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2021-03-31-accounts

ANNUAL REVIEW 2020 -2021

ALTERNATIVES TO VIOLENCE PROJECT BRITAIN

Annual Review 01 April 2020 - 31 March 2021 Charity 1085709

PAGE 01

AVP BRITAIN

ABOUT AVP BRITAIN

Quakers were instrumental in establishing AVP at its outset in New York in 1975 as well as in bringing AVP to Britain in 1989. A registered national charity, AVP Britain is committed to working towards a resilient and non-violent society. AVP workshops are held across England, Scotland, and Wales.

While AVPB is now an independent and non-aligned organisation, the early Quaker influence is still reflected in our values and in our workshops, as well as in our organisational practices. Our values encourage us to:

Honour the right to choose;

Much more than anger management courses, AVP recognises that a holistic approach is needed to address violence in our societies. Our courses therefore aim to teach participants the necessary skills to handle conflict non-violently and to build better, healthier, and more resilient relationships. We do this through interactive workshops which combine experiential learning and self-awareness exercises with more practical skill development in conflict management.

Our Courses

To maximize accessibility, our courses are now offered in four main formats:

As a result of COVID-19, we have been developing more flexible delivery patterns including virtual workshops and shorter taster sessions. We have also developed a high accessibility version of our distance learning course which will increase participation potential among individuals who may experience difficulties reading or writing.

PAGE 02

AVP BRITAIN

ABOUT AVP BRITAIN

Our Approach

Through a range of exercises, discussions, games, and role-playing, participants learn to create and maintain an environment where five core conditions for non-violence can exist:

Participants explore who they are as people and learn how to transform negative and harmful thought and action patterns into positive ones. By tapping into their inner strengths, we empower participants to play an active and decisive role in how they perceive life and other people, and in turn how others perceive them.

Our Beneficiaries

Anyone can access, and benefit from, AVP workshops. We believe that the experience of violence or abuse undermines self-respect and self-esteem, which in turn puts people at a significant disadvantage in their dealings with others in society. Apart from interactions with one’s immediate social circle (family, friends, and neighbours), this also includes interactions with potential employers and official agencies such as health, housing, benefits, and education, thus perpetuating feelings of frustration, isolation, and/or hopelessness.

AVP beneficiaries are therefore people of all ages and genders, of varied cultural and linguistic backgrounds, and from across the class spectrum. They include survivors of domestic violence, prisoners on short and long sentences, people experiencing homelessness who are seeking help to deal with the hardships they face in rebuilding their lives, and professionals in the care industry who might face conflict in their day-today jobs.

PAGE 03

AVP BRITAIN

THE NEED FOR AVP BRITAIN

The UK is currently facing a volatile and dangerous socio-economic crisis. Many community members are faced with uncertainty in multiple aspects of their lives, sometimes leading to feelings of distress, anxiety, and/or anger, with fewer healthy outlets for these emotions.

Among other....

Domestic Abuse is increasing. The Crime Survey for England and Wales showed that over 1.6 million women and 757,000 men had experienced domestic abuse between March 2019 and March 2020, even before the onset of the global pandemic. Between April and June 2020, an increase of 8.1% in abuse by current partners and 17.1% from family members was already being reported. In April 2020, the Home Affairs Committee further pointed to evidence that cases were showing higher levels of physical violence than previously (Havard, 2021).

The pandemic has also had a detrimental impact on people’s mental health. Elevated levels of stress and anxiety are reported, mainly in connection to forced quarantine and its effects on people’s activities, routines, and livelihoods (WHO, 2021). Moreover, studies have shown that individual health and hygiene concerns create anxiety, which has in turn been associated with an increase in anger, aimed either towards transgressors of recommended guidelines or the government itself for imposing them in the first place (Abadi et al., 2021).

Homelessness has increased gradually over the years, with the official 2018 total remaining 165% higher than in 2010. Meanwhile, homelessness is intrinsically linked to mental health issues, heightened anxiety, conflict, and violence – with many women experiencing homelessness reporting that they had been victims of domestic violence prior to their current state (ACMD, 2019).

Detentions under the Mental Health Act have risen by 34% since 2005. Although we have recently seen a decrease in overall prison population, it is set to rise by 3,200 places by March 2023 (Prison Reform Trust, 2019). Furthermore, our penal system emphasizes punishment rather than rehabilitation, a flawed approach, we believe, given that 64% of adults who serve a 12-month sentence reoffend after leaving prison (Ibid.).

