The trustees present their annual report and financial statements for the year ended 31 March 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 Community Action Network's governing document, the Companies Act 2006 and “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)” (as amended for accounting periods commencing from 1 January 2016)
Trustees who served during the year are listed on page one, under legal and administrative information.
Community Action Network is a company limited by guarantee and we are governed by our Articles of Association. The organisation is often referred to as CAN as our operating name.
The Trustees present their report, together with the accounts for the year to 31 March 2025, which have been audited.
1. Structure, Governance and Management
The organisation was set up in 1972 as Bournemouth Helping Services and subsequently registered as a charity. It became a charitable company limited by guarantee on 30th June 2000 and became an accredited Council for Voluntary Service. It changed its name to Bournemouth Council for Voluntary Service (BCVS) in the same year. It adopted a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. In the event of the company winding up, members may be required to contribute an amount not exceeding £10.
In 2019 Poole Council for Voluntary Service merged with BCVS. On 29 March 2019 a Deed of Transfer was signed by both organisations to transfer the assets of Poole CVS to BCVS and the merger of the two organisations was confirmed. Further it was agreed to trade as Bournemouth and Poole CVS, from 1 April 2019. In August 2019 at a special meeting of members, it was agreed to change the name to Community Action Network.
Community Action Network is a member of the National Association for Voluntary and Community Action (NAVCA) and holds their Quality Standard which is the national quality award for Councils for Voluntary Service.
The overall strategy of CAN is led by the Board of trustees, who have co-created our vision and mission along with our Strategic Plan. Financial oversight on a day-to-day basis has been delegated to the Finance Committee of which the Chair of the Board of Trustees is a member. The Finance Committee make recommendations on spend and budget to the Board who discuss and have final sign off. Significant changes and new projects are brought to the Board by the Chief Executive by way of costed proposals for discussion scrutiny and sign off. To aid this process, agendas and supporting papers are sent to trustees at least one week before the meeting. In emergencies the Chair of the Board takes decisions that are reported to the Board, very often seeking a view from other trustees. A Scheme of Delegation has been agreed by the Board – updated annually to help make it clear what decisions can be made and by who.
Our Chair of Trustees is Martin Broad and our Vice Chair is Debbie Clifton.
Membership is free and open to all local voluntary and community organisations providing a service in Dorset. Affiliate membership is open to organisations operating outside of the area, or that are part of the public sector. Business Supporter Membership is open to local businesses. Full details of CAN membership are on our website www.can100.org.
Managing risk - The Trustees have conducted a review of the major risks to which the charity is exposed, including financial (e.g., unexpected withdrawal of funding) and reputational. Where appropriate, systems or procedures have been established to mitigate any impact they may have on the charity. Financial risks are minimised by the implementation of internal control procedures for authorisation of all transactions and projects. Procedures are in place to ensure compliance with health and safety of staff, volunteers, clients and visitors to the premises. The Chief Executive presents a Health and Safety Report to Trustees on an annual basis. Policies and procedures are regularly reviewed to ensure that they continue to meet the needs of the charity.
Our strategic plan has been reviewed and updated by Trustees. Trustees have referred to the Charity Commission’s general guidance on public benefit in drawing up any plan. In particular, the Trustees have considered how activities contribute to our mission and charitable objects.
Major risks identified:
CAN’s core grant funding from BCP Council came to an end in October 2023. We successfully bid for a new contract over 5 years starting October 2023. However, this is with significantly reduced funding. Trustees discussed this at a Board meeting (minuted) and agreed to utilise our reserves and other project funding to continue to provide a full service in 2024/2025. Trustees instructed our Chief Executive to seek diversification in our funding platform, which has been completed.
Membership of the Board - members of the Board are nominated and elected by the membership at the Annual General Meeting. One third of the directors retires each year by rotation and are eligible for re-election. There is a maximum of twelve places on the Board. Five of those places are available for co-opted members who are recruited for specific skills. Co-opted members must be appointed each year on an annual basis. The Board reviewed their recruitment process and have introduced a revised Trustee Recruitment Policy, that Trustees felt was more robust. The full Board, which had 9 members at 31st March 2025, meets at least five times a year. A Finance Committee meets quarterly to ensure financial accountability and to enable more detailed planning to take place. All members of the Board give their time voluntarily and received no benefits from the charity during 2024/25. Any expenses reclaimed from the charity are set out in the accounts.
Fundraising
Funds are raised by CAN through our core grants and project work - we have not engaged in any major fundraising activity, and not used a professional or commercial fundraiser.
We will always comply with fundraising standards and have not received any complaints about any fundraising activity. Should we undertake any fundraising activity in the future we will take every step to protect vulnerable people and other members of the public from behaviour which:
i. is an unreasonable intrusion on a person’s privacy
ii. is unreasonably persistent
iii. places undue pressure on a person to give money or other property
2. Strategy and vision
Our charitable objectives are:
1. To promote any charitable purposes for the benefit of the community in Bournemouth, Christchurch, Poole, Dorset and the surrounding areas (hereinafter called "the area of benefit") and, in particular, the advancement of education, the protection of health and the relief of poverty, distress and sickness.
2. To promote and organise co-operation in the achievement of the above purposes and to that end to bring together representatives of the voluntary organisations and statutory authorities within the area of benefit.
