## CONFLICT RESOLUTION EDUCATION IN SHEFFIELD SCHOOLS TRAINING **Charity Number 1116794 | Company No 05932383** Annual Report For the year to 31st March 2021 **I n c l u d i n g U n a u d i t e d A c c o u n t s** Youth Young Resolving Peacemakers Conflict Project CRESST CONTENTS Page 1. Introduction 2. Trustee. Staff and Administrotive Information 3. Chair's Report 4. New Ways of Working .................................................................................................................................................................................................... . o.move to online - Resource Development Curious about Conf lict (Stage 3) Peer Mediator Training Resources YouTube Channel b. Move to Online- Online Droma Club............................................................................... 10 5. Staff and Adult Training 11 6. Networking ond Partnerships 7. Core, Communications and behind the Scenes 8. Going Forward 9. Financial report 10. Governance 12 13 14 15 16 11. Independent Examiner's Report............................................................................................... 12. Stotement of Financial Activities 13. Balance Sheet 18 19 20 14. Notes to the Accounts . 21 With a special thanks to our funders.... COMMUNITY FUND FoU￿d￿tio￿ Derbyshire G&yJtO￿ Educatio￿￿1 Trust Garfield k)eSt0￿ FoU￿￿￿tIO Sheffield TOW￿ Trust The Church Bur9esses Educatio￿￿/ FOU￿d￿tIO The Natio￿al Lottery coyy)kXU￿Ity RuY)d #iwill., Youth Social Actio￿ Prograk￿me Conflict resolution for young people by young people! INTRODUCTION CRESST'S vision is to empower the next generation of children and young people with the skills needed to manage conflict constructively. This is to enoble them to secure positive outcomes for themselves and others and reduce the hurt and harm covsed. We believe that. with the right training and support. young people can be very effective at 'doing conflict well.. 66 hile the opportU￿ltieS to employ peer Medi&tion itself tapered off once I'd left pri￿￿rg school, the broader ideals that I wos put I￿t0 Co￿toCt with thKou9h peer medi(7tio diplomacy, good communic&tion, the ecogKlt1o￿ thot there's always more tha￿ ome side to a story - kave stayed witk Me ever S1￿ce, a￿d have beek? iKv&luable I￿￿uMerable situations my professiokpol d Perso￿￿} life. 99 losiah Lento Fonxer Peer Mediator & PHD Stude￿tshiP HANDLING CONFLICT WELL! Conflict resolution for young people by young people! CRESST does not aim to reduce conflict, but instead acknowledges that it is a natural part of daily life. occurring frequently in all our lives. If conflict is managed well, it can lead to deeper understanding. greater tolerance and more creative outcomes. If it is not managed well. it can lead to pain and suffering, including aggression and violence. Our work this year was inevitably impacted by the coronavirus pandemic, with schools closed during lockdown. operating in 'bubbles' when open and staff having to deal with the new and changing situation. During the initial lockdown. all training and mediation schemes were on hold but even when pupils returned there were limitations to our work. In most schools that have a peer mediation scheme. the mediators offer the service to younger children. which wasn't possible while schools were organised in bubbles. However, the need for skills to handle conflict well did not go away. It could be said that the needs for these skills increased. as conflict is likely to emerge between people experiencing high levels of anxiety or stress. The challenge was to find new ways to provide our expert support to meet the continuing needs of children and young people in a rapidly changing school environment. Throughout the year CRESST staff and trustees continued to work to find the ways to deliver CRESST objectives: Promote and establish conflict resolution in schools Strengthen CRESST'S role as a centre of excellence Develop an increasingly sustainable financial strategy that responds to changing times Extend the scope and boundaries of our activity Our main recovery plan strategy hos been to 're-present' CRESST as o more resource rich charity with a strong website/online presence and to develop flexible training to meet need and be nimble in the use of technology. This has been a fast learning curve for everyone in the organisation bringing a period of exciting. if challenging change. This report is about an exceptional yeor. the like of which we hope not to see again. However, despite the challenges it has provided the opportunity for both review and development. Case studies from former peer mediators give a snapshot of the potential long-term impact of learning ways to respond positively to conflict. CRESST continues to provide valued services and our vision for future growth maintains. Conflict resolution for young people by Young people! TRUSTEE. STAFF & ADMINISTRATION Our freelance Communications Manager. Hilary Jones completed a significant evoluation database project before finishing her role with the CRESST team in December 2020. c4 ZOZO/ZI Alison Warner (Chair) Sheila Broadhead (Treasurer) Cello Alcock Moya Barnett Morgoret Edmonds Rachel Firth Loveday Herridge Marc Hughes Daphne Ingham Alan Hurford - appointed 20/04/21 In