for the Period Ended 30 April 2024
Directors report | |
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 30 April 2024
Directors
The directors shown below have held office during the whole of the period from
1 May 2023
to
30 April 2024
Secretary
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Secretary
for the Period Ended
2024 | 2023 | |
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£ |
£ |
Turnover: |
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Cost of sales: |
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Gross profit(or loss): |
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Distribution costs: |
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Administrative expenses: |
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(
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Other operating income: |
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Operating profit(or loss): |
( |
( |
Interest receivable and similar income: |
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Interest payable and similar charges: |
(
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(
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Profit(or loss) before tax: |
( |
( |
Tax: |
(
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(
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Profit(or loss) for the financial year: |
( |
( |
As at
Notes | 2024 | 2023 | |
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Fixed assets | |||
Tangible assets: | 3 |
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Total fixed assets: |
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Current assets | |||
Stocks: | 4 |
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Debtors: | 5 |
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Cash at bank and in hand: |
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Total current assets: |
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Creditors: amounts falling due within one year: | 6 |
(
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(
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Net current assets (liabilities): |
( |
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Total assets less current liabilities: |
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Creditors: amounts falling due after more than one year: | 7 |
(
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(
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Provision for liabilities: |
(
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(
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Total net assets (liabilities): |
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Members' funds | |||
Profit and loss account: |
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Total members' funds: |
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The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 30 April 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 30 April 2024
2024 | 2023 | |
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Average number of employees during the period |
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for the Period Ended 30 April 2024
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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Cost | £ | £ | £ | £ | £ | £ |
At 1 May 2023 |
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Additions |
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Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 30 April 2024 |
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Depreciation | ||||||
At 1 May 2023 |
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Charge for year |
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On disposals | ||||||
Other adjustments | ||||||
At 30 April 2024 |
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Net book value | ||||||
At 30 April 2024 |
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At 30 April 2023 |
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for the Period Ended 30 April 2024
2024 | 2023 | |
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£ | £ | |
Stocks |
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Total |
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for the Period Ended 30 April 2024
2024 | 2023 | |
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£ | £ | |
Trade debtors |
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Prepayments and accrued income |
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Total |
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for the Period Ended 30 April 2024
2024 | 2023 | |
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£ | £ | |
Bank loans and overdrafts |
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Amounts due under finance leases and hire purchase contracts |
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Trade creditors |
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Taxation and social security |
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Accruals and deferred income |
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Other creditors |
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Total |
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for the Period Ended 30 April 2024
2024 | 2023 | |
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£ | £ | |
Bank loans and overdrafts |
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Amounts due under finance leases and hire purchase contracts |
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Total |
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Over the past financial year, our organisation has continued to deliver affordable and inclusive tennis activities, making a meaningful difference in communities across the UK. Our work has focused on areas such as Norwich, Newham, Brent, Redbridge, Hillingdon, Southwark, and rural villages in Norfolk, including Reepham and Lyng. This year, we proudly extended our efforts to the deprived areas of Barking and Dagenham, as well as launching a new project in Southend, broadening access to tennis for underserved communities. Our coaching programmes engaged more than 2,500 individuals in weekly tennis sessions, and we have maintained a strong presence in the education sector by supporting over 80 schools. This support includes free tennis sessions for pupils, as well as mentoring, training, and resources for teachers, helping to embed tennis into school curriculums and encouraging lifelong participation in sport. To ensure tennis is accessible to everyone, we introduced tailored sessions for individuals with visual impairments, promoting physical health, social connections, and confidence. Alongside this, we hosted free open days and community events, focusing on reaching minority groups, disabled individuals, and women, further promoting tennis as an inclusive activity. We have also expanded our free parks tennis initiative, providing families with the opportunity to attend weekly sessions at no cost. This initiative is supported by a growing network of volunteers and funded coaches, making tennis accessible to families from low-income backgrounds. Revenue generated from our programmes has been reinvested to enhance community facilities, ensuring they are presented to the highest standards for public use. This includes prioritising maintenance and updates at venues requiring restoration to their original condition, as well as making improvements such as the installation of smart access gate systems to enhance user convenience and security. Additional investment was directed toward upgrading internal spaces at venues to better support the health and fitness goals of players, coaches, and staff. These improvements include enhanced facilities for storage, the administration of community services, and spaces that contribute to overall well-being. For retired adults and families, we have increased the number of free sessions offered each week at our venues. This expansion, made possible by reinvesting profits, has furthered our commitment to providing opportunities for diverse community groups. In collaboration with local authorities and organisations such as MIND, we have delivered targeted mental health initiatives, including programmes for women experiencing postnatal depression. Our continued partnership with volunteer-led clubs has supported their development with funding advice, facility management guidance, and assistance with development plans, ensuring all participants have access to high-quality tennis venues.
Our organisation is deeply committed to engaging with a diverse group of stakeholders to ensure their feedback and insights play a central role in shaping our activities and enhancing our community impact. The key stakeholder groups we work with, along with our methods of consultation and the actions taken in response, include: Local Tennis Clubs: We maintain strong relationships with local tennis clubs, providing ongoing support tailored to their needs. Engagement takes place through regular attendance at quarterly committee meetings and Annual General Meetings (AGMs), where we actively listen to their concerns and collaborate on development plans. Based on feedback, we have introduced initiatives such as additional training for club coaches and resources to enhance club programming. Local Authorities: Our partnerships with local councils are fostered through regular committee meetings and update bulletins. These relationships enable us to align our services with community priorities, particularly in underserved areas. In response to feedback, we have delivered targeted outreach programmes for minority groups and additional support initiatives for families in low-income areas. Local Schools and Facilities: Engagement with schools and community facilities includes organising free taster sessions, holding regular meetings, and providing feedback reports. These interactions have informed our development of tailored programmes that integrate tennis into school curriculums and after-school activities. Collaborations with charities have further enabled us to expand opportunities for pupils with disabilities and learning needs, ensuring inclusivity and equitable access to sport. Tennis Players and Parents: Players and parents are key stakeholders whose feedback we gather through surveys, discussion forums, and direct feedback forms. In response to their input, we have introduced additional family-friendly sessions, adapted coaching schedules to better accommodate participants, and increased opportunities for match play and recreational sessions. The Lawn Tennis Association (LTA): Our collaboration with the National Governing Body includes regular communication, joint initiatives, and alignment with national standards. This partnership has enabled us to access resources and insights that have improved the quality of our programmes and enhanced opportunities for all participants. Charities and Community Organisations: We have collaborated with several charities to create additional opportunities for individuals with disabilities, learning needs, and those in underrepresented groups. These partnerships have allowed us to deliver tailored sessions in schools and communities, breaking down barriers to participation and promoting inclusivity. Through these various consultation methods, we actively listen to our stakeholders and translate their feedback into tangible improvements. This collaborative approach enables us to continuously refine our services, create meaningful opportunities for all, and achieve a greater positive impact on the communities we serve.
Two directors received remuneration under the PAYE system - as detailed within the company accounts
No transfer of assets other than for full consideration
This report was approved by the board of directors on
23 January 2025
And signed on behalf of the board by:
Name: Christopher Evans
Status: Director