Our values inform our actions. Co-produced by trustees and staff, and aspiring to NCVO Charity Ethical Principle, they demonstrate the behaviour we expect from ourselves and others. We collaborate, are compassionate, inspirational, and act with integrity and respect.
We have a strong and recognisable vision and mission that informs our work.
We believe everyone deserves to live happy healthy lives in a good society that promotes fairness and social justice.
Our vision is that communities across the county of Dorset are strong, healthy, diverse and thriving.
There is a sense of community where everyone can play and active role. People volunteer and work for the causes and organisations which are close to their hearts, minds and values. We know that charities and community groups play a vital role in supporting health and wellbeing - creating and facilitating opportunities for participation, action and decision making in local communities.
Our mission is to serve and champion Dorset’s voluntary and community sector. 94% of our members would recommend CAN.
We provide professional information, advice and training. We’re collaborative - growing networks, building partnerships and supporting people to make a difference. We’re compassionate advocates - inspiring social action and equitable representation.
Our strategic goals:
1. Strengthen VCS organisations to deliver high-quality services sustainably
2. Enhance collaboration and influence to improve community well-being
3. Increase volunteer engagement and positive impact
4. Promote equity, diversity and inclusion
5. Sustain a strong and accountable membership led charity
As a successful local infrastructure charity, we’re proud to be quality assured by NAVCA, our national membership body, this coming year we’ll be focusing our work around the four functions of a local infrastructure charity:
Leadership and Advocacy
Partnerships and Collaboration
Capacity Building
Volunteering
NAVCA told us ‘CAN’s leadership is highly respected. Partner organisations consistently highlight CAN’s accessibility and clear communication.’ Achieving this accreditation confirms our commitment to the highest standards and gives our partners, from local groups to funding partners, confidence in the quality and effectiveness of our work.
3. Activity and impact
CAN is a collaborative charity and has cooperated this year in pursuit of our charitable objectives, detailed in more depth below, with:
• BCP Council
• Dorset Community Action (Charity)
• Dorset Community Foundation (Charity)
• Dorset Council
• Dorset Race Equality Council (Charity)
• Dorset VCS Assembly
• NHS Dorset
• Public Health Dorset
• Volunteer Centre Dorset (Charity)
Grant making
We have made minimal use of grant making to further our charitable objectives.
Our impact
A message from our Chair of Trustees, Martin Broad
Being Chair of Community Action Network really enhances my own wellbeing! By that I mean that my on-going collaborative working with fellow Trustees and the Operational staff, I find myself in a privileged position of overseeing what are many successes in our work across Bournemouth, Christchurch and Poole and Dorset.. and it is that which brings me both personal satisfaction but also a real sense of pride.
This report gives you all an overview of the work that has been happening throughout the year and demonstrates an on-going commitment to our values and our desire to ensure a thriving Voluntary and Community Sector in our region.
You can also see in the report how we are very careful guardians of our financial assets, a further sign of our strength and yet again showing a determination in what are difficult times for our sector to uphold at the forefront of civic society all that the VCS offers.
On behalf of all Trustees, I note my personal gratitude to the Chief Executive Officer and the staff at CAN and also to all members, supporters and friends from all sectors. I note in particular our gratitude to all those who fund us. Without their affirmation of our work, YOU as stakeholders would not have the benefits of our service.
Karen Loftus, Chief Executive
As I look back on the year, I am filled with immense pride and gratitude for what we, as a community, have accomplished together.
This year has shown the impact that a strong, supported Voluntary and Community Sector can have on individual lives and the wider community. Our shift to a transformational approach supporting VCS organisations has focused on building long-term sustainability.
The stories within this report, support and represent real people whose lives have been positively impacted because our member organisations are stronger and better equipped. Membership growth is testament to the value of our services and our commitment to member-led leadership.
Our networks and partnerships have flourished, amplifying the voice of the VCS on strategic boards and ensuring that community needs are at the forefront of public sector development.
The NAVCA Local Infrastructure Quality Accreditation (LIQA) is an external validation of excellence and effectiveness.
The success of our Ethnically Diverse Communities Project, particularly in making funding more accessible, shows our proactive commitment to ensuring all voices are heard and supported.
What difference have we made:
1. STRENGTHEN VCS ORGANISATIONS TO DELIVER HIGH-QUALITY SERVICES SUSTAINABLY
470 groups received bespoke advice and guidance
31 new groups helped to set up
£1.93 million in funding secured
From transaction to transformation
Our new Organisational Health Checks for groups foster long-term resilience and independence. Providing a baseline and reflective tool across business planning, governance, volunteer management, funding, and marketing. Building the skills, confidence, and resources needed for long-term sustainability and independence.
"The organisational health check helped us recognise what we didn’t know - and gave us a clear, supported route to strengthen our group."
Trends in support
Organisational Development – including policies and procedures, business planning, legal structures, starting up as a charity.
Governance and Management – including good practice in volunteer management, Trustee recruitment and annual reports and safeguarding.
