Trustees’ Annual Report for the period
From 2.8.24 to 1.8.25
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. This is 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. C2NN partnerships work by creating the 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 transition and refocus on 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 for them to be 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. The C2 approach is not a ‘pathway’ (an increasingly unhelpful approach). The essence is to build lasting, transformative relationships, trust, confidence and respect. We also address the role of statutory and other agencies within communities. 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 ‘professionals’ 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. Our experience is that communities do not want power, they want parity. |
| Our concerns include the ‘trained reliance’ within 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. Links with the University of Exeter’s Department of Relational Health within the Medical School continue, leading to increased access to learning and ‘engaged research’ opportunities. The practical focus of this relationship is through our collaborative Health Complexity Group. Members of C2NN are engaged in the Exeter University MSc in Public Health. The C2NN Central Hub aims to strengthen the online provision of support, information and learning provision, as well as ‘real-life’ stories. We provide mutual peer support and mentorship via our online ‘Network Natters’. This fulfills an important need in keeping people in touch with each other. We remain committed to visits to communities in the C2NN network to reinforce relationships and learning. These listening events address the need to: •Find ‘missing partners’ within communities to support disconnected and marginalised people. •Reinforce and reinvigorate the fundamental C2 approach of creating the conditions for health creation with communities, not external agencies, at the centre. •Resist the mainstream approach which presumes that money is an essential precursor 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 funders and not the communities themselves. |
Our concerns include the ‘trained reliance’ within 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. Links with the University of Exeter’s Department of Relational Health within the Medical School continue, leading to increased access to learning and ‘engaged research’ opportunities. The practical focus of this relationship is through our collaborative Health Complexity Group. Members of C2NN are engaged in the Exeter University MSc in Public Health. The C2NN Central Hub aims to strengthen the online provision of support, information and learning provision, as well as ‘real-life’ stories. We provide mutual peer support and mentorship via our online ‘Network Natters’. This fulfills an important need in keeping people in touch with each other. We remain committed to visits to communities in the C2NN network to reinforce relationships and learning. These listening events address the need to: •Find ‘missing partners’ within communities to support disconnected and marginalised people. •Reinforce and reinvigorate the fundamental C2 approach of creating the conditions for health creation with communities, not external agencies, at the centre. •Resist the mainstream approach which presumes that money is an essential precursor 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 funders and not the communities themselves. |
Our concerns include the ‘trained reliance’ within 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. Links with the University of Exeter’s Department of Relational Health within the Medical School continue, leading to increased access to learning and ‘engaged research’ opportunities. The practical focus of this relationship is through our collaborative Health Complexity Group. Members of C2NN are engaged in the Exeter University MSc in Public Health. The C2NN Central Hub aims to strengthen the online provision of support, information and learning provision, as well as ‘real-life’ stories. We provide mutual peer support and mentorship via our online ‘Network Natters’. This fulfills an important need in keeping people in touch with each other. We remain committed to visits to communities in the C2NN network to reinforce relationships and learning. These listening events address the need to: •Find ‘missing partners’ within communities to support disconnected and marginalised people. •Reinforce and reinvigorate the fundamental C2 approach of creating the conditions for health creation with communities, not external agencies, at the centre. •Resist the mainstream approach which presumes that money is an essential precursor 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 funders and not the communities themselves. |
||
|---|---|---|---|---|
| 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 | Our community work this year has focussed on Dartmouth, in collaboration with researchers at Exeter University. Also in conjunction with the University we had started a collaboration with WHO (World Health Organisation), utilising the skills of an artist who creates visual depictions of complex problems. Unfortunately the WHO funding was abruptly withdrawn so this work has ceased, hopefully temporarily. |
|---|---|---|
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. Our aim is that resources are readily available so that people can access them when they are ready. We have commissioned a number of videos of events, including the Creative Arts Theatre Company in Cornwall. The research element of C2NN continues to flourish especially with students on the two-year Masters Degree in Public Health courses at Exeter University. A trial has been initiated delivering workshops in experiential learning in Dartmouth. This was an alternative to the typical model of members of the community going to the University. On June 10, 2025 40 students from the Public Health MSc attended a workshop which included a ‘walkabout’ led by a local residents and community leader. This gave the students valuable insights into community-centred problem solving. Following the visit there were three 3 days of related teaching and coaching creating transferable learning for the research community. Student feedback has been extremely positive.