January 2021 Carolyn Leary gave notice of her intention to retire at the end of June 2021 and Trustees began the process of planning for the interim and long-term recruitment for a new Programme Director. We are very grateful for Carolyn's 7 years as Programme Director. Our active freelance team this year included Kim Balmer, Jenny Owen. Rachel Newman. Rosie Carnall and Heather Morgan. CRESST is run by a small team of part- time staff and works with a wider team of regular freelancers. During the initial pandemic lockdown staff were furloughed and no freelance work was commissioned. On the return to work in September 2020. members of the freelance team were commissioned to undertake developmental work, to create resources and services to fit the changing school environment. Charity Number 1116794 Company No 05932383 Registered Office Scotia Works. Leadmill Road Sheffield S14SE Independent Examiner Susan Cochrane FCA Voluntary Action Sheffield The Circle. 33 Rockingham Lane Sheffield S14FW During 2020/21 Carolyn Leary continued as Programme Director and Ruth Dawson was Office Manager and Company Secretary. Joseph Desforges was the Programme Manager for the Youth Resolving Conflict programme. until moving on to new job in October. Bank Unity Trust Bank Nine Brindley Place. 60 Broad Street Birmingham B12HB Conflict resolution for young people by Young people! CHAIR'S REPORT I would imagine that every report from organisations begins with o comment to the effect that March 2020 to April 202 1 has been a challenging yearl The impoct on young people has been considerable with long periods not in school. huge expectations for them around holidays and religious celebrations and a view that all would start properly in January 2021. When that fell away in the New Year with further restrictions and closures. and was followed for many by two whole terms in one classroom in one seat with no visitors or educationol visits to extend of contextualise their learning it is clear that motivation was lost. Primary pupils missed the responsibilities that come with being at the -top of the school" and celebrating their transition to the next phase of education which has been muted or non-existent. Secondary pupils have either only just adjusted to the geography and rhythms of their school or the older pupils have mode their subject choice to find themselves in their final year at 11-16 schools. At all stages CRESST has followed the directives to schools on not visiting establishments. worked to enable pupils to occess materials in support of their skills development and some pupils had the opportunity to sample o drama project "virtually" The team has developed material across a full range of ages and needs. A tribute to Daphne and the funding team for continuing their work and to the treasurer for tracking the funding activity and ensuring that fvnders were aware of our actions or delays to completion of projects. l also want to thank all trustees and our funding supporters for their understanding and the staff who have worked to maintain the office, the contacts and the developments. since returning from furlough. Our plans for 2021-22 are that this and the following years are the ones that we move forwards. that we learn to live in a different way with the virus but sustained by the fundamental principles of CRESST. The organisation took odvontoge of the job retention scheme for the period of the first lockdown but after that teams of staff and freelancers have Conflict resolution for young people by Young people! NEW WAYS OF WORKING CRESST'S direct work in schools was largely on hold during this year. Following the initial staff furlough. we were back in action from September. However. restrictions meant it was still not sensible to plan visits to schools in person. The use of 'bubble' systems for social distancing also meant the usual model of peer mediation in primary schools. with older children providing support for their younger peers. was not operationally possible. All schools had been learning fast about remote/online learning delivery and whilst this was not core to our service provision. we did find new ways of working that meant we could deliver some direct work with young people and school staff. These events were additional to our recovery focus on developing a range of online resources that we could make available for independent use in (and out) of schools. (see p7-9). Our ongoing relationship with Shirebrook Academy led to delivery of an online lesson about de-escalating conflict. for all six of their Y8 classes in November. This was delivered to all the classes at once, via their Googleteach set up, with around 150 students participating in the session. 66 Shirebrook Academy h￿ve worked with CRESST s1￿Ce 2018, Loe ide￿tI£le3 a 9aP in our provisiokp aroU￿d empoweri￿9 you￿9 people to resolve conflict without resorti￿9 to immediate adult i￿terve￿tIo￿ CRESST were able to offer a bespoke pro9ramme to meet that ￿eed. CRESST took time to e￿SUre their pro9ramme ali9ned with ouy values omd supported our Visio￿ of helpin9 Our you￿9 people become 6UtOKoy￿0Us i￿alvI￿u&lS capble of t￿k1￿9 coKtYol of their lives Posltive decisio￿s. CRESST have been supportive a￿d liste￿/￿9 or90￿lsati0￿ meeti￿9 our ￿eedS maki￿9 sure their work school all9￿s to our values aypd priorities. Mark CottI￿gh￿¥ Similarly. approximately 160 students at Dudley College were able to access an online session in February. This kind of session provides access for large numbers with a minimum of expense but does not so easily provide the opportunity for the interactive learning experience that previous CRESST porticipants have found voluable. 