Finance and Funding – including developing a diverse funding strategy, writing funding applications, financial process and good practice, measuring and reporting impact and social return on investment. We worked with groups to secure over £1.93m in funding including Poole Inclusive Paddleboarding: £9,987 from Sport England – ‘Without you this definitely wouldn't be happening.’ Merry Moos Therapeutic Farm: £1.52m – ‘CAN has been our go-to for everything’ - University Hospitals Dorset NHS Charity: £50,000 in funding towards a new CT scanner unit – ‘Your guidance was great. Thank you so much for your support, I genuinely really appreciate it’.
Our training is specifically designed and delivered to meet these identified needs:
55 training sessions delivered to 527 participants – a 33% increase from last year.
Feedback was overwhelmingly positive:
• 99% reported increased knowledge and confidence
• 100% rated the quality of the training as excellent or good.
• 97% rated the training as excellent or good in developing their understanding and confidence in the topic.
“So good to hear Safeguarding explained in a ‘nutshell’... understandable, concise and memorable, It will change the way we support the people we serve.”
“This session clarified the process I need to go through to set up a small community organisation. Wonderful session!”
Bringing investment to the sector:
Access Wellbeing: We partnered with NHS Dorset and Dorset Community Foundation (DCF) to bring £1m of funding to the sector through 53 grants as part of the Access Wellbeing programme, supporting local groups across the county of Dorset to improve wellbeing and resilience in community settings, reducing reliance on NHS clinical services. CAN provided support and networking.
“Brilliant organisation. Very worthwhile. Great content. Great energy. Thank you!”Planet Purbeck.
Ethnically Diverse Communities: through funding from The National Lottery, we are lead partners in a project focused the BCP Council area to build capacity and bring funding support to ethnically diverse groups. Our intensive bespoke support and training is tailored to their needs, and we are working with Dorset Community Foundation to distribute £40,000 in grants. A full report on this innovative and successful work is on our website.
Stories of change:
Gladys Court Residents’ Committee - Advice and guidance given after the unexpected passing of their treasurer. Worked with them to access bank account, develop a new code of conduct and using our popular Governance Toolkit they restructured their committee. Ensuring a safe and happy home for many older people.
"Thank you so much, for your invaluable information and support"
Bridport Food Matters – we supported them through the successful registration as a Charitable Incorporated Organisation (CIO).Following registration, tailored guidance included policy and procedure templates and signposting to relevant funding opportunities. This practical support was instrumental in laying strong foundation for the group’s long-term development and growth, enabling them to confidently pursue their mission of addressing food insecurity in their community.
In Jolly Good Company, West Dorset - Refined their governance structure and ensured compliance with legal standards and best practice. Ensuring they can increase how they alleviate loneliness and isolation – and improve the mental health and wellbeing of hundreds of local people.
2. ENHANCE COLLABORATION AND INFLUENCE TO IMPROVE COMMUNITY WELLBEING
181 Information stations delivered
1245 people connected to needed services in person
20,000+ website visitors – our members tell us the website is ‘very useful’
5321 social media followers
143 eNewsletters sent - Our members tell us our eNewletters are invaluable and the frequency is just right.
By fostering strong partnerships and ensuring the VCS voice is heard at strategic levels, CAN collectively drives significant improvements in community wellbeing. Our efforts this year have broadened our collaborative reach and amplified our influence.
Sector representation: 7 VCS Involvement Partners (VCSIPs) represented our sector on 18 strategic Boards/statutory meetings, including Health and Wellbeing Board and Integrated Care Partnership. Enabling engagement in upcoming consultations and priorities and ensuring the voice of the sector is heard.
State of the Sector Report published and used to inform our work and support for the sector.
CAN Advisory Council established bringing senior leaders from charities and community groups together from across Dorset to share insights and inform how we best deliver our mission.
Members Survey will be used to inform our long-term planning.
Stronger connections and networking: CAN Networks - 48 themed member led Networking sessions held with over 300 attendees fostering vital collaboration and knowledge sharing. Helping CAN keep our finger on the pulse at a grassroots level. Lorraine, SWAD: ‘Great connections to resources I wasn't aware of! Thanks for another great session - I always come away with helpful info and connections.’
I Am More Than… programme - working with partners including Bournemouth University, recruited 11 Founder Members to shape a community research hub and amplify unheard voices in health and social care research.
BCP Early Help Partnership – worked with partners including BCP Council to increase engagement and connection with charities and community groups that focus on children, young people, and their families, seeing our membership of these groups increase by 114%.
Award winning Access to Community Support and Services (ACSS) project is commissioned by NHS Dorset, is creating a shared data set of local services using the Open Referral UK framework; a data standard which sets a common language. Over 1500 local services listed being accessed by over 500 professionals. ‘I find it highly useful where we would otherwise struggle to find appropriate, high quality signposting. It’s so useful to see when these were checked so we know that they are still current.
Community Heroes in the Spotlight – Championing our Members 15 different local charities and community groups, received intensive promotion.
Community wellbeing and prevention:
Wellbeing Collaborative, fostering collaborative working and supporting safe hospital discharge. Over 800 professionals accessing our Virtual Hub for ‘live’ information and connections. 62 One-Off Wellbeing Grants saved the NHS £462,577.13 or 925 hospital days by supporting timely patient discharge and preventing readmissions. 121 direct referrals made for support to help people safely leave hospital.
