The 2024–25 financial year was one of the most significant and transformative periods in the recent history of Wrexham Tennis & Padel Centre (WT&PC). Over the course of the year, we completed major redevelopment work at the Centre, welcomed new staff into the organisation, and substantially refreshed our Board of Trustees. At the same time, we expanded our sporting offer with the introduction of two exciting and fast-growing racquet sports: padel and pickleball.
Inevitably, a year of such significant change brought its challenges. Redevelopment works created disruption to our normal operations, with tennis programmes briefly relocated to redeveloped outdoor park courts at Bellevue and Acton, with our Plas Coch Road site completely or partially closed for several months. These changes were undertaken with a clear purpose: to strengthen the long-term sustainability of the Centre and to ensure that we continue to provide high-quality sporting opportunities for the community.
Wrexham Tennis & Padel Centre is now a thriving and vibrant destination. As a charitable organisation, our purpose is not simply to operate sports facilities but to create opportunities for people of all ages and backgrounds to enjoy racquet sports, develop their skills, and be part of a welcoming community. Throughout the year we have continued to see the positive impact that sport can have, whether through junior development programmes, social play, competitions, or simply providing a place where people can come together and stay active.
One of the highlights of the last calendar year was hosting the Lexus Wrexham Open, which brought high-level competition to the Centre and showcased our facilities to a wider audience. The event was the best attended ITF World Tour W100 indoor event worldwide whilst over 60,000 hours of play were watched via BBC iPlayer. Events such as this play an important role in raising the profile of the charity while also inspiring players of all ages and abilities. It would not have been possible for us to host such a high-level event without the growth and transformation that took place in the months prior, which included the complete refitting of lights in our indoor hall, with thanks to grant funding from the Welsh Government and the LTA.
Behind the scenes, the appointment of new staff and trustees has brought fresh energy, expertise and ideas to the organisation. As a charitable company, the strength of our governance and leadership is essential to our long-term success, and I would like to thank both our staff team and fellow trustees for all their efforts. I would also like to extend my sincere thanks to the many people who make our work possible. Our coaches, volunteers, partners and supporters all play a vital role in creating the welcoming and inclusive environment that WT&PC is known for. Their contribution, often given quietly behind the scenes, is invaluable.
Looking ahead, the work undertaken during the past year has laid strong foundations for the future. With improved facilities, new sports, and a refreshed team guiding the organisation, we are well placed to grow participation and expand the opportunities we offer to our community. We look forward with optimism to the next chapter and to continuing our mission of making recreational sport more accessible for all.
The trustees present their annual report and financial statements for the year ended 30 September 2025.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity's governing document, the Companies Act 2006, FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Charities SORP "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)".
Wrexham Tennis & Padel Centre’s charitable objects are as follows:
The promotion of community participation in healthy recreation in particular by the provision of facilities for the playing of tennis.
The advancement of physical education of young people in particular by provision of facilities for playing tennis.
Wrexham Tennis & Padel Centre is the largest indoor tennis facility in Wales and one of the largest in Great Britain. With 12 indoor and outdoor tennis courts, 3 covered padel courts and a growing number of pickleball courts, we are committed to offering inclusive access to sport and creating a safe, welcoming community for all visitors.
We provide a range of facilities and services directly to members of the public, either on a pay to play basis, or on a rolling monthly payment plan. We offer our tennis, padel and pickleball courts available to hire by the hour. We also provide tennis coaching for juniors and adults, as well as our newly introduced coaching and social sessions on padel. Pickleball court-hire has been available thus far, with further plans to introduce social and coaching sessions soon. Our team also work hard to deliver sports in the community, with regular visits to schools and an offering for local community groups to access our centre on a regular basis.
In 2021, the Board of Trustees set out five key strategic objectives, and the summary below highlights some of our key achievements against these objectives in the last financial year.
1. Provide a first-class venue by investing in our facilities, making it the number one venue of choice for players and events
On Wednesday 29th January 2025, WT&PC re-opened following a £2.5million transformation project. The project benefited from investment from the UK Government through the UK Shared Prosperity Fund, as well as additional funding from Sport Wales and Wrexham County Borough Council.
