Trustees’ Annual Report for the period
From 2.8.22 to 1.8.23
Charity name: C2 National Network of Connected Communities (C2NN)
Charity registration number: 1172510
Objectives and Activities
| SORP ref | ||
|---|---|---|
| Summary of the purposes of the charity as set out in its governing document |
Para 1.17 | To promote asset-based community-led development: providing evidence-based training and experiential learning designed to create and connect place-based partnerships between residents and service providers in very low-income communities, such that residents are able to identify and meet their own needs. This work began in 2004 and has led to a national network of community-led partnerships and easily accessed workshops. C2NN partnerships work by creating conditions to release latent social capital leading to greater social cohesion and increased levels of health and social well- being. The C2 ethos is that local people should always be at the heart of decision making where they live. www.C2connectingcommunities.co.uk |
| Summary of the main activities in relation to those purposes for the public benefit, in particular, the activities, projects or services identified in the accounts. |
Para 1.17 and 1.19 |
We are continuing our post-covid transition and a refocus on our role as the C2 Collective, emphasising that real community transformation comes from and is led within those communities, not by external agencies, interventions and projects. We use our expertise and experience to support communities to create the conditions for positive change, and these communities are part of our Collective network. The Collective is not an organisation in the conventional sense, but a fluid network of people who value the mutual support, friendship and care of the group. Our refocus has also addressed the role of statutory and other agencies within communities. It is very clear that service providers must have the conditions for health creation within themselves for their essential roles to be constructive and have positive impacts. Where organisations distinguish between ‘professional’ and the ‘community’ it is inevitable that tensions and conflicts will arise, and initiatives which should be positive will fail. This distinction always denotes a power imbalance. Communities do not want power, they want parity. The main activity of the C2NN Central Hub has been to strengthen the online provision of support, information and |
| learning provision, as well as ‘real-life’ stories. We provide peer support and mentorship to and between our networked partnerships via twice weekly ‘Network Natters’. These clearly fulfil an important need in keeping people in touch with each other. Links with the University of Exeter’s Wellcome Centre and Medical School have continued, leading to increased access to learning and ‘engaged research’ opportunities. The practical focus of this relationship is through our joint Health Complexity Group. Members of C2NN are engaged in the Exeter University MSc in Public Health. |
learning provision, as well as ‘real-life’ stories. We provide peer support and mentorship to and between our networked partnerships via twice weekly ‘Network Natters’. These clearly fulfil an important need in keeping people in touch with each other. Links with the University of Exeter’s Wellcome Centre and Medical School have continued, leading to increased access to learning and ‘engaged research’ opportunities. The practical focus of this relationship is through our joint Health Complexity Group. Members of C2NN are engaged in the Exeter University MSc in Public Health. |
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| Statement confirming whether the trustees have had regard to the guidance issued by the Charity Commission on public benefit. |
Para 1.18 | All C2NN trustees have followed Charity Commission Guidance on public benefit since the CIO began. New trustees receive a welcome/induction pack with relevant information on their responsibilities. |
Achievements and Performance
| Summary of the main achievements of the charity, identifying the difference the charity’s work has made to the circumstances of its beneficiaries and any wider benefits to society as a whole. |
Para 1.20 | Current initiatives include planning visits to communities in the C2NN network to reinforce relationships and learning. This started with a Listening Event in Margate. We learned that: •Follow-up to the visit by local people, with our support, is essential. •We need to help find ‘missing partners’ within communities to support disconnected and marginalised people. •The visits reinforce and reinvigorate the fundamental C2 approach of creating the conditions for health creation with communities, not external agencies, at the centre and •So, the C2 approach is not a ‘pathway’ (an increasingly unhelpful approach). It is not a deliverable, intervention or project. The essence is to build lasting, transformative relationships, trust, confidence and respect. •Our approach must continue to resist the mainstream approach which presumes that money is an essential requirement for community development initiatives. This is often at best a distraction and at worst distorts the approach because the ‘goals’ of change within communities becomes those of service providers and not the communities themselves. Our experience is that communities are very good at self-generating income needed to tackle specific issues that they identify. Further visits are being considered in Skegness, Stoke, Falmouth, Camborne and Dartmouth. We have developed a focus on culture change within service providers. Our concerns include the ‘trained reliance’ within some communities created by some agencies. This leads to‘dereliction by design’i.e |
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services that undermine people and create passivity. This means that so-called ‘hard to reach’ people and communities in practice simply become easy to ignore. Similarly we are very concerned about the ‘medicalisation‘ of poverty by health and social care services. Service providers using C2NN support are mainly housing associations, public health, police and violence reduction units. In May 2023, a C2 team were key contributors at the Learning Organisation Collaborative (LOC) in the Lakes 8[th] International Festival in Cumbria. The event was jointly sponsored by the Academic Health Science Network North East and North Cumbria and the Cumbria Learning and Improvement Collaborative. This event was a springboard for C2 contributions and engagement at other conferences during this year. We continue to work on a self-directed learning programme called It’s Not Rocket Science, focussing on the five transferable principles of successful community initiatives.