Trusted Reviewers: supporting access to community care provision that helps people live as independently as possible. Successfully connected over 300 people with diverse needs to new opportunities and activities in their community, delivered 68 ‘taster sessions’-built connections and driven positive change for individuals seeking more variety in their weekly activities, aligned with their interests and passions. “It’s lovely to find such a fantastic community resource. Thank you again, it’s been really successful and I’m very appreciative of what you’ve done.”
Stories of change: Through our work with BCP Council Adult Social Care and University Hospitals Dorset NHS Trust, we established that hording and cleaning are major barriers to safe discharge from hospital. As a result, we are working collaboratively to resolve the issues and consider preventative measures.
3. INCREASE VOLUNTEER ENGAGEMENT AND POSITIVE IMPACT
851 people accessed volunteering hub
330 people needing information about volunteering reached at events
Volunteers are the lifeblood of the VCS, and we are dedicated to fostering greater engagement and ensuring their efforts lead to tangible, positive change within our communities.
Enabling volunteering - Volunteering Hub our online resource with hundreds of opportunities that enables groups to find volunteers and people to find ways to give back to their community. Those needing extra support are offered bespoke help.
Groups use our brokerage, expertise and practical advice to ensure volunteers are safe and well managed. Building excellent practice helps sustain and strengthen charities’ ability to provide essential support in the community.
“Thank you for your excellent advice and support around volunteering. We are grateful as it helps us with correct paperwork, governance and support we give to volunteers.” HealthBus
Social Action: Various social action events delivered, including:
• A litter-pick in partnership with Autism Unlimited
• 37 sessions promoting volunteering to over 330 people including NHS events, BCP Council events, private businesses including Nat West, colleges and Bournemouth University.
• Bournemouth Town Centre Action Day, delivered in partnership with BCP Council’s Knife Crime Awareness campaign, included litter picking and light gardening and brought together local businesses, education providers, and residents, boosting community spirit.
“A really well-run event with a great vibe. Everything was perfectly organised by CAN’
Promoting the value of volunteering:
Volunteer Fairs held across the BCP Council area attended by nearly 200 people enabled 45 organisations to attract new volunteers.
Voluntary Service Awards, held at The Lighthouse in Poole brought together over 100 guests for a vibrant evening celebrating the outstanding contributions of people giving their free time to local charities and community groups across Bournemouth, Christchurch and Poole. Honouring people making a real difference and strengthening community.
‘The videos were amazing. and so emotional. Great to see amazing work going on and learn more about the voluntary sector’ ‘Thank you for celebrating all we do’
Story of change:
Sean, a retired engineer with a strong background in computers, moved to Bournemouth in 2023, and was experiencing loneliness and isolation. He struggled to find a volunteer role to suit his interests, until he found CAN! With out personalised support and extensive local knowledge he found a role at the Dorset Family History Society. This has provided him with a sense of purpose, increased his social interaction, and helped him combat isolation. The successful volunteer placement has had a positive impact on Sean's overall well-being, enhancing his self-esteem and providing him with a sense of belonging in his new community. He’s now been offered a job there so able to re-enter into the job market.
4. PROMOTE EQUITY, DIVERSITY & INCLUSION
359 members support groups with protected characteristics which is 42% of our membership.
We are committed to building a VCS that truly reflects and serves the diversity of our communities, ensuring equitable access to services and opportunities for all, especially those with protected characteristics or from ethnically diverse backgrounds.
Trusted Voices Engagement Events: in partnership with Dorset Community Action, held a highly regarded Cultural Sensitivity session with Live Well Dorset’s team members. The session focused on the crucial need to understand and engage with specific audience/community groups to ensure beneficial interactions for all parties. This proactive approach directly promotes equity and inclusion by ensuring that engagement strategies are culturally appropriate and effective.
The Trusted Voices initiative continues to share essential public health messaging, cost of living information, and Mental Health and Wellbeing messages through 71 Trusted Voices Champions and 21 Trusted Voices Partners (total 92).
The Ethnically Diverse Communities Project supported 28 groups, with 21 undergoing Organisational Health Checks to assess and address their specific needs. 5 training sessions were delivered to 63 attendees as part of the EDC project, focusing on practical support for organisational development and effective funding practices.
Stories of change: Funding Success
A key milestone for the Ethnically Diverse Communities Project was the launch of the Dorset Community Foundation Grants for Strength and Sustainability, co-designed with input from ethnically diverse community groups to ensure accessibility. Capacity Building Officers provided tailored application support, and EDC representatives joined the grant assessment panel. All 13 applicant groups successfully secured funding, with 12 receiving the full amount requested. Ellie from Dorset Community Foundation said: "I have never experienced a round of funding when all the applications were eligible and suitable for funding, which highlights our commitment to breaking down barriers and promoting equitable access to resources for diverse communities.”
5. STRENGTHEN VCS INFRASTRUCTURE THROUGH MEMBER-LED LEADERSHIP
Our Values: We believe how we work is as important as what we do. Our values inform and drive our work every day, we’re about collaboration, compassion, inspiration, integrity and respect. ‘Kindness is our superpower’
Membership: At the end of March 2025, we had 772 members an increase of 460% over the past 5 years.
CAN’s strength lies in vibrant, engaged membership and commitment to member-led leadership. This ensures that our direction and services are responsive to the needs of the charities and groups we serve.