The project resulted in the delivery of three new covered padel courts - the first in the region; the resurfacing of all outdoor courts, and installation of flood lighting for four outdoor courts. Indoors, the redevelopment led to the considerable upgrade of community spaces, with a newly designed café and social space available for customers. Newly fitted toilets and changing facilities, a newly fitted kitchen, and the introduction of a flexible meeting space available for hire, all improve the experience of visiting the Centre and have contributed to our ability to utilise our centre for major events such as the Lexus Wrexham Open.
In March 2025, the indoor tennis hall underwent a major transformation as new LED lighting was fitted on all 7 indoor courts, and on the two pickleball courts. The installation was made possible thanks to grant funding from the Welsh Government, and the LTA, and as a result, enabled WT&PC to host a W100 ITF event; the highest level of competition on the ITF playing circuit.
Alongside investment in new facilities, improved systems for routine maintenance have been introduced to ensure that the centre’s facilities are properly maintained to ensure their long term future.
2. Increase tennis participation for all, through recreational programmes, a progressive player pathway and competition structures
During the year the Board has placed increased emphasis on strengthening governance, monitoring and reporting across the charity’s activities. Historically, participation data was not systematically captured, limiting the centre’s ability to demonstrate its reach and community impact.
Work has now begun to collate activity data through our booking systems, and we thank the staff team for undertaking this work. As these systems record bookings rather than individual participants, the figures reported below represent activity levels rather than unique individuals, as many participants attend multiple sessions throughout the year.
Improving the quality of participation data remains a priority for the Board, and further work is planned to enable more detailed reporting of individual participation and community reach in future annual reports.
Key highlights for the year include:
A total of 1,119 bookings were recorded across structured coaching programmes, including 728 junior bookings and 391 adult bookings.
10,038 public court bookings, including 4,784 padel bookings, reflecting the growing popularity of all racket sports at the centre.
Alongside regular programmes, the charity continued to expand its community engagement. Nineteen school roadshows were delivered during the year, while two open days attracted 452 attendees, helping to introduce new participants to tennis and padel. In total, 2,806 new contacts were created during the year, allowing us to reach more people across our community.
Player Pathway Development
For much of the 2024–2025 reporting period the centre operated without a Programme Manager and the coaching programme remained in a consolidation phase. The appointment of a Programme Manager in August 2025 has enabled a renewed focus on reviewing and strengthening the player development pathway from introductory participation through to performance tennis.
The player pathway for junior tennis begins with recreational programmes such as LTA Youth, and we have now introduced a player identification process to help coaches recognise emerging talent. Identified players are offered progression into the ‘Future Stars’ programme, a structured programme for development, with those regularly competing able to progress into the performance programme.
Competition Structures
Competition activity during 2024 was relatively limited due to the redevelopment of the facility. During 2025, however, renewed focus has been placed on rebuilding and strengthening competition opportunities for players across the pathway. Through partnership with Tennis Wales, and with support from local referee Tcherina Vaughan Griffiths, WT&PC offered a total of 30 competitions in the last financial year.
3. Provide an exceptional standard of service across all areas of the business through the development of our team
Over the past year we have made significant progress towards this objective by investing in the development of a strong and dedicated staff team.
During the year we established a new operational staffing structure to ensure the Centre is well supported throughout the week. This included the appointment of four full-time Centre Supervisors and seven part-time Centre Assistants who now oversee the day-to-day running of the facility and provide a welcoming and professional service to all users of the Centre. In August 2025 we appointed a full time Programme Manager to oversee all on court activities. In 2026 we recruited a Centre Manager to oversee the day-to-day operation of the facility, and we are now in the process of appointing a Chief Executive Officer who will lead the organisation through its next phase of growth.
The team has quickly developed into a cohesive and supportive group who take great pride in the Centre and the experience we provide to our players and visitors. Our staff are central to the success of Wrexham Tennis & Padel Centre. Their commitment, professionalism and enthusiasm shape the culture of the organisation and help ensure that the Centre remains a welcoming and inclusive place for everyone who visits.
