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← Conflict Resolution Education In Sheffield Schools Training

2024-03-31-accounts

Conflict Resolution Education in Sheffield Schools Training Registered Charity no: 1116794 Company No: 05932383 Report covers the period: 1st April 2023 – 31st March 2024 ee Annual Report 2023–24 Including unaudited financial statements

Introduction and Administrative Information

Since being set up by Sheffield Central Quaker Meeting in 2003, CRESST has developed as a centre of excellence for training and resources that empower young people to deal with everyday conflict positively and calmly. CRESST’s face-to-face work is mainly in Sheffield and surrounding areas but we also offer support to schools regionally and nationally.

Our training equips children with skills to manage difficult situations and to face challenging conversations with more confidence and resilience. The demand for our work is ever-increasing; we have now

delivered in over 120 primary, secondary and special schools with a focus on long-term change.

Our charitable object and overarching aim is: to advance the education of children and young people in the subject of nonviolent conflict resolution. CRESST uses participatory methods to teach children and young people the skills to handle conflict well. Our aim is not to eliminate conflict, which we see as a normal part of everyday life, but to reduce the hurt and harm caused when it escalates and is handled badly.

Contents

1. Introduction and Administrative Information _____ 2
2. Overview _______________ 3
3.
4.
5.		 Young Peacemakers Project (YPP) ______ 4–6
Youth Resolving Conflict (YRC) ______ 7
Staffing and Development Work _________ 8
6. Acting Chair’s Report _________ 9
7. Structure, Governance and Management _____ 10–11
8. Financial Review ______________ 12
9. Independent Examiner’s Report ___________13
10. Statement of Financial Activities __________ 14
11. Balance Sheet __________ 15
12. Notes to the Financial Statements __________ 16–19
Staff during 2023/24 Volunteers:
Rob Unwin – Programme Director
Simon Wells – Office & Communications		 Olubori Fasehun, Oluwajoba Fatola, Zanele
Gaule, Beth Keller, Carolyn Leary, Josiah
Freelance Trainers: Susan Downer, Lenton, Raphael Nwachukwu, Olusoji
Donna Fry, Heather Morgan, Dave Green, Okeyele, Kufre-mfon Okon, Ruth Sabroe,
Ben Harper, Jess Matthews, Cherry Smart.
Véronique Pin-Fat, Rachel Newman.

Trustees during 2023/24 Adrian Marc Hughes Alison Warner – Chair Alan Hurford Prof. Ian Sabroe – Acting Chair Laura Catherine Selby and Sheila Broadhead – Treasurer Pirashanthie Vivekananda-Schmidt Margaret Anne Edmonds a CRESST Independent Examiner Bank Charity Number 1116794 Susan Cochrane, FCA Unity Trust Bank Company No 05932383 Seven Hills Accountants Nine Brindley Place Registered Office Limited 60 Broad Street Scotia Works 57 Burton Street Birmingham Leadmill Road Sheffield B1 2HB Sheffield S1 4SE S6 2HH

Facebook: CRESST.Sheffield

X: @_CRESST

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CRESST Annual Report 2023–24

Overview

Over the past year, CRESST has directly trained nearly 500 children as peer mediators and 160 staff members across 17 schools in conflict resolution and run a conference. An additional 5,300 children have benefited as a result of this work, marking a significant increase in reach compared to the previous year. The schools involved have a higherthan-average proportion of pupils eligible for free school meals, pupils with a non-White British background, and those with special educational needs, indicating that CRESST is supporting a considerable number of disadvantaged children.

The quality of CRESST’s work, as evidenced by evaluations, follow-up visits, and mentions in OFSTED reports, has consistently been positive. CRESST has also started collaborating nationally with the Civil Mediation Council to establish common indicators. New developments include staff training in schools beyond the region, the introduction of online short courses, an online support forum, and follow-up visits to peer mediation coordinators and mediators. None of this would have been possible without our wonderful trainers, our strong partnerships with schools and our funders.

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With special thanks to all our funders and supporters:
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SHEFFIELD BLUECOAT AND MOUNT PLEASANT EDUCATIONAL FOUNDATION
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CRESST Annual Report 2023–24

Young Peacemakers Project

Peer mediator training in a Sheffield school (Jessica Matthews)

Of 212 children trained in peer mediation, who completed questionnaires, over 97% enjoyed the sessions and were eager to become peer mediators. More than threequarters said it made a ‘difference to them as a person.’ Around 7% noting that it had made them ‘kinder,’ ‘more confident,’ or ‘better at listening,’ while 4% mentioned improved problem-solving skills. About 3% felt they were ‘more responsible,’ ‘calmer,’ or had ‘more skills.’