99 pr1￿clp&l In our work with primary aged children, our new online drama club was much more informol and interactive! (See p10) We were also able to provide some online training for adults (see p11). Conflict resolution for young people by Young people! Resource Develo ment CRESST has a long history of producing high quality resources to enhonce our direct work with children and young people and those who work with them. This stood us in good stead during the pandemic year. when we built on our offer to create new resources for use with children from early years to adulthood. Some of these were co-produced with young people and school staff. a positive and creative process. Staff member Joseph Desforges brought particular creative skill to the team in this area. Following his departure in October 2020. we worked with local students and designers. as well as accessing practical services from further afield. to continue to develop innovative and interesting materials that would engage people of all ages to learn about how to handle conflict well. We had already begun the process of developing our Curious About Conflict six lesson pack for Key Stage 3. and achieved accreditation from the PSHE Association in October 2020. Initially this pack was provided as a paid for resource, but with the second lockdown trustees made the decision to make it available free to support teachers dvring the pandemic. We have been able to make it available via TES as well as our own website, and to date these lessons have been downloaded over 2.000 times. difficult for them, due to the disruptions to settling into school. These mini-activities were then reworked as a series of 'at home, activities for the 7-11 age group, to promote positive relationships outside of the school environment. FIND ALL RESOURCES N OUR WEBSITE! CRE55T New resources and lessons were also developed for Key Stages 1 and 2. For the youngest children we developed ideos for ways to support children build friendships. something that was reported as being more Conflict resolution for young people by Young people! Monthly Downloads as of 09/07/2021 900 lof free conflict coaching resources) 787 800 700 600 486 500 400 352 306 300 200 104 100 Mar Apr May Jun Jul (to 9th) CRESST Celebrating 5 years of Confllet 18501utknn Iorytsvny pèoplo yy•ung p8opI• Young b￿9 CRESST PoLlC-.cmaker Project Foedbo¢k from 543 trained riendship mini Wh¢t*¢or•w•uld glv•th•trolnlng.¢UtotS? Poer mediators **** 25Y6 **** Multiplo dèprivation dota $how$ovrwork g¢ts mgre S stars responses in 4Jeprived areas I WSAAW Ar•you i•odytob• poèr medlatort Key Stage z At home 99.I%Y¢s l Kv* ***** .* ***** x**** Dld you enjoy the training7 Feedbacklrom 291 I toa¢hing staff F•odbackfrom 161 99.5% Ye5 Did yov enjoy the training? (%) Aro yov looklng forward tobeltyd opeer medlator? 9&7% thDtralffllnymllka ￿￿￿1&n￿l0yOV a6 u porson? w￿ld your•f•rpupllstoth•p••rrn•dlator$71X) 89.9% Yes1. .6r•i*Lor9.uk Mthr6h2021 Conflict resolution for young people by Young people! "I the most useful part was explai￿1￿9 why Co￿£11ct escaldtes how to diffuse the situatio￿. The activity Ide￿tIfyi￿g the dillere￿t levels 0£ Co￿£11ct Was 9reat This o brillifj￿t resource, stude￿t5 fou￿￿ it really useful Ore more i￿£0￿￿e￿ obout deali￿9 Wlth co￿￿1ct wkne￿ it rises I do￿￿10&￿e￿ tke Curi014S bout Conflict resources because of incre&51￿9 conflict yny sckool yeor 9roup The new focus on building an online presence during this year has led to creative innovation for CRESST. From achieving the formal accreditation from the PSHE Accreditation to creating a very short animation encouraging children to T k Fiv they're feeling het up. this has been a very positive outcome from the need to change the way we worked this year. eer Mediator Training resource (some material is provided on o paid for basis) including Co-ordinator's Pack. training manual. lesson plans, lunchtime supervisor training materials and posters. For ages 4 - 11.. (free resources) Including lesson plans. friendship mini activities (KS1). friendship mini activities at home (KS2). posters and animation content. The change of focus also enabled a full review of our training evoluotion findings from the past five years (see page 8) as well as a review update of our Young Peacemakers Project Training Manual. This now also incorporates new Learners Handbook. assembly materials and two leaflets for use with parents. For ages 11 18.. (free resources) Including online conflict booklet. posters and animation content. SHE KS3 6 lessons: (free resource) ATCH OUR VIDEOS Seven Hills film - Peer Mediation in a special secondary school Hand model of the brain - animation to support Curious About Conflict lesson pack - short animation obovt calming down The Fair Eggs-periment - science themed short film about being fair to one another slideshow