Our annual membership survey gathers insights about their experiences, satisfaction levels and future needs, it has informed this report and our recommendations for the future.
Our People: Our dedicated team are supported by extensive processes and policies to enable effective practice.
Quality Assurance: We received the NAVCA Local Infrastructure Quality Accreditation, a quality mark that recognises the strength and impact of our work and confirms our commitment to the highest standards. The report stated, "CAN’s leadership is highly respected… Partner organisations consistently highlight CAN’s accessibility and clear communication.”
A new CRM gives us the most accurate and up to date membership records and enhances our ability to serve our members effectively.
Testimonial from HealthBus: Deano Pickering described the value of CAN's member-led approach. ‘We are delighted to renew our membership with CAN as we have valued your support, training and engagement over the years which has enabled us to maintain our mission and vision. CAN’s contribution to our charity has been instrumental.’
RECOMMENDATIONS
Based on the achievements and insights from 2024/2025, CAN proposes the following to enhance impact and sustainability:
Organisational support: Given the high demand and positive outcomes from our tailored advice and the Organisational Health Checks (OHCs), increasing capacity within the VCS Development team would reach an even greater number of organisations, particularly newly formed or emerging groups.
Training: Building on the success of our bite-sized training, developing more advanced modules, particularly in highly requested areas such as AI integration for charities and co-production of written resources, will further enhance organisational efficiency and innovation.
Partnerships: Leverage the success of projects to forge new strategic partnerships with other charities and community groups, the VCS Assembly, NHS, local authorities, and private sector entities, identifying shared goals to address complex community challenges more comprehensively.
Volunteer development: While volunteer engagement is strong, exploring structured development pathways and recognition programmes for "Community Heroes" and "Trusted Voices Champions" could further empower volunteers and sustain their crucial contributions. We will also achieve the NAVCA Volunteer Centre Quality Award demonstrating quality practice and improvement of our Volunteer Hub.
Equity and inclusion: Continue to champion the work of the Ethnically Diverse Communities Project and explore opportunities to replicate its successful co-designed funding and support models for other underrepresented groups, ensuring equitable access to resources and opportunities across the VCS.
CONCLUSIONS: The 2024/2025 financial year stands as a testament to the resilience, adaptability, and unwavering commitment of our organisation, the charities and community groups we support, and the wider Voluntary and Community Sector.
We have successfully delivered on our strategic goals, significantly strengthening VCS organisations, fostering vital collaborations, and ensuring our services are accessible and impactful for all.
Our impressive membership growth, the substantial grant funding secured for local groups, and the tangible savings generated for public services through initiatives like the Hospital Discharge team underscore the critical role we play in supporting community well-being.
Furthermore, our dedication to equity, diversity, and inclusion, highlighted by the groundbreaking work of the Ethnically Diverse Communities Project, embeds fairness and accessibility into the heart of everything we do.
As we move forward, we are energised by these successes and committed to continuous improvement. We will continue to champion member-led leadership, innovate our support services, and forge stronger partnerships to meet the evolving needs of our communities. The foundations laid this year position us strongly to face future challenges and to build an even more vibrant, sustainable, and inclusive voluntary and community sector.
Moving Forward - Strategic plan 2025 2026
Membership: Trustees are committed to CAN remaining at the heart of the local voluntary and community sector. They have set a target to increase membership by at least 120 in the coming year and we are confident we’ll achieve that through active engagement with people and groups from micro community groups to larger charities.
Having successfully achieved the NAVCA Local Infrastructure Quality Assurance award we are re-framing our strategy under the four functions of the local infrastructure charity, which are:
Leadership and Advocacy:
We are leaders in our communities, strengthening our sector’s voice and influence on key decision-makers and funders. We support and empower vulnerable and marginalised communities, working towards a more equal society.
Partnerships and Collaboration
We create opportunities for collaborative working by building networks and partnerships between local organisations and strategic partners. Through nurturing these relationships, communities are better equipped in both the development of ongoing projects and at times of crisis.
Capacity Building
When local voluntary and community organisations have access to practical support, people and communities become more resilient and able to flourish. We provide training, resources or advice to facilitate community development.
Volunteering
Volunteering is integral to thriving communities. We encourage and nurture individuals to take up volunteering opportunities, so that people can build connections and work together on things they care about, driving positive change locally.
Policy on reserves
In line with Charity Commission advice CAN has a Reserves Policy to ensure viability beyond the immediate future and to provide continuity of service over the longer term. We are particularly aware of the need to cover contingency liabilities such as gaps in funding streams, cash flow and meeting the cost of redundancy payments to staff in the event that projects come to an end or that the organisation itself should be forced to close.
CAN allocates unspent money to three different types of funds in the accounts at the end of the financial year. These were:
• Restricted funds (£1,747,294) - unspent money from restricted grants
• Unrestricted funds (£652,853) - money that can be spent on anything which furthers the objectives of
the charity
• Designated funds (£50,879) - part of unrestricted funds which is earmarked for specific activities. The
trustees reserve the right to change the allocations in order to reflect changes in circumstances.
Our free available reserves at the year-end of £652,853 exceeds the Reserves Policy of three months’ worth of general funds expenditure.
Funds held as Custodian Trustee on behalf of others
We hold funds for the following organisations:
Hurt to Healing £1,259.