Additional information (optional) You may choose to include further statements where relevant about:
| Achievements against objectives set. |
Para 1.41 |
www.c2connectingcommunities.co.uk Communications Strategy in place raising profile of C2NN particularly in social media. |
|---|---|---|
| Performance of fundraising activities against objectives set. |
Para 1.41 |
n/a |
Financial Review
| Financial Review | ||
|---|---|---|
| Review of the charity’s financial position at the end of the period. |
Para 1.21 | The detail is in a separate document. In summary, C2NN remains cash positive and will continue to do so. |
| Statement explaining the policy for holding reserves stating why they are held. |
Para 1.22 | n/a |
| Amount of reserves held. | Para 1.22 | n/a |
| Reasons for holding zero reserves. | Para 1.22 | n/a |
Additional information (optional) You may choose to include further statements where relevant about:
| The charity’s principal sources of funds (including any fundraising). |
Para 1.47 | Paid for services, usually from local authorities, third sector organisations like the Health Creation Alliance and housing associations. Private donor. |
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| We are considering a subscription model to support communications within the Collective, which we would expect to be paid by agencies, who see the cost effectiveness and long-term benefits of supporting communities to create the conditions for positive change, rather than those agencies presuming they can create those conditions themselves by ‘doing to’ rather than ‘with’. Attempts to secure grant funding from the national lottery have proved unsuccessful in recent years and we concluded that there is a mismatch between us and the time-limited, project focussed approach of the mainstream grant funding model. The principles and ethos of C2NN is simply not understood within this model. |
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| Investment policy and objectives including any social investment policy adopted. |
Para 1.46 | n/a |
| A description of the principal risks facing the charity. |
Para 1.46 | Failure to secure sufficient C2NN Central Hub core costs despite continued efforts. However, the essence of C2NN is volunteers within communities and the Charity. |
| Other | n/a |
Structure, Governance and Management
| Type of governing document | Type of governing document | Para 1.25 | C2NN’s constitution was provided & approved by Charity Commission. |
|---|---|---|---|
| How is the charity constituted? |
Para 1.25 | C2NN is a charitable incorporated organisation (CIO) |
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| Trustee selection methods including details of any constitutional provisions e.g. election to post or name of any person or body entitled to appoint one or more trustees. |
Para 1.25 | Trustees were initially selected by C2NN founders to include pro-active and skilled individuals who shared the values and ethos of C2NN. Trustees who apply or are nominated on merit for additional skills they can bring are now voted for democratically by the Board. |
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| Additional information (optional) You may choose to include further statements where relevant about: |
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| Policies and procedures adopted for the induction and training of trustees. |