According to the Prison Reform Trust, 34% of inmates assessed in 2017/2018 reported that they had a learning disability or difficulty. Four-fifths of prisoners with learning disabilities or difficulties report having problems reading prison information, expressing themselves clearly, and understanding certain words (Prison Reform Trust, 2019).

PAGE 04

AVP BRITAIN

THE NEED FOR AVP BRITAIN

These trends highlight that our current support systems in the UK are just not working well enough. People suffering from a lifetime of abuse and conflict are falling through the proverbial cracks, and scarce access to mental health support makes it nearly impossible for people to seek alternatives to their current lifestyles. Using punishment as a treatment for symptoms of chronic societal problems, instead of treating the underlying conditions supporting them, is evidently not effective, efficient, or sustainable. In fact, the evidence is clear: early intervention in conflict saves money, time, and promotes better wellbeing (Saundry & Urwin, 2021).

The Cost of Inaction

Conflict is all around us. According to an independent study published in 2021, the cost of workplace conflict to UK organisations alone amounted to a staggering £28.5 billion (Saundry & Urwin, 2021). The research further reports that nearly 10 million people experienced conflict at work, with over 50% of them citing stress, anxiety, and depression as a result of conflict. These emotions were not felt passively: close to 900,000 individuals took time off work to recover, a further 500,000 resigned, and over 300,000 were dismissed (Ibid.).

These costs are only part of the picture. In 2018/2019, violent incidents had cost the capital city over £3 billion in response costs and loss of economic output (Mayor of London, 2020). In Wales, another report outlines that violence costs the Welsh healthcare system over £46.6 million per year (Parry, 2020). In fact, a panoply of reports detail the myriad of costs associated to crime including anticipatory, defensive and insurance costs; costs as a consequence of crime (health and victim services, loss of output, stolen and damaged property); and response costs (police and judiciary) (see Heeks et al., 2018 as an example).

I truly believe that the course was the first step on my road to a life without using violence. Feedback from prisoner, HMP Isle of Wight

PAGE 05

AVP BRITAIN

OUR WORKSHOPS & COURSES IN 2020-2021

Our Impact

From April 2020 to the end of March 2021 (during COVID-19):

It has been so interesting to dig into the reasons behind conflicts and anger. I have finally got the help that I have needed for so long.

Workshop Participant

PAGE 06

AVP BRITAIN

AVP CO-CHAIR'S REPORT

Programming

Change has been the order of the day for this past year, from April 2020 to March 2021.

To begin with the programme; from the onset of the first national lockdown due to Covid-19 in March we were able to run neither the face to face to workshops nor the Distance Learning programme. By May the ‘Facing Up to Conflict' Distance Learning (DL) course was back up and running, although enrolments and completions remained much lower than usual for a while longer. From April the London/SE region began piloting stand alone online sessions to bring AVP facilitators together and to be a forum for skillsharing in the, soon to be familiar, environment of ‘Zoom’. At the same time, work began on moving our ‘Facing Up to Conflict’ workshops online. This proved to be quite a challenge and thanks are due to all the volunteers and staff who contributed to this key task.

In August and September the first pilot runs of the level 1 online workshop took place, one in Wales for a partner organisation and one run from London for a mixed intake of participants. The feedback from those courses was very positive. While there were some aspects of our traditional workshops that did not transfer well to a remote delivery, for example ‘light and livelies’, both facilitators and participants felt there were compensations and advantages to being online. The workshop evaluation reports are included as Appendix 1. Between October 2020 and March 2021 we ran a further five Level 1 Facing Up to Conflict workshops online, and two at Level 2.

In January 2021 work began on converting the Training for Facilitators workshop to an online format and this was delivered during March, successfully training 6 new potential facilitators, mostly recruited through the online workshops. These facilitators will undertake their apprenticeship in the online workshops and will undertake extra training if they would like to proceed to deliver face-to-face workshops in due course.

Between July and September the Distance Learning (DL) course began to grow again. Enrolments were far in excess of what we would normally expect, and completions were also high. Although word-of-mouth promotion was probably much reduced, staff were very helpful in some prisons with enrolling people and collecting packs. There was also some uptake of DL in the community, i.e outside of prisons, something we have been working towards for some time. Around 50 community participants took up the distance learning course between July and September, with very little extra marketing. Many thanks to our Distance Learning Coordinator and the team of assessors and other volunteers who supported the DL programme throughout this challenging time.