The charity is no longer operating but have insurance expenses to pay until Dec 2026. They have sought the support of CAN hold funds for this period. At the start of the year £1,302.50 was held in relation to Hurting to Healing. During the year costs of £44 was incurred.
Total custodial funds held by CAN £1,259.
Income and spend rationale
Project funding has increased and been very healthy this year, with the Wellbeing Collaborative project extended initially to June 2025
Essential Core funding:
CAN’s essential funding is from a contract with BCP Council and a grant from NHS Dorset, which are monitored via contract agreements and service level agreements. The funding is used to deliver our charitable objects and an annual plan that defines our mission, objectives and measures of success. The majority of the funding is used to employ our staff and pay for offices in Poole.
Project funding:
CAN Dorset Funded by Dorset Council. Supporting the sector by building resilience through providing free bespoke one to one expert advice, plus our popular training and webinars. We were unsuccessful in our bid to extend the work past the end of March 2025, so this work came to a close sadly.
CAN Wellbeing Collaborative Funded by BCP Council. A fresh approach to helping people stay safe and well at home by connecting them with local community support.
Access Wellbeing:
Dorset Wellbeing Hubs Funded by NHS Dorset. An innovative collaboration bringing together the local community, led by the voluntary and community sector, working in partnership with our NHS and Council colleagues, to co-create firm foundations to enable individuals and communities to improve and promote their own health and wellbeing. We are strategic partners with NHS Dorset and are holding funds as we work with them and other partners to develop expressions of interest to deliver collaborative working and the hubs further. A budget/spend has been agreed between CAN and NHS Dorset to cover our costs.
Community Mental Health and Wellbeing Grants – as part of the Access Wellbeing work, we are working with NHS Dorset and Dorset Community Foundation to distribute grants to grassroots organisations to improve mental health and wellbeing.
Trusted Voices Funded by Public Health Dorset. A project initially to better cascade information about covid and vaccinations to communities that have been underserved by general public health communications. Now extended to supporting improving health inequalities. This came to an end in April 2025, however, we are in conversation should funding be found to continue this work.
Due to prudent financial management, CAN have not overspent on any budget this financial year.
Salaries are independently evaluated and set against local industry levels using the Croner salary benchmarking tool.
Future plans
We remain in a strong position to deliver our vision and mission. Strategic Plan 2025 – 2026 ‘ Action with heart’ sets out objectives and how impact will be measured and reported.
We believe everyone deserves to live happy, healthy lives in a society that promotes fairness and social justice.
Our values drive everything we do – you’ll see us being collaborative, compassionate and inspirational, and acting with integrity and respect.
Our vision is to see communities across the county of Dorset that are strong, healthy, diverse and thriving.
There is a sense of community where everyone can play an active role. People volunteer and work for the causes and organisations which are close to their hearts, minds and values. We know that charities and community groups play a vital role in supporting health and wellbeing - creating and facilitating opportunities for participation, action and decision making in local communities.
Our mission is to serve and champion Dorset’s charities and community groups
We’re proud to be quality assured by NAVCA, our national membership body, and work to the four functions of a local infrastructure charity:
1. Leadership and Advocacy
2. Partnerships and Collaboration
3. Capacity Building
4. Volunteering
Our reputation and presence has increased exponentially this past year, and we are working as a whole team to maintain this momentum.
Trustees have reflected on our strategic plan and consider it robust and fit for purpose.
Statement of trustees' responsibilities
The trustees, who are also the directors of Community Action Network for the purpose of company law, are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:
In preparing these financial statements, the trustees are required to:
select suitable accounting policies and then apply them consistently;
observe the methods and principles in the Charities SORP 2019 (FRS 102);
make judgements and estimates that are reasonable and prudent; and
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.
In accordance with the company's articles, a resolution proposing that TC Group be reappointed as auditor of the company will be put at a General Meeting.
The trustees' report was approved by the Board of Trustees.
Opinion
We have audited the financial statements of Community Action Network (the ‘charitable company’) for the year ended 31 March 2025 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and the notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion, the financial statements:
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the Community Action Network in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
Other information
The other information comprises the information included in the trustees annual report, other than the financial
statements and our auditor’s report thereon. The trustees are responsible for the other information contained
within the annual report. Our opinion on the financial statements does not cover the other information and,
except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion
thereon. Our responsibility is to read the other information and, in doing so, consider whether the other
information is materially inconsistent with the financial statements or our knowledge obtained in the course of
the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent
material misstatements, we are required to determine whether this gives rise to a material misstatement in the
financial statements themselves. If, based on the work we have performed, we conclude that there is a material
misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of our audit:
the information given in the trustees' report for the financial year for which the financial statements are prepared, which includes the directors' report prepared for the purposes of company law, is consistent with the financial statements; and
the directors' report included within the trustees' report has been prepared in accordance with applicable legal requirements.
In the light of the knowledge and understanding of the Community Action Network and its environment obtained in the course of the audit, we have not identified material misstatements in the directors' report included within the trustees' report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:
adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
the financial statements are not in agreement with the accounting records and returns; or
we have not received all the information and explanations we require for our audit; or
the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the trustees' report and from the requirement to prepare a strategic report.