When peer mediators were revisited after approximately eight months of experience, children shared their reflections:

“I stay calm and I don’t get angry”

“I’ve got more confident. I can help younger ones if they get into an argument.”

“I’ve learnt how to take more responsibility.”

“I’ve learnt more ideas for how to solve my own arguments.”

“I’ve learnt to be more patient and listen more.”

“I know how to properly solve an argument. If you can do it for other people, you can definitely do it for yourself”

“I feel like I’ve matured more. I feel more reassured that I know how to sort out a situation. It’s a really good life skill to learn.”

A peer mediation coordinator commented to her peer mediators,

“I can see a difference in the confidence of you lot and I can also see how you’ve matured. And I can see how you’ve used mediation skills with your own friends when you’ve had arguments or fall-outs, which is fabulous going forward.”

Feedback from CRESST trainers included:

“I felt that these kids could inspire others and feel certain that they have the support within the school to make PM their own.”

In one instance, a particularly shy student, who struggled to speak during the initial training, later reported feeling confident and was able to speak up during role-play scenarios. Her teacher described this as an “unprecedented breakthrough” for the student, who was typically barely audible.

Data from a sample of 36 children across three primary schools showed a statistically significant improvement in their understanding of conflict, how it affects them, their ability to listen to others’ problems, and their confidence in helping peers resolve disputes. Nine schools have already rebooked training for the coming year. Additionally, feedback from some schools indicates a significant pupilperceived reduction in conflicts following peer mediation training.

The Civil Mediation Council’s Definition of Peer Mediation:

Peer Mediation is when a young person is trained as a mediator, usually within an educational setting, and then mediates conflicts that two other young people have, often at school break and lunchtimes. Peer Mediators usually resolve conflict for other children and young people the same age or younger than them.

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CRESST Annual Report 2023–24

Staff CPD evaluations scored 85% for engagement and enjoyment, and 93% for usefulness. Comments included:

‘This is brilliant’

‘I’ve had a fantastic day!’

“We were encouraged to be creative,”

“The trainer did an absolutely fantastic job teaching the Year 5’s peer mediation skills. Her approach is simply wonderful – she possesses a calm, fun, and natural demeanour that resonates effortlessly with the children. It’s evident that her rapport with them is strong, and they responded exceptionally well to her guidance.”

“I truly appreciate the trainer’s dedication and the positive impact she’s had on our pupils. Please extend my appreciation to her for her outstanding work.”

“The trainer was a great facilitator - very knowledgeable and flexible in his approach.”

Peer Mediators’ Conference

In June 2023, the first peer mediators’ conference since the pandemic took place, attended by 91 pupils from five schools. A film of the event was made. The CRESST team described the day as ‘aspirational,’ offering young people insights into mediation’s wider applications. The Lord Mayor (described as both ‘funny and informative’) gave an example from the Council Chamber, while guest speaker Amrik Kandola (described as ‘very inspirational’ by one headteacher) highlighted the role of mediation in the commercial world. The SHU venue also offered a glimpse of university life. Peer mediators shared experiences and ideas, boosting their confidence and making them feel valued.

Of the 12 attending teachers, 75% rated the conference as ‘excellent,’ with the remaining 25% rating it as ‘good.’ Pupils commented:

“I loved meeting everyone from the other schools.”

“When I grow up, I want to be a vet and I think my meditation skills will be really useful for when I have to explain bad news to the pets owners.”

“Peer mediation has made me a better friend, because I look for solutions to problems.”

“Peer mediation has taught me to be a better listener, before I was always butting in and now, I try not.”

“It has helped us to understand conflict can be solved. It makes you feel like a grown up.”

“It’s helped me understand other people’s feelings.”

”Never doubt yourself.”

Although the conference ran smoothly, thanks to a capable and resourceful team of volunteers, some teachers suggested holding it earlier in the year to build momentum for peer mediation schemes. The next conference is planned for January 2025.

Resources

Many teachers now feel confident enough to train future cohorts of peer mediators, which is valuable for the sustainability of the schemes. CRESST’s reach extends beyond the schools directly trained, with 53 YPP Peer Mediator Coordinators’ Training Manuals purchased by schools during the year. Schools that purchased the pack were offered a free online workshop to maximise its use. Additionally, 46 sets of ‘Curious About Conflict’ lessons were purchased, and

Peer mediators from different schools playing cooperative games at the 2023 annual conference. (EDEN Films)

CRESST Annual Report 2023–24

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Peer mediators from Arbourthorne Primary School (Rob Unwin)

6,000 free resource downloads were made via TES and the CRESST website.