4. Provide a safe, inclusive and transparent environment for all users
Providing a safe, inclusive and transparent environment for everyone who uses our centre remains one of our most important responsibilities. As a charitable organisation serving our community, we believe that safeguarding must sit at the heart of everything we do, and that this commitment begins at Board level.
During the year, the Board of Trustees began a comprehensive review of the centre’s policies, procedures and governance arrangements. This work reflects our belief that strong governance and effective safeguarding go hand in hand. Clear reporting arrangements are now in place, ensuring that safeguarding is regularly reviewed and discussed by trustees, and that appropriate oversight and accountability are embedded across the organisation.
This work has been delivered through a joined-up approach involving trustees, staff, volunteers, coaches and, critically, our Welfare Officer. Together they have worked to ensure that safeguarding is not simply a set of policies, but a shared culture that underpins everything we do. WT&PC is indebted to our long serving Welfare Officer Linda Sawyer, who will stand down this year following several years of voluntary support. Her actions and leadership have undoubtedly made our Centre a safer, more inclusive and welcoming space for all. We look forward to working together to identify and appoint a successor in this role.
We have also introduced two Young Person’s Welfare Ambassadors, giving younger members of the Centre a voice and helping ensure that safeguarding and wellbeing remain visible and relevant for junior players.
The Centre is subject to annual safeguarding audits conducted by the Safeguarding Lead at Tennis Wales. Whilst our 2025 audit identified minor areas of work, the Board, staff and Welfare Officer made significant changes that allowed the 2026 audit to report as follows:
“The centre has achieved the standards of safeguarding required by the LTA better than ever before. This has been the result of a joined-up approach between the trustees, centre staff, volunteers, coaches and of course the welfare officer. There is absolutely no doubt that safeguarding is the priority message that is being sent out and is a concept that has been gripped, developed and will continue to develop. A great example for all to follow especially for larger organisations across the LTA landscape.”
Safeguarding will remain a central priority for both the Board and the staff team. We are committed to continuing to develop our approach so that WT&PC remains a place where everyone – particularly children and vulnerable adults – can participate in sport with confidence, safety and support.
5. Guarantee responsible leadership, develop a modern governance model, ensuring financial sustainability
Ensuring responsible leadership and a modern governance model is a central priority for Wrexham Tennis & Padel Centre. As a charitable organisation, we recognise that strong governance, transparency and financial discipline are essential to maintaining the trust of our users, partners and the wider community.
During the year the Board of Trustees has taken significant steps to strengthen the governance framework that underpins the organisation. While the centre has achieved a great deal over many years, the scale and ambition of our future plans require governance arrangements that are clear, structured and fit for a modern charitable organisation. The Board has therefore undertaken a significant programme of governance development to strengthen the organisation’s structures and processes.
Updated Articles of Association have been drafted for submission to the Charity Commission. As well as updating the Charitable Objects, these also will introduce three-year trustee terms, with a maximum of three terms, supporting both continuity and regular renewal of the Board.
A number of additional governance improvements have also been introduced, including:
the development of a formal board calendar to structure the annual cycle of governance activity
standing agenda items for board meetings and the introduction of advance circulation of board papers
a policy review cycle to ensure organisational policies remain up to date and effective
the introduction of a formal declaration of interests process for all trustees
the creation of a comprehensive organisational risk register
We have undertaken a skills audit of the Board’s members and recruited six new Trustees through an open and structured process. Each new trustee has received a formal induction to ensure they fully understand the organisation, their responsibilities, and the standards expected of them. Together, this has strengthened the breadth of expertise and experience available to guide the Centre’s future development.
Following challenges encountered during the organisation’s transformation project, the trustees have also committed to reviewing the charity’s legal and governance structure. This work is currently being undertaken through a dedicated workstream and will report back to the Board with recommendations for future arrangements.
Strengthening governance has also gone hand in hand with improving financial oversight. The Board has implemented clearer financial processes and controls to ensure that the Centre’s resources are managed responsibly and transparently. As a result of this work, the financial performance of the Centre has improved significantly during the year, helping to place the organisation on a more sustainable footing for the future.