of evaluation review findings Conflict resolution for young people by Young people! Online Drama Club I We would have expected 2021 to be the year of our15th peer mediators conference. the annual event that brings together volunteer mediators from different schools to acknowledge and celebrate their voluntary contribution to Sheffield schools. offers skills development activities and helps them realise that they are part of a wider movement. Given the disruption to training delivery and the ongoing lockdown. it wos clear that o conference wasn't appropriate or possible this year. We wanted to find the way to offer on online event that would fulfil some of our objectives, namely jveloping skills and Inieresii enabling pupils to associate with pupils from other schools, and - most importantly - to have some fun. The Drama Club proposal emerged. Drawing on skills and expertise within the freelance team we could offer a series of sessions using a variety of games and drama exercises which encouraged the children to reflect and explore conflict resolution strotegies. We initially offered three sessions during the February half-term and then following on from the success of these. a further three sessions were held as an after-school club using the same format. The workshops had a playful feel with the aim of iilrlinn rnmmiinity and alongside exploring particular topics. Themes included stening, understa tu and making the world a more peaceful ploci . Exercises included mirroring to encourage close observation. enacting characters with different emotions to develop emotional literacy and interviewing fictional characters to develop questioning skills. In total, 15 porticipants joined from three Sheffield schools. Lound Junior The dramatic-improvisational nature of these activities enabled children to develop confidence and spontaneity during the process alongside having a memorable and fun experience. Conflict resolution for young people by Young people! 10 STAFF & ADULT TRAINING CRESST has always provided training to odults os part of our service offer. As part of our 'whole school approach. we train teachers, teaching assistants. lunchtime supervisors. governors and parents. We also provide training for trainee teachers and adults working with young people in other contexts. os well occasionally being commissioned to provide training on handling conflict well in other non-school contexts. We were also able to provide training sessions for trainee teachers and adults working with young people in the following organisations: Teach First Summer Institute participants Teach Direct (Aston Community Education Trust) - 9 participants Barnardo's Swansea (care leavers team) - 15 participants Mums United (Sharrow community group) ~ 23 participants 160 This year we launched an action research project to provide ongoing support and development with primary school staff in working positively with conflict in school. This opportunity wos taken up by 13 staff from 5 schools. It was interesting to discover the priorities of the participants. which included involving us in developing a new resource on handling difficult conversations with parents. We provided 6 training sessions for Mums United, a grassroots community group seeking to address the rising levels of violent crime in the local Sheffield neighbourhood. There is potential for a wider collaborative project to develop with CRESST partnering with the group to work on a local violence reduction strategy. Conflict resolution for young people by Young people! 11 NETWORKING & PARTNERSHIPS In September 2020 we began hosting our PhD studentship in partnership with Sheffield University. Josiah Lenton. who was himself a peer mediator at school (see p2). is undertaking research to investigate young people's lived experiences of conflict and conflict resolution, both on and offline. The partnership with CRESST will enable participatory research involving young people and enabling them to contribute ideas on how conflict resolution practices might be adapted for the digital context. It was a major achievement to gain accreditation from the PSHE Association for our Curious About Conflict six-lesson pack. This resource. aimed at Key Stage 3. provides learning materials about how conflict develops. its physiological impact and ways of managing it effectively to reduce harm. Developed as a paid for resource. we then made it freely available during the pandemic. as way to support teachers and young people during these difficult times. It is the first resource we have listed on the TES website and this has greatly increased its reach (see p9). Following the furlough period CRESST continued to host the Peer Mediators Network meeting and attended the Quaker Peace Educators Network group meetings. We continue to work closely with other peace education and peer mediation projects, especially the West Midlands Quaker Peace Education Project. We also attended the Quakers in Yorkshire regional gathering to speak about CRESST'S work. We network locally with designers. students, animotors. ortists and other voluntary sector organisations. including participation in the Children and young people's sector network. •4V Conflict resolution for young people by Young people! 