A survey conducted among purchasers of the Peer Mediation (PM) pack highlighted the value they place on the pack’s ‘clear instructions,’ ‘variety of activities,’ and ‘highquality graphics.’ Additionally, respondents

One of the schools we’ve worked closely with, Arbourthorne Community Primary School , which serves a particularly challenging area, has been implementing peer mediation for about twenty years with initial training and ongoing support from CRESST. Peer mediation has become deeply ingrained in the school’s culture. Arbourthorne has just been shortlisted for the 2024 National Mediation Awards in the Peer Mediation of the Year category, an award previously won by another of our partner schools, Greystones, in 2022.

Arbourthorne Community Primary, serving a Sheffield housing estate characterised by higher-than-average disadvantage, has been running the programme for over two decades. Over this period, some peer mediators have returned to the school as either staff or parents, further embedding the initiative into the school’s culture. Children eagerly anticipate the training, having seen older siblings participate. The scheme has evolved, with fewer mediations now required because many disputes are resolved before escalating. Year 5 mediators now take on a ‘peace-building’ role, engaging

expressed interest in having a PowerPoint presentation to accompany the staff Continuing Professional Development (CPD) session. We are looking to produce a third edition in the coming year.

younger pupils in calming activities. However, if conflicts arise, six mediators are on duty during every lunchtime to manage them.

In a striking example of pupil leadership, the Head and Deputy Head pupil mediators ensure that rotas are covered when someone is absent, and they contribute to shaping the scheme’s future. Peer mediation is part of a whole-school approach in which all staff are Trauma-Informed, influencing how mediators interact with their peers. The mediators have been described as a calming presence throughout the school. Staff report that for some students, becoming a mediator has been life-changing. One pupil, who previously struggled with emotional regulation, fully embraced the role, earning respect from peers on the playground. Another pupil, who found communication difficult, discovered her voice through the scheme. The programme helps children grow and flourish in confidence, and parents have expressed gratitude for the mediators’ positive influence on their children during lunchtimes.

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CRESST Annual Report 2023–24

Youth Resolving Conflict

“Peer mediation will be used less in secondary school for sorting out problems but for making people feel better if they’ve been in a problem because when you get older, you get more stubborn. People probably won’t listen to you. If you peer mediate one person and make them feel better about the problem and cheer them up that would help a bit more than discussing between two people that have had an issue.” (A Year 5 Peer Mediator argues for ‘Conflict Coaching’ at secondary level)

At a Sheffield secondary academy, conflict coaches were trained in December, followed by staff training in the spring. During the staff CPD session, the Assistant Headteacher shared a video of students role-playing as conflict coaches. Discussions ensued about how the school’s behaviour policy could incorporate restorative initiatives like conflict coaching. The staff engaged well with the activities,

Recent OFSTED reports on schools supported by CRESST trainers or training materials include the following remarks:

‘Excellent relationships, with both staff and each other, help pupils to feel happy and safe. The opportunities for pupils to take on leadership roles in school are numerous. Pupils complete these roles dutifully. For example, playground leaders make sure that all pupils play well together. No one is left alone.’

including conflict style exercises and a win-win game. They shared concerns about parents’ involvement in escalating conflicts, particularly how family dynamics sometimes exacerbated issues. They saw potential in conflict coaches managing lower-level disputes, though not more serious cases, which would still require sanctions. Some staff also expressed interest in mediation training.

At another secondary school, successful staff training in mediation, using the ‘SING’ process (Story, Impact, Needs, and Goals), took place. Teachers were trained to hold individual meetings with each party involved before bringing them together for resolution, using a two-meeting model. Additionally, positive feedback followed staff training at a Special School in York.

‘The school supports pupils’ wider personal development. Staff provide pupils with many opportunities to develop their leadership skills. Pupils value helping their peers in their roles as sports leaders and peer mediators.’ (Deepcar, OFSTED 9 September 2024)

‘Older pupils value the opportunity to contribute to the life of the school through a range of different leadership roles, such as peer mediators.’ (Abbey Lane February 2024)

(Oughtibridge obtained an Outstanding OFSTED in January 2024)

This new Routledge publication, published during the year, contains the chapter ‘Conflict Coaching in the UK – Youth Leading a Transformative Approach to Conflict’, written by members of the CRESST team.

