additional training opportunities

Clubs, members and outside organisations are able to access training for their staff and members in a format that has not previously existed. An example of this is the Table Officials course, where bookings from inside and outside the handball community have received positive feedback. We have and, will continue to use feedback to continuously improve the e-learning offer.

Courses Advanced Teaching Handball course

The Advanced Teaching Handball course has been developed to replace the QTS course. This year we have done a soft release of the course to allow our course delivery workforce to learn the course and tweak delivery where appropriate.

Impact

The Advanced course has been developed to fit the target audiences’ (teachers and trainee teachers) needs and wants. The content is now more curriculum focused and reduces the time commitment on teachers to attend.

Activator course

England Handball has created and released an activator course.

Impact

The course has been developed for people who want to deliver Try Handball. People wanting to get to know the sport at a level before committing to coaching, or clubs wanting to do informal community work, will also benefit from completing the course.

Additional

England Handball ran four free referee courses for clubs and piloted a new format. We will be looking at further development of the format in 2019/20.

COACHING AND WORKFORCE5


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Courses

Introduction to Teaching Handball

Introduction to Teaching Handball open

HLA

Advanced Teaching Handball Qualification

Activator closed

Referee Course

Open Level 1

Closed Level 1

RPL Level 1

Total courses

47

1

10

5

5

7

3

3

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COACHING AND WORKFORCE

WorkforceCourse delivery workforce were recruited to fill the gaps England Handball has geographically. A contract has been created for course-delivery workforce deployed in 2019.

Impact

Gaps in the course-delivery workforce have been filled and standards put in place.

Azolve Membership systemTrainingAll staff underwent training on the Azolve system, which has been updated a number of times.

Impact

Staff use the technology to its maximum potential to aid our processes and procedures, helping to stream line our operation.

DataA data cleanse took place to get rid of old or duplicated data.

Impact

Data sets are more accurate and streamlined.

Course BookingBlockers have been put on courses to restrict people booking on course who do not have the right credentials for that course.

Impact

Reduced administration time for England Handball and the customer, and a smoother customer journey.

Regional Academy

COACHING AND WORKFORCE7

Additional

• KS3 and KS4 documents created and live on the website.

• 108 courses organised, delivered and evaluated

• Work has continued with UK Coaching, and the relationship strengthened.

E-learning bringing improvements The e-learning platform has been a great addition for the table official’s course and for future course and learning opportunities.

Since going live we have had over 70 bookings for the table official’s course. There have also been very few issues with the system and usability.

The system also allows for digital certification of learners, while completion can be recorded in two places.

The platform has the potential to increase our reach and allow people to learn and develop at their own speed and time.


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Under-16 Regional Academy The Academies

This season England Handball has operated five Regional Academies with capacity for 16 Boys and 16 Girls in each. We are operating at 75% capacity and recruitment in our under-represented regions has been identified as a priority for 2019/20.

Impact

All regions had representation at our inter-regional development tournaments in December and April.

Coaching and RefereeingThis year England Handball trialled delivery of Level-1 Coaching and Refereeing programmes for players in the Under-16 Regional Academy. Approximately 50 players signed up on each programme. Level-1 referees were chaperoned and supported at the Regional Academy Tournaments in December and April They also had a two-hour workshop and rules tests. Opportunities for ‘deployment’ with our Partnership Managers in 2019-20 is being explored.Level-1 coaches had the opportunity to attend workshops with an affiliated England Handball tutor and to have their coaching assessed, coaching their Regional Academy peers. Final assessments will take place in July 2019.

Impact

Building the handball workforce, and providing opportunities for young players to explore other roles in the sport.

Under-18 Diploma in Sporting Excellence (National Academy)The Diploma in Sporting Excellence offers handball athletes aged 16-18 who have the potential to play at the top level to:

• Train in an elite environment, while

• Continuing in full-time education

The diploma has capacity for 40 players. England Handball has successfully retained 40 places on the DiSE programme for 2019/20 season.