12 CORE. COMMUNICATIONS & BEHIND THE SCENES At the start of the pandemic. Trustees took the decision to take up the government scheme to furlough staff during the first period of lockdown (April August inclusive). This made use of CRESST'S financial resources while schools were largely closed. No freelance work was commissioned during this period. the five-yeor review of the Young Peacemakers Programme (see p8-9). We were not able to undertake any direct work with children and young people until February 2021 (online drama club see p10). CRESST safeguarding policy was updated to meet the new requirements of online sessions. From September 2020 the Programme Director and other stoff were back ot work. It still wasn't possible to go into schools. but the director worked closely with the freelance team to build new ways of working in order to be able to provide CRESST services for the new and changing environment. New ways of working brought both challenges and opportunities. We were very conscious on the particular pressures on schools during the year. The staff and freelance teom held regular remote team meetings to maintain and building working relationships during this period. These included opportunities for peer learning as well as development discussions and work updates. Our PhD student continued to work throughout the pandemic, both following his own research and supporting CRESST'S programme. The new working environment meant an increased focus on the CRESST website as our window onto the world. the need for online resources and testing the way for remote delivery. It was also possible to take stock and complete a review of previous work. for example Trustees continued to meet remotely and the fundraising sub-group also held regular online meetings. We are very grateful to the flexible approach taken by our funders that enabled us to manage change and provide work that ,YYYVTTT was relevant for the new context. Conflict resolution for young people by young people! 13 GOING FORWARD 66 I thI￿k l use a lot of the skills lear￿ed from Yny peer y￿edi￿tIO trai￿1￿9 iyp aspects of my life. I pride myself bel￿9 good COMI￿u￿1catOr feel comfortable talki￿9 to people about their thoughts a￿d feeliyjgs. I thivpk peer mediatio￿ taught me about the rules of perspective a￿d how 0￿e Chai￿ of eve￿tS co be eXperIe￿Ced so differently from each l￿dIVIdual I￿volVed crucially that each experIe￿ce is efjually valid. 99 Rox0￿￿a DiM0￿d - FoKmer Peey Mediato One of the challenges for everyone this year. has been to deal with ongoing change. When staff returned to work after the initial furlough there was hope of some return to 'normal delivery. during the academic year. The announcement of the second lockdown in January meant a further delay to this possibility and by the end of March it was clear that it was not realistic to arrange work in schools during the summer term. primary schools from September 2021. An extension to the National Lottery funding for Youth Resolving Conflict was requested to enable more substantial work during the final period of the current funding. The CRESST team are keen to return to direct delivery when it is safe and practically possible, whilst also recognising that a hybrid approach that builds on our development during this year of change may be necessary. We were delighted when Rob Unwin. who was part of the group that instigated CRESST'S inception. agreed to take up the role of interim Programme Director following Carolyn Leary's retirement at the end of June 2021. Rob also works for DECSY (Development Education Centre South Yorkshire) and brings a wealth of knowledge and skills to the organisation. We have been deeply grateful to the continuing support of our funders during this challenging time. and to those who have recently agreed to continuing funding for the road ahead. The impact of the pandemic has been difficult for many. in all sorts of ways. Amongst all the change we see the continuing need for positive relationships that can weather the challenges of life. CRESST'S work is as relevont as ever and our aim in the next year is to continue to support children and young people to learn how to handle conflict well. We are currently making arrangements for the re-launch of our Young Peacemakers Programme in Conflict resolution for young people by Young people! 14 FINANCIAL REPORT The 2020 coronavirus epidemic resulted in all 3 staff being furloughed from April 2020. returning to work in mid-August 2020. As much of CRESST'S core activity is carried out in schools, the epidemic necessitated a fundamental review of how CRESST would fulfil its core objectives. Training events were delivered on-line but we were unable to deliver any face-to- face training during the period due to the government sociol distancing measures that prevoiled throughout the year. CRESST did not call on any restricted funds during April August 2020. The Government's Job Retention Scheme was occessed for these 5 months and other costs for this period were borne by unrestricted reserves. Total income for 2020/2021 amounted to £72.747 including grants of £48.368 and £16.651 claimed from the Government's Job Retention Scheme. Other sources of income totalled £7.728. which included £3.900 