Para 1.51 | As above - a trustee welcome pack is also provided outlining Charity Commission Training & induction opportunities |
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| The charity’s organisational structure and any wider network with which the charity works. |
Para 1.51 | We have 4 trustees who are part of our operational management team of around 8 people. The position of Vice-Chair was created to address matters of administration and allow the Chair of the Charity, Hazel Stuteley to reduce her workload and focus on core activities and her extensive network of relationships. |
| We have a regular Editorial meeting for one hour, open to whoever can attend, to discuss current and future activities. Minutes are recorded where necessary. |
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| Relationship with any related parties |
Para 1.51 | C2NN has a close relationship with, but is independent of, the University of Exeter Wellcome Centre for Culture and Environments for Human Health and the University of Exeter Medical School. C2NN plays an important role in enriching their research. |
| Other | Health Creation Alliance (formerly NHS Alliance). |
Reference and Administrative details
| Charity name | C2 National Network of Connected Communities |
|---|---|
| Other name the charity uses | C2NN |
| Registered charity number | 1172510 |
| Charity’s principal address | ‘Churchfields’, 31 Laflouder Fields, Mullion, Cornwall TR12 7HR. |
Names of the charity trustees who manage the charity
| 1 2 3 4 5 |
Trustee name | Office (if any) | Office (if any) | Dates acted if not for whole **year ** |
Dates acted if not for whole **year ** |
Name of person (or body) entitled to appoint trustee (ifany) |
|---|---|---|---|---|---|---|
| Hazel Stuteley | Chair | C2NN Board | ||||
| Deborah Cookson | Treasurer | C2NN Board | ||||
| Ian Morrell | Vice-Chair, Financial Trustee |
C2NN Board | ||||
| Penny Myles | C2NN Board | |||||
| Corporate trustees–names of | the directors at the date the report was approved Dates acted if not for whole year n/a |
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| Director name | Dates acted if not for whole year | |||||
| n/a | ||||||
Name of trustees holding title to property belonging to the charity
| Trusteename | Dates actedif notfor whole year | |
|---|---|---|
| n/a | ||
Funds held as custodian trustees on behalf of others
| Description of the assets held in this capacity. | n/a |
|---|---|
| Name and objects of the charity on whose behalf the assets are held and how this falls within the custodian charity’s objects. |
n/a |
| Details of arrangements for safe custody and segregation of such assets from the charity’s own assets. |
n/a |
Additional information (optional)
Names and addresses of advisers (Optional information)
Type of Name Address adviser n/a
Name of chief executive or names of senior staff members (Optional information) n/a
Exemptions from disclosure
Reason for non-disclosure of key personnel details
n/a
Declarations
The trustees declare that they have approved the trustees’ report above.
Signed on behalf of the charity’s trustees
Signature(s) Hazel M Stuteley Full name(s) Hazel Maud Stuteley Position Chair (e.g. Secretary, Chair) Date 25/09/24
CURRENT ACCOUNT
DATE
01.08.23 24.08.23 29.08.23 29.08.23 05.09.23 18.09.23 28.09.23 28.09.23 30.10.23 30.10.23 28.11.23 28.11.23 30.11.23 30.11.23 30.11.23 22.12.23 28.12.23 28.12.23 11.01.24 11.01.24 25.01.24 29.01.24 29.01.24 19.02.24 23.02.24
23.02.24 28.02.24 28.02.24 28.03.24 28.03.24 04.04.24 25.04.24 29.04.24 29.04.24