The diploma is delivered in partnership with Loughborough College. Loughborough College provide specialist tutors in Nutrition and Strength & Conditioning as well as quality assurance for our other modules delivered by England Handball tutors.

This season England Handball successfully combined delivery of the DiSE programme and GB Youth National Teams programmes. Four training camps were delivered centrally at England Handball’s National Training Centre at Stoke Mandeville Stadium.

Impact

All players enrolled on the programme had the opportunity to train with Youth National Team coaches and within their specific-age categories.

The combined delivery also benefitted coaches. A CPD programme for performance / youth National Team coaches was implemented. This covered areas such as; mentoring, coaching the millennials & Goal Keeping.

PERFORMANCE

Under-16 and Under-17 Futures ProgrammePlayer Opportunities

For the second season running England Handball has assessed players in the pathway and established opportunities to enhance their development through additional training and competition.

This year boys’ and girls’ squads attended The Paris World Games and The Generation Cup (Viborg, Denmark).

Impact

This aspirational programme is a stepping stone for athletes aiming for the National Academy & Great Britain Youth Age Group squads. It also provides a platform for our pathway coaches to coach in competitive environments.

DiSE Alignment

The programme has been aligned to the DiSE & Youth National Team programme.

Impact

More efficient use of resources and reduced time commitments for coaches working across multiple stages of the pathway.

% of players from England Handball Pathway (DiSE/RA) in GB age-group squads based on last selection.

GB girls under-17s 75%

GB women under-19s 75%

GB boys under-18s 95%

GB men under-20s 70%

Case StudyGoal Keeper Masterclass

The Goal Keeper Masterclass with Mattias Anderson was a huge success with over 40 goal-keepers and 10 coaches attending. This included goal-keepers from the Performance Pathway and National Teams.

Mattias delivered a presentation outlining his thoughts and ideas of ‘who, what and how’ to develop goal-keepers as well as a practical, court-based session.

There was excellent social media engagement and feedback with 85% people saying it was a great experience and they would like to attend more events like this.

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PERFORMANCE


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University Championships: BUCS pathway England Handball submitted a successful proposal for handball to become a BUCS recognised sport. This follows three years of development to find the best way to develop the university programme, a process that has led to a number of different format changes.

Impact

BUCS recognition pathway established

A pathway has been established for the England Handball university championships to become BUCS recognised for the 2020/21 season. This will involve a new trial event during the 2019/20 season.

55 teams competed in the University National Finals in 2018/19.

Sustained Competition Structure National Cup Finals

The National Cup Finals were held at Derby Arena for a second year. It was also the second year of the weekend format, with male and female finals at under-16s, under-19s, National Shield and National Cup.

Impact

More people watching finals

The move to Derby Arena, and the weekend format, has proved a success with over 1,300 tickets sold over the two days of competition.

Under-14 CompetitionThe under-14 season closed with the National Open, the first ever National under-14 competition finals for clubs.

Impact

More opportunities for young players

18 teams competed in the National under-14 Open. The competition enabled a younger age group to experience tournament handball and enjoy more match time. The competition also helped support the growing number of youth clubs in the country.

COMPETITIONS AND EVENTS

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Membership SystemThe Azolve membership system was updated to make it easier to track members qualifications.

Impact

Club Development and Safeguarding

The streamlined system supports the on-going development of clubs and members by allowing England Handball to track club coaches, welfare officers and identify training opportunities in each area/region.

This updated system also meets the NSPCC: CPSU criteria for standards and tracking.

Case StudyCreating a sustainable competition pathway

The Under-16 and Under-19 competition followed the same format for the first time in the 2018/19 season. This is part of the development of a competition structure, which flows through the England Handball pathway.

Improvement is a continuous process. For example, 2019/20 will see further focus on regionalised rounds, before national play-offs. This is designed to reduce the amount of travel for teams.

The ultimate aim of any developments is to improve the quality of the competitions and support the junior sections of clubs.