As explained more fully in the statement of trustees' responsibilities, the trustees, who are also the directors of the Community Action Network for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the Community Action Network’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.
Extent to which the audit was considered capable of detecting irregularities, including fraud
The objectives of our audit, in respect to fraud, are: to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses; and to respond appropriately to fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both those charged with governance of the entity and its management.
Our approach was as follows:
- We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our general commercial and sector experience, and through discussion with the trustees and other management (as required by auditing standards), and discussed with the trustees and other management, the policies and procedures regarding compliance with laws and regulations;
- We focused on specific laws and regulations which we consider may have a direct material effect on the financial statements or the operations of the charitable company, including the Companies Act 2006, the relevant tax compliance regulations in the UK, the legal and regulatory frameworks directly applicable to the financial statements reporting framework (FRS 102) and Charity SORP;
- We considered the nature of the industry, the control environment, business performance and KPI's for a charitable company;
- We communicated identified laws and regulations within the audit team and remained alert to any indications of non-compliance throughout the audit. These include Health and Safety, employment law and adequate insurances, including those required to be taken by 3rd parties;
- We considered and reviewed the procedures and controls that the charitable company has established to address risks identified, or that otherwise prevent, deter and detect fraud; and how senior management monitors those procedures and controls.
To address the risk of fraud through management bias and override of controls, we;
a) performed analytical procedures to identify any unusual or unexpected variances.
b) tested journal entries to identify unusual transactions.
c) assessed whether judgement and assumptions made in determining the accounting estimates set out in financial statements were indicative of potential bias.
d) investigated the rationale behind significant or unusual transactions.
In response to the risk of irregularities and non-compliance with laws and regulations, we designed proceeds which included, but were not limited to;
a) agreeing financial statement disclosure to underlying supporting documentation
b) reading the minutes of meetings of those charged with governance
c) enquiring of management as to actual and potential litigation and claims
d) reviewing correspondence with HMRC, relevant regulator and the company's legal advisors as considered necessary.
Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: http://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
Use of our report
This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part
16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to to charitable
company's members those matters we are required to state to them in an auditor's report and for no other
purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than
the charitable company and the charitable company's members as a body, for our audit work, for this report, or
for the opinions we have formed.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
All income and expenditure derive from continuing activities.
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
Community Action Network is a private company limited by guarantee incorporated in England and Wales. The registered office is Beech House, 28-30 Wimborne Road, Poole, BH15 2BU.
On 4 November 2019 the charity renamed from Bournemouth Council for Voluntary Service to Community Action Network.
The financial statements have been prepared in accordance with the Community Action Network's governing document, the Companies Act 2006 and “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)” (as amended for accounting periods commencing from 1 January 2016). The Community Action Network is a Public Benefit Entity as defined by FRS 102.
The financial statements are prepared in sterling, which is the functional currency of the Community Action Network. Monetary amounts in these financial statements are rounded to the nearest pound.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
At the time of approving the financial statements, the trustees have a reasonable expectation that the Community Action Network 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.
£1,990,190 deficit for the year ending 31st March 2025 was as expected. This is as a result of Community Action Network utilising the £4.3mil grant received during year ending 31st March 2022 for Dorset Wellbeing Hub.
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Designated funds are unrestricted funds which have been earmarked for a particular purpose, within the objects of the charitable company, by the Trustees.
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.
Income is recognised when the Community Action Network is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.
VAT is accounted for on income where the charity is supplying a service subject to VAT.
Cash donations are recognised on receipt. Other donations are recognised once the Community Action Network has been notified of the donation, unless performance conditions require deferral of the amount.
Legacies are recognised on receipt or otherwise if Community Action Network has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.
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.
All expenditure is classified under the Charity's principle categories of charitable and other expenditure and all by the type of expenses.
Where applicable expenses are net of VAT.
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 Community Action Network 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.
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 Community Action Network 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.
Rentals payable under operating leases, including any lease incentives received, are charged as an expense on a straight line basis over the term of the relevant lease.
Taxation
The charity is considered to pass the tests set out in paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for the UK corporation tax purposes. Accordingly, the Charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively for charitable purposes.
In the application of the Community Action Network’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
The main critical accounting estimate requiring judgement is the split of income between restricted and unrestricted funds, the charity carefully consider the purpose, along with the terms and conditions over any income received in the year.
Charitable Activities
Charitable Activities
Income from charitable activities
Community Action Network received the following income in relation to service contracts during the 2024 year:
BCP - £552,113
This is split as follows:
£272,113 CAN Well-being Collaborative
£20,000 CAN Core Fund
£140,000 Trusted Reviewer
£20,000 Pilot placement
£100,000 Provision of an Infrastructure for BCP Children's Services
Dorset Council - £53,428
This is split as follows:
£3,428 Thriving Communities project
£50,000 VCS Training, Support and development
NHS Dorset - £122,156
This is split as follows:
£12,500 We Can Talk About Cancer project
£37,575 SMI Physical Health Check Project
£51,914 Dorset Wellbeing Hubs
£20,167 Research Engagement Lead and VCS involvement
Bournemouth University- £4,989
Volunteering development work
Post, stationery and photocopying
Subscriptions and publications
Telephone
Insurance
Advertising
Travel and subsistence
Rent
Conference costs
Refreshments
Premises expenses
IT support & financial management
Miscellaneous
Other professional fees
Accountancy fees
Trustee expenses
Payroll administration costs
Audit/Independent examination
Governance costs includes payments to the auditors of £8,400 for audit and other fees (2024: £8,000).