28.05.24 28.05.24 28.06.24 28.06.24 29.07.24 29.07.24 Total
SAVINGS ACCOUNT DATE 18.09.23
TRANSACTION
Transfer over Payment to Access insurance Donation from Peter Scott Donation from Peter Scott Credit from HMRC Gift Aid
Payment to News & Media Republic Inv 09/2023 for work in Surrey Donation from Peter Scott
Donation from Peter Scott Donation from Peter Scott Donation from Peter Scott Donation from Peter Scott
Donation from Peter Scott
Payment to Clive Bowers for costs incurred for Margate Listening Event Reimbursement to Debbie Cookson for payment for overnight accommodatio Payment of invoice C2NN0036 from University of Exeter
Donation from Peter Scott
Donation from Peter Scott
Payment to Penny Myles for work at Margate/Speakup Listening Event Inv C2 Payment to Hazel Stuteley for Inv 034
Payment to Hazel Stuteley for Inv 035
Donation from Peter Scott
Donation from Peter Scott
Payment to Clive Bowers for Public Health Masters Course for UoE Payment of invoice C2NN0037 from University of Exeter
Donation from Peter Scott
Donation from Peter Scott
Donation from Peter Scott
Donation from Peter Scott
Payment to Debbie Cookson Inv C2NN007 for services as Treasurer Payment to Dawn Shepherd for contribution to UoE PH Masters Donation from Peter Scott
Donation from Peter Scott
Donation from Peter Scott Donation from Peter Scott Donation from Peter Scott Donation from Peter Scott Donation from Peter Scott Donation from Peter Scott
Donations eligble for Gift Aid
TRANSACTION
Transfer in from Current Account (to keep account open)
ACCOUNT NO 15593357
| **COST CODE ** | **DOCKET ** | INCOME | OUTGOING | BALANCE | |
|---|---|---|---|---|---|
| 7773.49 | 7773.49 | ||||
| CDPS01 | 160 | 0.00 | 412.23 | 7361.26 | |
| CDPS01 | 50.00 | 0.00 | 7411.26 | ||
| CDPS01 | 132.00 | 0.00 | 7543.26 | ||
| CDPS01 | 546.00 | 0.00 | 8089.26 | ||
| C2/HCA/SU | 161 | 0.00 | 860.00 | 7229.26 | |
| CDPS01 | 50.00 | 0.00 | 7279.26 | ||
| CDPS01 | 132.00 | 0.00 | 7411.26 | ||
| CDPS01 | 132.00 | 0.00 | 7543.26 | ||
| CDPS01 | 50.00 | 0.00 | 7593.26 | ||
| CDPS01 | 132.00 | 0.00 | 7725.26 | ||
| CDPS01 | 50.00 | 0.00 | 7775.26 | ||
| CDPS01 | 162 | 0.00 | 129.80 | 7645.46 | |
| CDPS01 | 163 | 0.00 | 103.50 | 7541.96 | |
| CDPS01 | 164 | 0.00 | 289.96 | 7252.00 | |
| MI/EU/02 | 250.00 | 0.00 | 7502.00 | ||
| CDPS01 | 50.00 | 0.00 | 7552.00 | ||
| CDPS01 | 132.00 | 0.00 | 7684.00 | ||
| CDPS01 | 165 | 0.00 | 126.10 | 7557.90 | |
| CDPS01 | 166 | 0.00 | 170.98 | 7386.92 | |
| MI/EU/02 | 167 | 0.00 | 100.00 | 7286.92 | |
| CDPS01 | 50.00 | 0.00 | 7336.92 | ||
| CDPS01 | 132.00 | 0.00 | 7468.92 | ||
| MI/EU/02 | 168 | 0.00 | 100.00 | 7368.92 | |
| UoE/EV | 500.00 | 0.00 | 7868.92 | ||
| UoE/EV | 169 | 0.00 | 500.00 | 7368.92 | |
| CDPS01 | 50.00 | 0.00 | 7418.92 | ||
| CDPS01 | 132.00 | 0.00 | 7550.92 | ||
| CDPS01 | 132.00 | 0.00 | 7682.92 | ||
| CDPS01 | 50.00 | 0.00 | 7732.92 | ||
| CDPS01 | 170 | 0.00 | 474.91 | 7258.01 | |
| MI/EU/02 | 171 | 0.00 | 50.00 | 7208.01 | |
| CDPS01 | 132.00 | 0.00 | 7340.01 | ||
| CDPS01 | 50.00 | 0.00 | 7390.01 |
| CDPS01 | 50.00 | 0.00 | 7440.01 |
|---|---|---|---|
| CDPS01 | 132.00 | 0.00 | 7572.01 |
| CDPS01 | 50.00 | 0.00 | 7622.01 |
| CDPS01 | 132.00 | 0.00 | 7754.01 |
| CDPS01 | 132.00 | 0.00 | 7886.01 |
| CDPS01 | 50.00 | 0.00 | 7936.01 |
| 3480.00 | 3317.48 | 8098.53 |
ACCOUNT NO 15593496.00 COST CODE DOCKET INCOME OUTGOING BALANCE CDPS01 10.00 10.00
SORT CODE 09 01 29
SORT CODE 09 01 29