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 Para Paid for services, usually from local authorities, 1.47 funds (including any fundraising). third sector organisations like the Health Creation Alliance and housing associations. Private donor.
| 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 | Para 1.25 | C2NN’s constitution was provided & approved by the 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 are selected 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 voted for democratically by the Board. The existing trustees were re-elected to their respective roles in July 2025. |
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) | 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 | ||
| Penelope Myles | C2NN Board | |||
| Corporate trustees–names of | the directors at the date the report was approved | the directors at the date the report was approved |
|---|---|---|
| Director name | Dates acted if not for whole year | |
| n/a | ||
Name of trustees holding title to property belonging to the charity
| Trustee name | Dates acted if not for 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 25/09/25
DATE
01.08.24 28.08.24 28.08.24 28.08.24 25.09.24 30.09.24 30.09.24 28.10.24 28.10.24 28.11.24 28.11.24 30.12.24 30.12.24 28.01.25 28.01.15 20.02.28 25.02.25 26.02.25 28.02.25 28.02.25 11.03.25 14.03.25 28.03.25 28.03.25 28.04.25 28.04.25 29.04.25 28.05.25 28.05.25 20.06.25 30.06.25 30.06.25 18.07.25 28.07.25
28.07.25
CURRENT ACCOUNT
TRANSACTION
Transfer over Donation from Peter Scott Donation from Peter Scott Payment to Access insurance Credit from HMRC Gift Aid 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 Donation from Peter Scott Donation from Peter Scott Payment to News & Media Republic for renewal of domain name Payment from HMRC Charities?
Payment to Debbie Cookson Inv C2NN008 for services as Treasurer Donation from Peter Scott Donation from Peter Scott Payment to News & Media Republic for Townstall Community Day Payment to Keith Guppy for Invoice number 117 Beacon Project Film Donation from Peter Scott Donation from Peter Scott Donation from Peter Scott Donation from Peter Scott Payment to Debbie Cookson Inv C2NN009 for purchase of Microsoft 365 Office Donation from Peter Scott Donation from Peter Scott Repayment to HMRC Ref XM007367904762 Paid to us in error Confirmed with HMRC Donation from Peter Scott Donation from Peter Scott Payment of invoice C2NN0038 from University of Exeter Donation from Peter Scott
Donation from Peter Scott
Donations eligble for Gift Aid
SORT CODE
ACCOUNT NO 15593357
| COST CODE | DOCKET | INCOME | OUTGOING | BALANCE |
|---|---|---|---|---|
| 7936.01 | 7936.01 | |||
| CDPS01 | 50.00 | 0.00 | 7986.01 | |
| CDPS01 | 132.00 | 0.00 | 8118.01 | |
| CDPS01 | 0.00 | 413.42 | 7704.59 | |
| CDPS01 | 546.00 | 0.00 | 8250.59 | |
| CDPS01 | 132.00 | 0.00 | 8382.59 | |
| CDPS01 | 50.00 | 0.00 | 8432.59 | |
| CDPS01 | 50.00 | 0.00 | 8482.59 | |
| CDPS01 | 132.00 | 0.00 | 8614.59 | |
| CDPS01 | 132.00 | 0.00 | 8746.59 | |
| CDPS01 | 50.00 | 0.00 | 8796.59 | |
| CDPS01 | 50.00 | 0.00 | 8846.59 | |
| CDPS01 | 132.00 | 0.00 | 8978.59 | |
| CDPS01 | 50.00 | 0.00 | 9028.59 | |
| CDPS01 | 132.00 | 0.00 | 9160.59 | |
| CDPS01 | 172 | 0.00 | 20.00 | 9140.59 |
| CDPS01 | 5247.94 | 0.00 | 14388.53 | |
| CDPS01 | 173 | 0.00 | 169.99 | 14218.54 |
| CDPS01 | 132.00 | 0.00 | 14350.54 | |
| CDPS01 | 50.00 | 0.00 | 14400.54 | |
| CDPS01 | 174 | 0.00 | 200.00 | 14200.54 |
| CDPS01 | 175 | 0.00 | 1348.00 | 12852.54 |
| CDPS01 | 132.00 | 0.00 | 12984.54 | |
| CDPS01 | 50.00 | 0.00 | 13034.54 | |
| CDPS01 | 50.00 | 0.00 | 13084.54 | |
| CDPS01 | 132.00 | 0.00 | 13216.54 | |
| CDPS01 | 176 | 0.00 | 104.99 | 13111.55 |
| CDPS01 | 132.00 | 0.00 | 13243.55 | |
| CDPS01 | 50.00 | 0.00 | 13293.55 | |
| CDPS01 | 0.00 | 5247.94 | 8045.61 | |
| CDPS01 | 50.00 | 0.00 | 8095.61 | |
| CDPS01 | 132.00 | 0.00 | 8227.61 | |
| UoE/IPE | 1000.00 | 0.00 | 9227.61 | |
| CDPS01 | 50.00 | 0.00 | 9277.61 |
| CDPS01 | 132.00 | 0.00 | 9409.61 |
|---|---|---|---|
| 9409.61 | |||
| 9409.61 | |||
| 9409.61 |
090129