An important part of this evolution has been ensuring that the Board focuses on its core role: governance, strategy and oversight. To support this, the organisation has reshaped its operational staffing structure, enabling day-to-day management of the Centre to sit with the professional staff team while the Board provides appropriate strategic leadership.
Throughout this process the Board has remained committed to maintaining high standards of conduct and accountability. Where necessary, difficult decisions have been taken to ensure that the governance of the organisation reflects the professionalism, responsibility and integrity that the Centre expects.
We believe that culture is set from the top. By strengthening our governance structures and clarifying roles and responsibilities, we are creating a framework that will allow WT&PC to thrive as a well-run, financially sustainable charitable organisation for many years to come.
Overview
The charity reported total income of £507,345 (2024: £313,796) and total expenditure of £419,089 (2024: £348,029), resulting in a surplus of £88,256 compared to a deficit of £34,233 in the previous year.
Income
Most income was generated through charitable activities, including coaching, court hire and events (£431,145). The charity also received £75,820 in grants and donations to support its activities and redevelopment programme.
Expenditure
Expenditure totalled £419,089 and was primarily incurred in delivering tennis and padel activities, maintaining facilities, and supporting the redevelopment of the centre.
Investment in facilities
During the year, the charity undertook significant capital investment in its facilities, resulting in fixed assets increasing to £2.83 million. This reflects the completion of major redevelopment works, including new padel courts and improved infrastructure.
Reserves
At the year end, the charity held unrestricted reserves of £373,183 (2024: £284,927), providing a stable financial base for future operations and development.
Deferred income
The charity holds £2.67 million in deferred income, largely relating to grant funding received for redevelopment works which will be recognised over future periods.
Overall, this financial performance reflects a year of redevelopment and growth, strengthening the charity’s position and supporting the long-term investment required to maintain and develop high-quality facilities.
As we look ahead, our focus is on maintaining a sustainable operating model that enables ongoing investment in the facility, supporting both current provision and future development.
The organisation’s work in the coming year will focus on four key strategic priorities. While these priorities highlight the key areas of focus for the coming year, they do not represent the full range of activity undertaken by the organisation as it continues to respond to opportunities and community needs.
1. Participation and Player Pathways
Growing participation remains central to the Centre’s mission. Over the coming year the organisation will continue to expand its recreational tennis and padel programmes while strengthening structured player pathways, enabling participants—particularly juniors—to progress from introductory sessions through to development and performance opportunities where appropriate.
The Centre will also introduce greater opportunities for competitive play within its junior programme. This includes the development of internal competitions and the delivery of Grade 6 and Grade 5 tournaments at the Centre, providing accessible competitive experiences for young players.
Alongside tennis, the organisation will continue to develop its padel programme and explore participation opportunities through available booking platforms and other padel-focused initiatives. Social and coaching sessions for pickleball will also be introduced, alongside recreational competition opportunities in both padel and pickleball.
Supporting participation growth requires continued investment in the on-court workforce. The Centre will prioritise the development and expansion of its coaching and delivery team, working closely with tennis assistants and Level 1 and Level 2 coaches to support progression and upskilling. This will include active recruitment as well as collaboration with Tennis Wales, the organisation’s Workforce Development Centre, to identify workforce priorities and continuing professional development opportunities.
2. Community Engagement and Inclusion
Wrexham Tennis & Padel Centre remains committed to widening access to racket sports across the local community. Over the coming year the organisation aims to strengthen its community outreach programme, developing more regular engagement with local schools and community groups through activities delivered both at the Centre and in local venues including schools and parks.
The charity also plans to relaunch its inclusion programme and to re-establish Welsh language delivery across elements of its activity, ensuring that the Centre remains accessible and welcoming to a broad range of participants.
Through these initiatives the organisation aims to strengthen its role as an inclusive and community-focused sports facility, supporting wider participation and engagement across Wrexham and the surrounding area.
3. Facilities and Court Utilisation
Maximising the use and quality of the Centre’s facilities will remain an important priority. The organisation will focus on increasing court utilisation by maximising daytime use and encouraging greater use of outdoor courts throughout the year.
A programme of facility improvements will continue, including enhancements to outdoor social areas, completion of internal finishing works, upgrades to flexible meeting spaces and the development of a dedicated staff room.