schools training income and other training courses . £567 donations and gift aid. £217 from 'Friends of CRESST.. £2.248 sales of the handbook and PSHE lessons and bank interest of £796. The major item of expenditure continues to be staff salaries and freelance costs (81% of total costs). CRESST is very grateful to the National Lottery Community Fund. Garfield Weston Foundation. Sheffield Town Trust, Gonton Educational Trust and Sheffield Church Burgesses Trust for their continuing financial support ond encouragement. The bolance sheet as ot 31 Morch 2021 shows funds held as £26,475, comprising £4,746 restricted funds and £21.729 general unrestricted funds. The unrestricted funds figure reduced by £18.358 from the start of the financial yeor os o result of supporting the organisation's costs through the pondemic. This was planned for by the trustees at the start of the year and CRESST feels it has successfully navigated its way through this difficult period to continue fulfilling its objectives into 2021/2022. once social distancing measurers allow deliveru in schools. CRESST aims to hold between three and six months runnlng costs in free reserves. £21.729 represents approximately 2 months of annual budgeted expenditure under normal circumstances. The organisation is fully aware of the need to recover its reserves over the coming years and feels positive in its ability to achieve this. This con be evidenced by CRESST'S proven track record of raising funds through fundraising octivities and generoting income from training and sale of its written resources. The organisation hos minimal statutory redundancy obligations ond the only other notable commitment relates to the 5-yeor office leose, which runs until March 2026. However, only one month's notice is required to discontinue the lease within this 5 year period with no f urther financiol obligotion beyond the notice period. Conflict resolution for young people by Young people! 15 GOVERNANCE Structure. governance and management CRESST is a charitable company limited by guarantee. incorporated on 12 September 2006 and registered as a charity on 15 November 2006. The company is governed by the Memorandum and Articles of Associotion. Every member hos gvoronteed thot they will pay an amovnt not exceeding £10 in the event of the company being wound up. The object of the charity is to advance the education of children and young people. and those adults who work with them. in the subject of non-violent conflict resolution. The trustees ore pleosed to present their onnuol directors, report together with the finonciol statements of the charity for the year ending 31 March 2021 which are also prepored to meet the requirements for a directors. report and accounts for Companies Act purposes. The financial statements comply with the Charities Act 2011. the Companies Act 2006. the Memorondvm ond Articles of Associotion. ond the charities Stotement of Recommended Proctice (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland,. FRS 102) issued in October 2019. Appointment of trustees The trustees are also directors for the purposes of company law (shown on page 4) Appointment of trustees is made against the following principles.. Trustees are normally elected by the members at the Annual General Meeting One third of the trustees must retire by rototion ot eoch Annuol General Meeting Up to two trustees may be co-opted by the trustees Up to three trustees may be nominated by the Sheffield Central Quaker Meeting provided that the nominated trustees do not form a majority of the Board Other trustee voconcies ore filled by open recruitment through the Voluntory Action Sheffield Volunteer Centre The trustees meet at least six times a year. Public benefit In planning ond delivering our services and octivities, the Trustees ond staff ot CRESST have given due regard to the need to ensure that the organisation provides public benefit following the Charity Commission's guidonce on these matters. CRESST'S charitable objectives and ovr annual declaration of octivities ond ochievements (publicly ovoiloble from the Chorities Commission and Companies Hovse) demonstrate that CRESST provides charitable services to oll in South Yorkshire and its surrounding areas, free-to-access by its beneficiaries. CRESST is clearly meeting the requirements of the public benefit test - a charity providing benefits for the public and supported by the public. Recruitment. induction and training of trustees CRESST has established a procedure for the recruitment and appointment of new trustees. The Board reviewed the skill set of the current trustees and identified the areas required. Nominations hove been requested from the Sheffield Centrol Quoker Meeting to fill the oppropriote voconcies. The requirement to undertake Criminal Records Bureau checks (now DBS) has been kept under review and consequently those trustees or workers who regularly work with children in school vndergo an enhanced check. The Safeguarding Policy of the organisation is kept under review and support in the form of guidonce and support/training is provided through the Sheffield Safeguarding Children Service. The Board's Safeguarding Trustee has undertaken both a three-year renewol of DBS clearance and a training update. (Both are considered to be best practice in this area of work) The trustee also sits on the Educotion Sofeguording Aeference Group. a port of the Sheffield Children's Conflict resolution for young people by Young people! 