COMPETITIONS AND EVENTS


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Media CoverageEngland Handball has focussed on securing media coverage in regional and local media. The strategy ensures stories about a team’s success, or a human-interest story, are more relevant to the area and, therefore, more likely to be noticed by people consuming the media.

England Handball has also had success in securing national media coverage when the BBC live-streamed the National Cup finals.

Impact

19 articles/features in local and regional media and BBC live streaming of National Cup finals, increasing the profile of handball.

Communications DiaryThe Marketing team put together a Communications Diary for the year. The diary highlights key national/international, and sporting events which handball can get involved in to increase the sport’s profile, mainly via social media. Examples included #BigThankYou, Coaching and Workforce Week, International Women’s Day and the Oscars.

Impact

Handball associated with key events, and heavily-searched #tags on social media, helping to raise the profile of the sport.

Website DevelopmentsKey website developments in 2018/19 included:

• Making the club secure fixture/results area more mobile friendly

• Free resources download area

Other areas of development, such as improving the ‘flow’ of the website have been identified and will be future projects.

Impact

Improving the use-ability of the website for clubs. Traffic driven to website as users take advantage of resource area. More than 1,800 downloads of resources since this area launched in October 2018.

MARKETING & COMMUNICATIONS

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Twitter followers growth: 357

Facebook likes growth: 322

Instagram followers growth: 220 (since September 2018).

CommercialEngland Handball announced a three-year deal in August with Kappa as its official apparel partner.

Under the agreement Kappa – recognised as an established brand in handball - supplies the England Handball Regional Academies, Diploma in Sporting Excellence students, tutors and staff. In addition, England Handball clubs will benefit from the partnership as they will be able to purchase Kappa handball kit at a 40% discount.

The deal with Kappa added to England Handball’s commercial partners of Bishop Sport and Leisure, Pulseroll, Quickplay, and Trimona.

Case StudyInternational Women’s Day Social Media Campaign

England Handball contacted female coaches, and participants of Poole Phoenix’s Handball Mamas project, asking if they would take part in the organisation’s social media for International Women’s Day.

The participants sent images in the recommended pose for the #BalanceForBetter theme. These images were incorporated into a designed template, and then scheduled to go out on social media at regular intervals on International Women’s Day.

The social media posts got good engagement with 8548 impressions and an average engagement rate of 7.48%

MARKETING & COMMUNICATIONS


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The Board

The Board of Directors consists of ten Non-Executive Directors including the Chair. The Chair and four of the Non-Executive Directors are membership-elected and five are appointed Independent Members. All Directors sit on the Board for a four-year term and are able to seek re-election or appointment for a further term.

The Board meet six times a year and all subsidiary committees and advisory groups report into the Board. The current Board members are:

Tracy Watkinson Non-executive Chair, Membership-Elected

Sue Whitehead Non-executive Director, Membership-Elected

Clare Henderson Non-executive Independent Director

Marc Fayemi Non-executive Director, Membership-Elected

Chad Ehlertsen Non-executive Director, Membership-Elected

Amanda Bennett Non-executive Independent Director

Diaraye Diallo Non-executive Independent Director

Heather Williams Non-executive Independent Director

Paul Shapiro Non-executive Independent Director

Chris Smith Non-executive Director, Membership-Elected

Priority Items

The board and management team met in September 2018 to discuss the current England Handball strategy. The issues, ideas and thoughts of clubs put forward in the 2018 satisfaction survey and at the club conference were at the forefront of minds as each section of the strategy was scrutinised. A list of priority items was drawn up during the meeting. After a period of reflection, analysis and careful consideration four priority items for the board and staff were agreed at the November Board meeting.

Governance, Safeguarding, Stakeholder Engagement and Data Metrics are priority items which form a virtuous circle that supports, strengthens and guides all that we do. Progress and success in one area helps us achieve more in another. With shared values, clear objectives and by working together we will improve and strengthen all that we deliver.

BOARD AND GOVERNANCE

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Governance

Priority - Improve governance within the association. Mobilise priority items to drive improvement for members, enhance strategy delivery and support growth towards Handball being a safer, more sort after, thriving, successful sport.