None of the trustees (or any persons connected with them) received any remuneration or benefits from the Community Action Network during the year.
During the year £311 (2024 - £295) of expenses were reimbursed to Trustees. The remaining £3,923 included in Trustees Expenses this year are in relation to AGM costs.
The average monthly number of employees during the year was:
Included in the above are social security costs of £73,101 (2024 - £61,760).
One employee received remuneration greater than £60,000, but lower then £70,000 in the current year (same employee in the previous year).
Total remuneration of key management personnel during the year was £62,829 (2024: £138,072) and employer's pensions was £3,141 (2024: £6,232). Pension contributions were paid for 30 (2024: 28) staff under a defined contribution scheme.
Volunteers
Due to a sustained decline in the number of prospective Wellbeing volunteers - reflecting broader national trends in volunteering - the scheme was paused to allow for a review of its viability and future direction.
5 Volunteers supported the Access to Community Support and Services Project during 2024/25. They supported the project team by breaking down information about local community support into a national recognised standard. This information has then been used behind the NHS Dorset funded Service Finder tool, helping professionals in Dorset signpost to available support. The volunteers contribute to growing the shared data set to over 1,500 local services assisting over 500 professionals locally.
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
Included within accruals and deferred income is £1,259 (2024 - £2,849) of funds held on behalf of other organisations.
The Community Action Network operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the Community Action Network 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.
Donation to local community groups
This was funds received into CAN to be distributed to small charities/ community groups as specified by the owner.
Ethnically Diverse Research
Project to develop a model of delivery that meets the identified support and advice needs of ethnically diverse voluntary and community groups in BCP.
Poole Voluntary Service Funds
Funding for supporting specific Poole based projects.
SMI Health Check
Funded by NHS Dorset. Project to accelerate preventative programmes: support the gathering and analysis of local health inequalities insight and knowledge.
Trusted Voices
Funded by Public Health Dorset. A project to better cascade information about Covid and vaccinations to communities that have been underserved by general public health communications.
Access to Health care
Thanks to funding from NHS Charities Together we worked with Public Health Dorset to commission 5 community groups to understand the reasons why certain communities do not access healthcare appointments.
Ethnically Diverse Community
Through the National Lottery Communities Fund, we’re working alongside Dorset Race Equality Council, BCP Council, and Dorset Community Foundation to develop local ethnically diverse communities, by working with the local charities and community groups that support them.
One-off wellbeing
Funded by Adult Social Care in BCP Council we are distributing small grants to individuals referred to us who require a something to enable them to be discharged from hospital quickly and safely – such as a deep clean of their property of a capital item like a fridge or microwave.
Dorset Wellbeing Hub
Funded by NHS Dorset. An innovative collaboration bringing together the local community, led by volunteer and community sector, working in partnership with our NHS and Council colleagues, to co-create firm foundations to enable individuals and communities to improve and promote their own health and wellbeing. We are strategic partners with CCG and are holding funds as we work with them and other partners to develop an expression of interest to deliver the hubs further. A budget/spend has been agreed between CAN and the CCG to cover our initial costs.
Ukraine Infrastructure Fund
Funded by NAVCA. Project to help the Ukrainian refugee crisis in Bournemouth, Christchurch and Poole.
Winter Crisis 2022/23
Funded by NHS Dorset. Short project working in partnership with NHS Dorset and Citizens Advice BCP to provide support to people most affected by the cost-of-living crisis.
Community Wellbeing Mental and Health Fund
As part of the Access Wellbeing work, CAN and working with NHS Dorset and Dorset Community Foundation to distribute grants to grassroots organisations to improve mental health and wellbeing.
Taster Development (TR)
Taster activity sessions, organised by the Trusted Reviewers, involve partnering with activity providers across BCP to offer free or low-cost sessions for day centre clients. These sessions give clients the opportunity to try something new in their community.
Voluntary Youth Work
Funding to develop the capacity of voluntary sector youth work organisations and youth volunteers across BCP.
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 which have been set aside out of unrestricted funds by the trustees for specific purposes.
Organisational Development
Funds from our reserves to be utilised to develop the organisation.
Project Development
Funds from reserves have been utilised to build capacity and contribute to improve productivity and
sustainability of the organisation.
Training
Income received from training events to be utilised to fund training expenses.
Of the unrestricted reserves of the following has been allocated internally for the year ended 2025:
Salary Uplift £16,500
Staff salary review should there need to be an increase in salary.
Sustainability Fund £135,032
Free reserves to sustain CAN for 3 months while alternative support for VCS is put in place, should our CORE
funding cease.
Contingency Fund £45,000
Cover in line with Reserves policy for the long-term sickness, maternity/paternity leave.
CORE £140,000
To cover CORE expenses.
CAN Wellbeing Collaborative £18,900
To cover Budget costs.
Trusted reviewer £10,200
To cover Budget costs.
At the reporting end date the Community Action Network had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
There were no related party transactions during the year, other than those disclosed in the Trustees note.