16 Sofeguardlng Board working structures. CRESST is aware that where Trustees ond volunteers work directly with school pupils the safeguarding procedures of the 5ehool are thooc that apply and they are awore of the latest DfE auidance on Keepino Children Safe in Education. New trustees receive written induction moteriols obout CRESST and about the role os trustees. Including copies of all procedures. prot¢xols ond policies. They also hove on Induction briefing with the Chair of the 8oord and it is proposed going forward that theu will olso hove a Irustee poir- to 5UPPQI-t thein in the role. Troining opportunities from both local and national providers ore made available to all trustees when a reasonable need is identified arsd they are agreed by the Cholr of the Board. Internal control and risk management The trustees and staff conduct a regular ossessment and review of the risks to which the chority is exposed and measures being taken to mltbgate rlsks, The trvstees hove system5 of internal control which help to minimi5e the risk of material financial mis-stotement or loss. These include- a set of finonciol stonding orders which ore kept under regular review a business plan and annual budget which are approved bu trustees regular review by trvstees of charity performance against the business plon and budgct Measures are taken to minimise other types of risk. including the supervision and appraisal for staff. regular reviews of policies ond establishing systems for ensuring thot the Boord is regularly updated on CRESST performonce and risks. os well os opproprlotely skilled to manage CRESST octivities. Oirectors. responsibilities for the financial statements Compony ond charity law requires the Directors to prepore finonciol statements for each financiol pcriod. which show the -tate of affair￿ of ihe charity ond of net incomc or cxpcnditvrc of the charity for that period. In preparing those finoncial statements, the Directors ore required to.. Select suitoble accosjntlng policies and apply them consistently Make iudoements and estirnates that are reasonable and prudent Prepare the financial stotements on the going concern bosis unless it is Inappropriate to presume that the charity will continue in operotion Stote whether applicable accounting standards of recommended practice have been followed subjcct to any deportures disclosed and exploined ir¢ the financigl ¥tatements The Directors ore responsible for keeping proper accounting records. which disclose with reasonable occuracy at any tlme the financial F)OSition of the charity and enable the Directors to prepare tinancial statements. The Director5 are responsible for safeguarding the assets of the choritu and hence for taking reasonable steps for the prevention of fraud and other irregularities. This report hos been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006. The tru. tee- have tokcn odvantogc of thc cxcmptions available to small companies. including the oudit exemptbon (see statement on balance sheet). This report wos approved by the Directors at the AGM on 21 September 2021 and Is slgned on thelr behalf by.. Allson Warner Director ond Chair of the Boord of Trustees Conflict Resolution Educotion in Sheffield Schools Troining Conflict resolution for young people by young people! 17 INDEPENDENT EXAMINER'S REPORT Independent examiner's report to the charity trusteès of Conflict Resolvtion Education In Sheffield Schools Troining Cthe Company.) I report to the choritu trustees on mu examination of the occovnts of the Companu for the yeoi- elided 31 moi.cli 2021. Responsibilities ond basis of report A5 the charlly's irusrees of The Company (who are also the director5 of the CornpurTry fvi tli purp00c￿ of company law). you are resPon￿lb1C for thc prcparation of the account￿ in occordance with the requirements of the Companies Act 2006 ('the 2006 Act.). Having satisfied myself thot the accounts of the Company are not required to be oudited under Part 16 of the 2006 Act and are eligible for independent examinotion. I report in respect of my examination of your charity's accounts as Carr￿ed out under section 145 of the Charities Act 2011 ('the 2011 Au.). In corrylng out my exominotlon I hove followed the Oiieiti011s yiveii by the Chority Commisoion vndcr scction 145(5) (b) of the 2011 Act. Independent examiner's statement I have completed my •x¢minotion. I confirm thot no mot•riol mattors have come to my attention in connectlon with the examinotion giving me couse to belleve.. 1.accounting record• were not kept in respect of the Company os required by section 386 of the 2006 Act: or 2. the occounts do not accord with those records. or 3.the accounts do not comply with the accounting requirements of section 396 of the 2006 Art other thon ony requirement that the accounts give a 'true and fair view which is not o matter considered as part of an independent exomination.. or 4. the occounts hove not been prepored in accordonce with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities opplicoble to organisations preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). I hov• no concerns and have come ocross no other matters in connection with the examination to which attention should be drawn In this report in order to enoble a proper understanding of the accounts to be reoched. Susan Cochrane FCA Voluntory Attion £hp.ffip.Id Communlty Accountancy service The Circle 33, Rockingham Lane Sheffiela Sl 4FW Date.. ?i_L Oq l Q L_----_ Conflict resolution for young people by young people! 