Actions• Board and staff away-day organised after

roundtable discussions at 2018 Club Conference.

• Priority Items created after careful consideration of satisfaction survey responses, roundtable discussions and away-day discussions with Executive Staff.

• Commitment to openness, transparency and accountability made and published.

• Creation of email to membership following each board meeting.

• Bespoke email address for receipt of feedback from membership created.

• Invitation to feedback offered to membership after publication of board meeting highlights.

• Governance section of the website developed.

• Email to membership published on web-site to develop reach and improve communication with membership.

• Priority given to strategic discussions at board meetings.

• Quality of minutes improved, period from creation to publication shortened.

• Governance structure reviewed through additional meetings for directors.

• Risk management prioritised in all meetings and discussions.

• New Terms of Reference for the Audit and Governance Committee created.

Safeguarding

Priority - To improve levels of safeguarding across the sport through the introduction of an agreed standard.

Actions

• Safeguarding has been made a standing agenda item at board meetings.

• Extensive work has been undertaken by board members and the CEO to produce a new Safeguarding Standard.

• The board has received training from the Child Protection in Sport Unit.

• The standard is being used to assess what processes need to change and to articulate how risk is managed.

• A project to define how the new Safeguarding Standard will be implemented has been commissioned.

• Follow-up actions for the new standard will be communicated to clubs.


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Stakeholder Engagement

Priority - Create a full engagement plan for the season covering the specifics of the offer to clubs and all touch-points.

Actions

• Quarterly meetings with clubs mandated for the entire year.

• Prescription to record key issues, actions and agreements during interactions. Follow up discussions to take place, records to be kept.

• Satisfaction surveys to be offered to clubs following every meeting.

• Clubs to be surveyed annually to understand their needs.

• Stakeholder Engagement reviewed by Directors and CEO in additional meeting and follow up discussions.

Data Metrics

Priority - Invest in Data Metrics to facilitate tracking, assessment, measurement of progress and quantification of impact. Utilise in reports, assist with compliance, develop evidence based decision making and promote to maximise growth and fulfilment of potential. Employ to highlight the diversity and inclusiveness of Handball.

Actions

• Data Metrics incorporated into CEO report.

• Competitions data used to highlight and evidence the generosity, hard work and success of England Handball volunteers running clubs.

Meeting StructureBoard meetings focus on 2-3 key strategic discussion topics and there is now a standing agenda item on Safeguarding, given its importance. This ensures that best use is made of the time available for meetings and to capitalise on the skills, knowledge and experience around the table. All Board meetings were completed and quorate.

Risk Management The Board maintains regular and effective oversight of the risks facing England Handball by reviewing and addressing the principal risks at every meeting. Whilst risk management is delegated to the executive team, the Board adopts a robust approach to risk, scrutinising and updating the risks and issues facing the organisation. The England Handball Risk Strategy will be reviewed in September 2019 to ensure it remains relevant and sufficiently robust.


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Committees and Advisory Groups

Governance

England Handball has ensured that the Governance, Strategy and Impact section of our website is regularly updated with the minutes from each board meeting. This maintains the organisation’s compliance with the Code for Sports Governance.

Board Directors are looking to provide an additional level of governance support by establishing committees and advisory groups. This will commence with the forming of an Audit and Governance Committee. This committee will help with policy review, reviewing the annual audited accounts and maintaining an oversight of England Handball’s governance arrangements.

Diversity

The Board maintained its commitment to ensuring the diversity of the organisation. All roles or positions advertised during the year were open to all applicants regardless of race, background or sexual orientation. The positive ratio of female to male directors on the Board has also been maintained with 60% female representation, while BAME representation is 20%.

Compliance with the Code for Sports Governance

As well as achieving at least 30% men and women on the Board, England Handball has achieved compliance across all 58 requirements of the Code for Sports Governance. This not only ensures England Handball continues to meet Sport England funding requirements, Code compliance enables England Handball to operate to the highest standards of governance.