Alongside these improvements, the Centre will maintain a strong focus on long-term asset management and preventative maintenance. This includes continued attention to major structural elements such as the roof and the introduction of regular court cleaning and maintenance processes to ensure high-quality playing conditions.
4. Leadership, Strategy and Financial Sustainability
The coming year will be an important period of organisational development. The charity plans to appoint a Chief Executive Officer during summer 2026, strengthening operational leadership and supporting the next phase of growth for the Centre.
Alongside this appointment, the organisation will undertake a strategic review and publish a new five-year strategy to guide its future development. This strategy will consider how the Centre can maximise its impact as a charitable organisation while ensuring long-term financial sustainability.
A key focus will be the development of a more diversified income base. The organisation will explore opportunities to increase earned income while strengthening its approach to grant funding, corporate partnerships, donations and Gift Aid. Developing relationships with commercial sponsors and partners will also be a priority, helping to support the long-term sustainability of the Centre and the continued growth of its programmes.
Through these strategic priorities the trustees aim to ensure that Wrexham Tennis & Padel Centre continues to grow as a vibrant, inclusive and sustainable community sports facility serving the people of Wrexham and the wider region.
Wrexham Tennis & Padel Centre is a Charitable Company Limited by Guarantee. It was founded in 1990 and registered as a charity on 29th March 2011, under charity number 1144460. The registered office address is Wrexham Tennis Centre, Plas Coch Road, Wrexham, Clwyd, LL11 2BW. Wrexham Tennis & Padel Centre was established under a Memorandum of Association and has subsequently adopted Articles of Association which define our objects and powers, and by which we are governed.
The Articles were written at the charity’s conception and do not adequately reflect the expansion of services offered at WT&PC. As such, the Articles have been reviewed and amended by the Board of Trustees and a new set of Articles of Association, with updated charitable objects has been drafted to be sent to the Charity Commission for review and approval.
The trustees have a regard to the Charity Commission's guidance on public benefit.
Wrexham Tennis & Padel Centre is governed by a Board of Trustees who are responsible for ensuring the organisation operates in accordance with its charitable objectives and delivers benefit to the community. The Board provides strategic leadership, oversight of financial sustainability and assurance that appropriate governance, safeguarding and operational policies are in place.
The Board currently consists of eight trustees who bring a range of professional expertise and experience relevant to the management and development of the Centre. Trustees meet six times a year to review organisational performance, financial position and strategic progress, and to ensure the charity is operating effectively and in line with its mission.
The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
During the year the organisation undertook a significant refresh of the Board, recruiting six new trustees through a fair and open process. This followed a skills audit of the Board which identified areas of expertise required to support the future development of the Centre.
Trustee roles were publicly advertised, and applicants were asked to complete a formal application process. Shortlisted candidates were interviewed by existing trustees before being appointed to the Board. All new trustees receive a structured induction to ensure they understand the charity’s purpose, governance arrangements and responsibilities as trustees.
This approach ensures that the Board continues to benefit from a broad range of skills, perspectives and experience while maintaining strong governance and accountability.
Operational delivery is delegated to the Centre Manager, who is responsible for the day-to-day running of the facility, and the Programme Manager who oversees on-court activity and participation programmes. Both roles currently report directly to the Board. During the coming year the organisation will appoint a Chief Executive Officer, who will assume responsibility for operational leadership and report to the Board, strengthening the organisation’s management structure as the Centre continues to grow.
While the Board does not currently operate formal committees, trustees lead a number of focused workstreams to support the development of the organisation. These currently include a review of the charity’s legal structure and operating model, a strategic review to guide the next phase of the Centre’s development, and a governance workstream focused on strengthening policies, processes and board effectiveness.
Trustees serve in a voluntary capacity and receive no remuneration for their role.
Risk Management
The trustees maintain oversight of organisational risk through a formal risk register, which identifies the key strategic and operational risks facing the charity. The register has recently been developed and reviewed by the Board and will be updated regularly by staff and trustees to ensure that appropriate mitigation measures are in place and that emerging risks are monitored effectively.