18 STATEMENT OF FINANCIAL ACTIVITIES Statsmont of flnan¢lal actlvltles (Incorporatlng the Income and 8xpendlture account) For the year ended 31 March 2021 Unrestrictsd Restrlcted funds fund8 2021 Total 2020 Total Nota Inmme from: Grants DonalK)ns and grft aid Friends of CRESST events Training courses SchooL% training Bank interest Olher Income 34,401 567 217 2,650 1,250 796 2,248 30,618 65.019 567 217 2.650 1.250 796 2,248 83.588 667 971 1,397 7.806 1,125 898 42,129 30,618 72,747 96.452 Expendituro on: Charitable actNities 60,407 JJ,506 94.07a 110.090 60,487 33.588 94.073 110,090 N8t Incom81(expendlture) (18,358) (2,968) {21,326) 113,6381 Total funds brought forward 40,087 7,714 47,801 61,439 Total fund8 ¢arrled foThvard 21,729 4,746 26,475 47.801 Conflict resolution for young people by Young people! 19 P4- fvr AS at 31 March 2021 2021 2020 Nots8 Curr•nt a99•t8 Balance at bank arsd cash Debtors TolAI tturrnnt aAAat# 97,474 1,333 98.807 105,477 1,662 107.139 Creditors.. anNJunts falling due within on6 year 172,3321 159,3381 Net Gurr•nt a83ets 26,475 47.801 Tot•1 assets legs current Ilabllltle8 26.475 47.801 Total nat a888ts 26.475 47,801 R•prn8•nl•d By FUNDS Unrtsstri¢tsd funds Restrthd funds 21,729 4.746 26.475 40,087 7,714 47.801 For tne year enoing Jl Marcn 2U21 C4)mpany was eninbd 10 8X8mpiDn from auQn under secibn 477 01 the ConpanN?s Act2006 TeL9ting to small o)mpanies. The members have not required the rnmpany to oblain an audit in acc4Jrdanco wth 89ctDn 476 of the CoMpan￿S Act 20Cfj. The drectorfs acknOW￿dge Ihew responsibilitÈS for Lx)mptying with requiramants ofthe Act wrth respectto accA)unt'ng records and for the preparab.on ofaccounts. Th￿ aixundatio 29,118 29.118 54,418 3.110 54,418 3,110 6,500 cOr￿￿vruS Job Ret8trtK)n &h8tne Grant 16,651 34,401 16.651 65.019 30.618 17.X UnfOBtrlctod ReBtrlct8d Funds Funds 2021 Unresliicted Restrit T¢)tal Fund5 N¢>t• Total St8ff co6t8 Salary costs Fr88￿nCetrain￿s Cl￿mUn￿a￿￿ts man8o8rcensutt8nl staff ex￿88 lincludino trainiwl ReGruitmetft. pavrdl & pensiw adrnin fEe5 Qiro¢t ¢0818 PutAI tra￿1￿ arKI leachw rest￿r¢eS PUt1￿ty ryomo PM conference Evaluknn Accreditabon Offic9 COBt$ Rent swanc8 OffiBe equitxnetrt Statior*ry, photrtopy, & tdeth)r V(Aunleer costs Otsr ex￿rEe3 Supwrt ¢0818 Bosrd axrw dÈk*ndÉnt8xamr￿￿(m) 62.221 10,585 3.617 363 1.447 20,394 40,101 10.433 5.643 2,336 225 60,495 21.629 7.916 3,641 373 8,327 2,238 965 120 649 2.2n 243 159 1,823 1.004 61 1.246 45 2.590 1.307 17 600 950 950 1,108 1,108 4.67T 1,803 6.480 555 2.529 352 2,893 215 556 452 3,752 278 719 587 6.645 493 1,275 1.039 936 258 227 317 134 157 291 10 345 18 147 513 255 Conflict resolution for young people by Young people! 23 2021 21Y20 S8Lgries Empbyerf5 r￿tKH￿l insuranGew5ts Empknyefs WSK)n conthixthons 59.W2 472 2,687 .19) 62,221 eiJ,495 av8ra&* rnJmb¥ofm(thty 8mtWe8s the y•¥was 312020.. 31. No empkny8&was paKI ov¥£fA),ofK). No Twnunwalhjn was pahj to ￿Y dir￿ltruste8 duriro the y88r wr to *iy persm ¢Onr￿t￿￿ lothem. Expertses of £NI1￿20..£NIl wa8 pak1 to On&tr￿￿te& during th8 year. h ￿ldrt￿n tranw crtsts 01£￿(2020.. £NIll in r8latJon to th8 trust888 were incur￿1 In th8 year. Empb)yso rw9bb to kay mansgsmsnt psrsmnd amoun￿1 lo PQ8.86S 12tr20. fI5.4&51 KBY m8nagÉrnont FM8onn81 consthed to bethe PrL¥Jrarnme DIr￿tOr. ,q+I•T 2021 kYJ￿nd&￿èX8Min6rfs f*& for rwxting onthè accour*s Ouwfees t￿Id tothe indw&MIBtrt vxatniner's (ry￿E8t￿)n during the yèarfor payrdl 382 373 2021 Trairing d8btcrs Olhw detlors 853 1,182 1,333 Not• 2021 Defe￿e￿ Inc￿lle Poer M￿￿?tIc0 Nthork {he￿ fvndsl Othwcreditors 65.646 935 5.751 10 4.198 72,332 Conflict resolution for young people by Young people! 24 ,ptyq- 2021 2020 Deferred incotne3s at 1 Awl 2020 hGome deferr￿ duriry the year hcome released to grants 54,MS 65.648 154.S)Sl 29,913 54,&)5 129.9131 Deferred [r￿MeaS at 31 M*ch 2021 65,648 s4,￿)5 Split bplween." Creditoxs.. atnowts fJling th wrfhin otE year Creditors.. arnouts faling after oneyear 65,648 39,505 15.￿0 65,648 54,S)5 2021 2020 Hdd fiJThJs as at 1 Awl 2020 Funds r£Cev￿ durirKJ year FUn￿S paid during the ye 635 647 125 HddfurwJ5 a5 at 31 March 2021 935 635 Peer me(lati￿ Neiwotk is a st￿￿1 nat￿n4 netwotk of (Kg•￿atK)￿S d￿1vering medialK￿ traning for young in schwb. tt tneets three tim&8 a year to sh8re kr￿W￿dg6, skils and tÉsl praclie. CRESST a IcfrfJ staThJing mwnter ofth8 nefvk ar￿. for opwaticnal ea88, manèA&q tt8 vwy small number offinartkql inccmirrfi8 2nd ￿rt￿OIn1S. Balanco at 1 Aprll 20 Balance at 31 March 21 Incom8 Expandltur Transfar8 YrAth R85clviro CcrfKt 7.714 30,618 133.5861 4,746 7.714 30.018 133.586 4.746 Youth Ro50fving Conffllct our woth in F¥ovhYng CcrfKI Resoknbcn trainiro in s￿ry schc(Is. Pr￿Y 140th 19 *F¢¢xne fransfws 31 Ala￿￿￿0 l.510 59,228 {l.51Q) (62,655) y0thRes¢￿￿￿ G