Directors’ attendance at Board meetingsDuring the year the attendance level of directors at each board meeting was as follows:

May 2018 – 9 of 10 directors in attendance

July 2018 – 10 of 10 directors in attendance

September 2018 – 9 of 10 directors in attendance

November 2018 – 9 of 10 directors in attendance

January 2019 – 8 of 10 directors in attendance

March 2019 – 9 of 10 directors in attendance.


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KEY STRATEGIC PLAN TARGETSEngland Handball is two years into 2017-21 funding cycle Strategic plan.

Below shows the progress the organisation has made against key metrics across our priority areas of work.

Education sectorPrimary schools

Target for 2021

Deliver festivals in 10 counties across England.

Achievement

In the last year England Handball has delivered 42 festivals in 11 counties for a total of 287 schools.

Secondary Schools

Target for 2021

1550 teams and 20,000 students taking part in our National Schools competition.

Achievement

Figures for last year show that 1730 teams from 750 schools and 20,760 students competed in England Handball’s Under-13 and Under-15 competitions – around 22% of the total schools in England.

Higher Education

Target for 2021

100 teams from 45 universities taking part in a BUCS recognised competition.

Achievement

56 teams representing 33 universities took part in this year’s competition. We also received confirmation of a pathway to BUCS recognition for 2020 that should see more teams and universities competing in future events.

Target for 2021

Five universities with handball qualifications embedded in their teacher training/sport-related courses.

Achievement

Introduction to Teaching Handball qualification embedded in relevant courses at 10 universities across the country.

Additional

England Handball recognises there is still work to be done in terms of making its courses as accessible as possible in terms of cost and learning time - to enable as many people as possible to become qualified.England Handball is also beginning work to develop a coaching philosophy for the organisation, and to continue the work to build data and information to better understand the needs of our customers.


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KEY STRATEGIC PLAN TARGETSCommunity Handball England Handball has developed more materials and resources related to our Try Handball product. However, this area of our work is currently less of a focus for us given the resources and capacity at our disposal. Information can be downloaded from our website and the Try Handball equipment pack can be brought online to enable people to deliver informal activities.

Clubs and CompetitionsClub Development

Target for 2021

Clubs working towards an agreed, England Handball developed, quality standard.

Achievement

Pro-Active Club programme created to support clubs to become more sustainable. 10 clubs that have achieved the standard with a further three well on the way – making up around 20% of our total clubs.

Target for 2021

Greater visibility of the sport within the media.

Achievement

National Cup Finals live streamed on the BBC Sport website and an increase in the number of articles and press releases being picked up in local and national media outlets. In addition, we now have over 9200 followers on Twitter and a regular programme of social media interaction.


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KEY STRATEGIC PLAN TARGETSTraining & Deployment Variety of Course Formats

Target for 2021

To enable club coaches to access a range of appropriate training courses.

Achievement

In the past year a new e-learning platform has been introduced. This allows England Handball to create more accessible and cost-efficient courses for all individuals regardless of their level. England Handball is also looking at the structure and content of its course portfolio to make sure that it continues to meet the needs of the workforce.

Tutor Workforce

Target for 2021

More of England Handball’s higher qualified coaches becoming part of the tutor workforce.

Achievement

Throughout the last 12 months England Handball has continually sought ways to recruit more tutors from within our club network. There has been success filling some geographical gaps. However, England Handball is keen to see more of experienced coaches join the delivery workforce.

Workforce Development

Target for 2021

Training a workforce to meet the needs of participants at a variety of levels and in selected geographical areas.

Achievement

Over 90 courses delivered in the last 12 months across England Handball’s portfolio of qualifications, training almost 1300 coaches, leaders and officials. These are spread throughout the country as England Handball looks to meet the demands from customers - seeking to provide more handball opportunities.

Additional

We are still investigating ways to measure handball delivery within these areas of the education sector so that we can build up a clearer picture of the level of participation.