Safeguarding and Policies
Safeguarding and welfare are central to the Centre’s governance framework. The organisation has a designated Welfare Officer and operates in accordance with the safeguarding standards and guidelines of the Lawn Tennis Association (LTA), with which the Centre is affiliated.
The Board also ensures that a comprehensive suite of policies is maintained and regularly reviewed, including safeguarding, health and safety, equality and diversity, financial controls and data protection. The trustees are committed to promoting equality, diversity and inclusion both within the organisation and in the opportunities the Centre provides to the community.
The trustees' report was approved by the Board of Trustees.
I report to the trustees on my examination of the financial statements of Wrexham Tennis & Padel Centre Limited (the charity) for the year ended 30 September 2025.
Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the Companies Act 2006 and are eligible for independent examination, I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011. In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the Charities Act 2011.
Since the charity’s gross income exceeded £250,000, the independent examiner must be a member of a body listed in section 145 of the Charities Act 2011. I confirm that I am qualified to undertake the examination because I am a member of ICAEW, which is one of the listed bodies.
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 that in any material respect:
accounting records were not kept in respect of the charity as required by section 386 of the Companies Act 2006.
the financial statements do not accord with those records; or
the financial statements do not comply with the accounting requirements of section 396 of the Companies Act 2006 other than any requirement that the financial statements give a true and fair view, which is not a matter considered as part of an independent examination; or
the financial statements 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 financial statements 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 financial statements to be reached.
Timothy Mitchell BSc FCA
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
Wrexham Tennis & Padel Centre Limited is a private company limited by guarantee incorporated in England and Wales. The registered office is Wrexham Tennis Centre, Plas Coch Road, Wrexham, LL11 2BW.
The financial statements have been prepared in accordance with the charity's governing document, the Companies Act 2006, FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Charities SORP "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)". The charity is a Public Benefit Entity as defined by FRS 102.
The charity has taken advantage of the provisions in the SORP for charities not to prepare a statement of cash flows.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
The charitable company has taken advantage of the exemption under section 399 of the Companies Act 2006 not to prepare consolidated accounts, on the basis that the group of which this is the parent qualifies as a small group. The financial statements present information about the charitable company as an individual entity and not about its group.
At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Grants received are recognised in accordance with the grant conditions and when receivable. For capital grants received, amounts are released to the profit and loss in line with the depreciation policy of the associated asset. For conditional grants received, amounts are released to the profit and loss in line with achievements of the relevant performance related objectives.
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, 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 classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in net income/(expenditure) for the year. Transaction costs are expensed as incurred.
A subsidiary is an entity controlled by the charity. Control is the power to govern the financial and operating policies of the entity so as to obtain benefits from its activities.
Stocks are stated at the lower of cost and estimated selling price less costs to complete and sell. Cost comprises direct materials and, where applicable, direct labour costs and those overheads that have been incurred in bringing the stocks to their present location and condition. Items held for distribution at no or nominal consideration are measured the lower of replacement cost and cost.
Net realisable value is the estimated selling price less all estimated costs of completion and costs to be incurred in marketing, selling and distribution.
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
The average monthly number of employees during the year was:
The key management personnel for the charity comprises of the trustees and general managers. Total salaries including employee benefits of the key management personnel were £40,163 (2024: £60,121).
Wages are recharged to subsidiaries for related work undertaken.
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
Deferred income is included in the financial statements as follows:
The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund.
The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.
The charity has received restricted grants to cover the redevelopment costs of the tennis centre. This grant receipt is currently included within deferred income and the proportion spent is included within assets under construction. The overall net asset figure included within restricted funds at the year end is £nil.
The charity has received a restricted grant to cover the cost of new lighting in the tennis centre. This grant receipt is currently included within deferred income and is being released systematically over the asset's useful life.
The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds, where applicable, which have been set aside out of unrestricted funds by the trustees for specific purposes.
During the year the charity entered into the following transactions with related parties:
During the year two trustees were paid by the charity for services provided. Total amount paid during the year was £9,098 (2024: £11,115). At the year end the the charity owed £nil (2024: £584).
Details of the charity's subsidiaries at 30 September 2025 are as follows: