## **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.|
|---|---|---|---|---|
|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|
|---|---|---|
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.|
|---|---|---|
|||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.|
|---|---|---|
|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)|
|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.|
|**Additional information (optional)**
You may choose to include further statements where relevant about:||||
|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|
|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.|
|---|---|---|
|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||||
||**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