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KEY STRATEGIC PLAN TARGETSCompetitions

Competitions: Junior

Target for 2021

Competition opportunities at Under-9, Under-11, Under-14, Under-16 and Under-19 levels.

Achievement

Well-established events for Under-14, Under-16 and Under-19 age groups. In addition the growth in numbers taking part in primary school festivals is building a participation base that England Handball will look to transfer in to more formal competitions for the younger age groups over the next two years.

Competitions: Senior

Target for 2021

Introduction of a new Championship level for women introduced and two-tier leagues at regional level, and maintenance of existing national league format for men and women.

Achievement

Rebranding of the Premier Handball League has helped to consolidate that level of competition, but challenges still remain with finding a cost effective but competitive format to suit the requirements of teams. Options for new competition structures that will cover all senior competition levels are being discussed with clubs for possible introduction in 2020.

Talent

Target for 2021

Increasing access to performance coaches and to have at least 35% of National Programme athletes making a GB squad longlist or their Premier League debut.

Achievement

Changes to the delivery of the regional academy programme have enabled England Handball to more than double the number of contact hours players have with coaches from 30 to 64 over the course of a season. Figures from recent GB squad lists show that English players, on average, make up more than 75% of those selected across the junior and senior squads.

Additional

Discussions are continuing to establish county performance centres and a University High-Performance centre to assess whether these will make effective contributions to the talent pathway.


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KEY STRATEGIC PLAN TARGETSCommercial Funding

Target for 2021

50% dependent on public funding for our income.

Achievement

England Handball figures for the financial year show that Sport England funding makes up less than 40% of its annual turnover as England Handball managed to increase its own sources of revenue and access other funding streams.

Brand

Target for 2021

More consistent messaging across all of platforms.

Achievement

Over the last twelve months, England Handball has developed new imagery and logos for its competitions and also put in place standard messaging formats. There is still more work to be done in this area but there is greater awareness of England Handball and the sport in general on a variety of media channels.

Customer Knowledge

Target for 2021

England Handball to have greater understanding of its club and school competitions as well as a clearer picture of customers’ preferences.

Achievement

England Handball carries out annual sat-isfaction surveys with clubs to gauge their feedback on our activities. This helps us to look at how programmes in the future might need to be developed and to review existing delivery. England Handball also receives data on its national schools competition at the end of each academic year, enabling it to analyse geographical trends and areas that may need further support.

FINANCIAL SUMMARY23

Summary

We are now half way through the current funding cycle and our new staff structure and delivery model is fully bedded in. There have been no long term staff vacancies throughout the year, which means we have been operating at full capacity.

England Handball produces a budget every year, which is approved by the Board. The final results show an increase in income against the budgeted amount, which has been exceeded by accounting expenditure. These included the writing off of a couple of major items of rolled over funding from previous years. Overall this resulted in a deficit for the year, which has slightly impacted on our overall financial position in terms of our reserves but not in terms of meeting our obligations.

Our external auditors have reviewed the accounts and have given us a clean audit report.

Income & Expenditure AccountOur income this year increased compared to the previous year due to us receiving a growth in the funding received for our DiSE programme and higher than anticipated receipts for junior tournament entry fees. Total income was £822,752 in 2018/19 from £760,589 in 2017/18.

As set out by Sport England, we have continued to try and look at other sources of income which has included other grant agencies such as the European and International Handball Federations. This is a particularly challenging area for smaller governing bodies and whilst we have been successful in the areas highlighted above, the accessing of commercial funding still proves difficult. We have also taken the difficult decision to close our online shop due to the high running costs of this activity. This has been replaced by royalty payment agreements negotiated with suppliers.

Combined membership and tournament fees have increased once again, reflective of a stabilising of player registrations but an increase in the number of teams competing in our junior competitions, even though the cost of membership remained unchanged for the sixth year in a row. Although DiSE funding has increased our coaching course income was down on the previous year. We are looking at the structure of a portfolio and a mixed delivery model to hopefully provide opportunities for growth in the future.