PAGE 07

AVP BRITAIN

AVP CO-CHAIR'S REPORT

In September 2020 AVP Ireland (AVPI) approached us about the possibility of delivering the Facing up to Conflict DL course in Irish prisons during the pandemic. We helped them to pilot the programme for 20 participants, including providing full assessor training for the AVPI coordinator. Following the successful completion of the pilot, AVP Ireland decided to roll out the programme in prisons across the country, supported by their own coursework assessors. Beginning in January 2021, AVPB provided training to eight trainee assessors, plus reviews of practice assessments. Since then AVPB has continued to provide guidance on an informal basis, whilst AVPI has provided useful feedback on the training process. AVPB and AVPI have also collaborated on an evaluation of the programme in two women’s prisons in Ireland, to identify if the need exists for a specific version of the course for female offenders.

Other developments to the DL course included the introduction of the assessor reviewer’s role, to ensure consistency of assessments to participants. Levels 1 and 2 of the course are now available in electronic form, if preferred by community participants. One-to-one support (online) is available for participants who have difficulty reading, and for those whose first language is not English. An accessible version of Level 1 has been completed, and will be launched as soon as funding is available.

So by April 2021, the strands of the AVP Britain programme that were operative were:

Please note: ‘Facing Up to Conflict’ is now the name for both AVPB basic workshops at Level 1 and 2 and also our Distance Learning course. ‘Tackling Conflict’, is a new course developed by AVP volunteers and now available through AVPB. It is for learners who want to work at their own pace online, supported by an online learner forum and online facilitated seminars. Thanks are due to the small volunteer team that worked to make this possible and successfully ran Tackling Conflict at Level 1 and 2 during the year.

A Big Thank You.....

...to all our volunteers for their generosity and dedication to AVP, without whom we couldn't operate. From committing to our work despite a challenging external environment, to embracing new technologies to ensure the continued delivery of our work - our volunteers have shown the same courage, resilience, and enthusiasm which we aim to inspire in our workshop participants.

We also thank all our donors, big and small, for trusting us with the resources needed to do our life-changing work.

PAGE 08

AVP BRITAIN

AVP CO-CHAIR'S REPORT

Staffing

There were changes, too, in the area of staffing. We said goodbye to Ed Hurren, our Finance Officer of many years, and we welcomed Elaine Bright into the role in June. Keely Mouland, who was recruited in January 2020 as Fundraiser and Project Manager, became our National Coordinator in April on a new contract. We also brought onto the payroll as an employee, Robert Ordman, our Distance Learning coordinator, who had been engaged as a consultant previously. Robert’s hours have been increased over a period of time so that he now works four days a week on the programme.

Then after fifteen months of sterling work, particularly around fundraising, and enabling the new online workshops, we lost Keely at the end of March 2021 as she left to work more directly with beneficiaries of another charity. We thank Keely for all her energy and hard work, as well as her enthusiasm under such difficult circumstances, and wish her well in her new role.

The London/SE region remained the only region with dedicated staff support throughout the period and, as London regional coordinator, Karen Virtue was a key part of running the online workshops which served the majority of referrals and applications for the whole of the country. We are taking onboard the lesson that the ‘Tackling Conflict’ course and face-to-face workshops, when we are ready to resume them, will also need dedicated staff support, as well as the volunteer input, if they are to achieve a sustainable profile capable of building.

Strengths and Challenges - Our Volunteers

We are a volunteer-led organisation and we want to say something here about the strengths and challenges of that in this last period. First, it is important to note that, as from the very beginning of AVPB, our volunteers are the mainstay of the organisation and we could not function without them. The facilitators for the workshops and the assessors for the Distance Learning programme are the backbone of the volunteering team. This has continued to be the case as we adapted to the pandemic situation. Around them are other vital volunteering roles, from regional committee members and treasurers to administrative and technical support; not forgetting our trustees of course, who are volunteers too.

It was a very intense year, in so many ways, and we became aware that a number of our volunteers were suffering or threatened with illness, stress and/or burnout. Keely recognised this and helped us to put in place some online resources to support volunteers. In addition, London/SE region responded with a regular monthly get-together of facilitators as a ‘nurture group’, online. The aims are to connect, support and inspire, to share ideas and news from around the AVP world, as well as to enjoy and celebrate community.

PAGE 09

AVP BRITAIN

AVP CO-CHAIR'S REPORT

Wales region was successful in supporting and keeping together its team of volunteers, based around delivering three online workshops for a partner organisation. But across the organisation there was an uneven response from volunteers about the opportunity to work online. In most regions we therefore lost cohesion and struggled to hold teams together, leaving us weak on the ground, even though individual facilitators from many regions were involved in the London/SE online workshops. The distance learning programme continued to support the DL assessors and other volunteers with training meetings online and support by phone.

Strengths and Challenges - Our Trustees

Finally, we also strengthened the Trustee team during this year – and experienced some of the same challenges with burnout and loss. Following a skills audit to identify needs, in April 2020 we co-opted four new trustees; Harry Albright, John Ling and Stephen Charman from within AVP and Jennifer Hawkswood, from outside. Three of these appointments, Harry’s, Stephen’s and Jennifer’s, were ratified by the following AGM in November 2020, but John decided not to go forward. At that AGM three of the existing Trustees stood down. They were Jane Harries and Joan Neary, both having served their maximum term, and Matthew Knight. A big vote of thanks to all trustees, those retiring and those staying, for their commitment in helping to steer the organisation through a very challenging year.

Looking Ahead - Five Challenges

PAGE 10

AVP BRITAIN

GOVERNANCE

2020-2021 Board

Co-Chair: Marie Walsh Co-Chair: Stephen Charman Company Secretary: Harry Albright Treasurer: Colin Mallinson Trustee: Alexandra (Sasha) Dzhuras Trustee: Jennifer Hawkswood

Trustee: John Ling (stepped down November 2020) Trustee: Jane Harries (stepped down November 2020) Trustee: Joan Neary (stepped down November 2020) Trustee: Matthew Knight (stepped down November 2020)

The Alternatives to Violence Project, Britain is a registered charity and a company limited by guarantee and is also registered in Scotland as charity. Company Members meet in an Annual General Meeting and elect between six and ten Trustees who hold responsibility for all governance matters. Trustees serve for a three year term, and each year up to a third of trustees stand down or may stand for re-election, subject to a maximum term of six years.

We are a volunteer-led organisation, with our distance learning programme being delivered from London and the programme of face-to-face workshops being organised locally. AVPB regions are semi-autonomous, they fundraise and organise their workshop programmes, whilst adhering to AVP’s national policies and strategies. Two of the regions (Wales and London & the South East of England) now have a paid coordinator/development worker and this is our ambition for every region.

OUR PATRONS

Baroness Vivien Stern, Crossbench Peer, House of Lords Tim Newell, Former Governor of Grendon and Spring Hill prisons, restorative justice practitioner, consultant and author

PAGE 11

AVP BRITAIN

FINANCIAL REPORT 2020-2021

As in almost every sphere of contemporary life, the COVID pandemic has had a dramatic and widespread impact on our operations and resources. Regrettably, but perhaps inevitably, the year has seen a significant drop off in much of our regional activity as a consequence of lock-downs and the recurrent prohibitions on face-to-face contact. In an exception to earlier years, this is reflected in a significant increase in our income and a substantial decrease in our expenditure.

The 88% increase in income from grants and the 66% increase in the value of donations received year-on-year is testimony to the generosity of our funders and donors – as well as to the efforts of our hard-working fundraisers. However, a 75% decrease in our receipts from workshops and events demonstrates the impact on service delivery imposed by the pandemic. Specifically, (with last year’s figures in brackets), it cost us £90,933 (£103,307) to run the organisation and deliver the programme, and we had an income of almost £109,000 (£85,000). Overall, 72% (50%) of our income came from grants, around 13% (10%) from donations, and just over 7% (34%) from workshop fees.

Challenges remain for the year ahead. For example, we are likely to face continuing disruption from the pandemic, and a significant proportion (over 50%) of our funds are restricted in terms of their application. And while we have funding available for two national members of staff (parttime) for the coming year, we need to continue to fundraise to consolidate both these posts in order to properly support the volunteer team. A great deal of work is currently under way by the AVPB Board on addressing these challenges.

We owe a huge debt of thanks to our key funders, this year the Flapjack Trust, the Sacred Heart Foundation, the Moondance Foundation, the Allen Lane Foundation, the Weavers Company Benevolent Fund and also to the regions who have supported the funding of the National Coordinator post during this year. As ever, we also gratefully acknowledge the many, many generous donations by individuals, Meetings of Friends and other groups, who continue to support our work, some of them on a regular monthly basis. Thank you!

We would like to thank our finance officer Elaine Bright who took over the books during 2020. Thanks are also due to Peter Davies for his work in examining the AVPB annual accounts.

Reserves

It is our policy to hold at least six months’ operating costs in reserves to mitigate fluctuations in income. Trustees review this annually when they set the budget to ensure that the level of reserves held is appropriate and adequate.

Our key funders (over £5k) in 2020-2021 included:

Flapjack Trust: £12,280 The Allen Lane Foundation: £6,786 Sacred Heart: £10,000 The Weavers' Company Benevolent Fund: £5,801 Moondance: £7,000

...Thank you !

PAGE 12

AVP BRITAIN

REFERENCES

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