A full staff structure and delivery of activities meant an increase in staff costs.

The net result was a deficit of £23,562 (2017/18: Deficit £789) for the year, which does mean that there will be no payment of corporation tax of for the year.


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FINANCIAL SUMMARYBalance Sheet

England Handball has maintained a cautious policy of matching income to expenditure, which in practice means that income is not counted until the relevant expenditure happens. That prevents grant income inflating any surplus ahead of the committed expenditure. We have continued the practice by either deferring income or accruing for future expenditure and this is a major item in the balance sheet, particularly in Creditors: Amounts falling due within one year.

The deficit incurred this year meant our reserves dropped to £112,098 (2017/18:£138,446). This does mean that they fall slightly below the target of having reserves equal to 15% of total income – coming in at just under 14%.

The finance team have continued to work hard during the year with regards to the management of debtors and creditors and the control of cash. The Association remains in a positive cash position with income and expenditure payments in line with good practice for an organisation of our size.

This Year Last YearAssets

Fixed Assets 5,275 4,054

Debtors 83,606 106,897

Cash 197,406 181,631

Liabilities

Creditors 173,650 153,630

Other Liabilities 539 596

NET ASSETS 109,598 138,446

Balance sheet (KEY ITEMS ONLY)

This Year Last Year £ £From what we do

Player Registrations 71,229 79,768Player International Transfers 456 904Other Sales 57,110 7,127Coach Education Courses 42,028 60,140Performance Income 18,147 16,570Online shop 6,893 43,902DiSE Funding 221,091 115,467

Our Trading Income 416,954 323,878

From elsewhere

Grants Received 392,048 430,211Grant from European Handball Federation 13,750 6,500Our Supported Income 405,798 436,711

OUR TOTAL INCOME 822,752 760,589

Where did the money come from?


FINANCIAL SUMMARY25

This Year Last Year £ £For what we do

Purchases 12,900 2,882

Online Shop 11,740 27,278

Facility Hire 8,912 152

ASSE Costs 11,987 23,770

Coach Education 37,762 49,473

Competition Expenses 133,219 82,829

Our Trading Costs 216,520 186,384

Supporting what we do Staff Costs 475,474 433,016

Travel Costs 53,152 41,820

Office Running Costs 67,348 70,365

Professional Fees 20,791 19,387

Other running costs 11,311 8,199

Depreciation 1,718 1,499

Our Supporting Costs 629,794 574,286

Taxation 0 708

OUR TOTAL COSTS 846,314 761,378

Where did the money go?

THAT LEFT A DEFICIT OF £23,562


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Adult Leagues• Women’s Premier Handball League: Olympia• Men’s Premier Handball League: London GD• National League South: Carshalton Titans• National League North: Liverpool• Women’s South East Regional League Tier 1: London GD II• Women’s South East Regional League Tier 2: Brighton• Men’s South East Regional League Tier 1: Oxford University• Men’s South East Regional League A: Chelsea II• Women’s North Regional League: Liverpool• Men’s North Regional League: Newcastle Vikings• Women’s Midlands Regional League: Northampton• Women’s South West Regional League: Bristol• Men’s South West Regional League: University of Bath

Adult Cup Competitions• Women’s National Cup: West London Eagles• Men’s National Cup: Warrington Wolves• Women’s National Shield: Northampton• Men’s National Shield: Essex Hurricanes

Junior Leagues• Girl’s Under-19 Competition: Stroud• Boy’s Under-19 Competition: Warrington Wolves• Girl’s Under-16 Competition: Stroud• Boy’s Under-16 Competition: West London Eagles• Girl’s Under-14 Competition: Essex• Boy’s Under-14 Competition: Trafford

University Championships• Women’s Cup: University of Warwick• Women’s Plate: University of Chichester• Men’s Cup: University of Bath• Men’s Plate: University of Birmingham

LEAGUE AND COMPETITION WINNERS 2018/19

annual review 2018-19€¦ · the opportunity to train with youth national team coaches and within...

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