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CRESST Annual Report 2023–24

Staffing and Development work

Our Team

CRESST’s diverse team of freelance trainers remains highly motivated and engaged. Team meetings involve ‘insanely interesting’ discussions, and the trainers are well-regarded by the schools they serve. Over the past year, CRESST has expanded its reach to schools in Manchester, London, and Newcastle, in addition to those across Yorkshire and Derbyshire. One trainer has since become a national coordinator of peer mediation in the UK, basing much of his training on CRESST’s methods and resources. This year, we welcomed Véronique Pin-Fat, an academic and community mediator with a wealth of experience. One of our trainers also provided consultancy services to Peacemakers on Conflict Coaching during the year.

Various social events took place over the year, including a creative workshop hosted by former trainer Kim Balmer at her new venture, ‘Ed’s Workshop,’ on Calver Street. A farewell event was held for our administrator, Rosie McKnight. Throughout the year, CRESST benefited from invaluable support in fundraising, office management, and communications, provided by Simon Wells.

Networking

the Civil Mediation Council, exploring areas such as national accreditation for peer mediators, trainers, and service providers. Three CRESST members attended a twoday peace education residential event organised by Peacemakers as part of a new national peace education initiative. Rob also attended a session in Birmingham to develop a new framework for peace education and participated in a MESH event in September, attended by Abtisam Mohamed, now an MP for Sheffield Central.

Outreach

Outreach activities included presentations to heads of South East Sheffield schools in the summer and sessions for Learn Sheffield and ROSIS (Rotherham) in the autumn, reaching a further 30 teachers. Ben Harper, a former CRESST trainer and now national PM coordinator, presented a CRESST activity and resources at the national NEU conference. Our materials were also displayed at the national Geography Association and History Association conferences.

We are proud of CRESST’s strong reputation, the continued demand for our work, and the rebookings we’ve secured. Looking ahead, fostering stronger relationships with schools and funders will be a priority to ensure that this impactful work can continue with adequate resources.

Nationally, CRESST continues to collaborate with the Peer Mediation Working Group of

A number of CRESST staff, and freelance trainers, at Rosie McKnight’s farewell (The Street Food Chef)

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CRESST Annual Report 2023–24

Acting Chair’s Report (2023-24)

other contributions to our work. We honour and acknowledge Tim Herrick, a previous trustee and a parent of a CRESST-trained peer mediator, who undertook a long distance sponsored walk from Manchester to Sheffield to raise funding for CRESST. Thank you, Tim!

We were also delighted this year to gain a Patron, Nicky Perfect. Nicky is a renowned ex-police hostage and crisis negotiator, who like us, is passionate about communication as a pathway to solve and reduce conflict. We’re really proud to have begun to develop an association with her. Nicky will be speaking at our next annual conference, and we know that she will inspire the next generation of peer mediators and negotiators.

This year has been another year of deeply distressing global and local conflicts. The work of CRESST, to empower children to resolve conflict positively and learn to be peacemakers, continues to be a vital project that we evidence in our annual report makes a real difference in the communities and schools we work with and serve.

CRESST has continued to deliver its activities and work on a small budget, and with the support of many small grants from other charities that value our work. We thank them, and all our supporters and fundraisers, for their donations, hard work and

Our annual report shows that we continue to reach children, change our communities for the better, and contribute to peace-making in our schools. This work wouldn’t happen without a wonderful team of trainers, and our dedicated and exceptional Programme Director, Rob Unwin. We pay tribute and give thanks to them all. Our trustees are engaged and supportive, and work for the best of CRESST. Times are tough and funding is difficult – we had to reduce staff this year – but we continue as a team to strive to see CRESST provide its vital services to our community.

Ian Sabroe

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CRESST Annual Report 2023–24

Structure, Governance and Management

CRESST is dedicated to helping children and young people learn conflict resolution skills that can be used in their schools and communities.

CRESST is clearly meeting the requirements of the public benefit test - a charity providing benefits for the public and supported by the public.

Governing document

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 Association. Every member has guaranteed that they will pay an amount 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.

Appointment of trustees

The trustees, who are also directors for the purposes of company law, are shown on page 8 of this report.

Appointment of trustees is made against the following principles:

• 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 vacancies are filled by open recruitment through various channels including the

Voluntary Action Sheffield Volunteer Centre

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 have been requested from the Sheffield Central Quaker Meeting to fill the appropriate vacancies.

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 undergo an enhanced check. The Safeguarding Policy of the organisation is kept under review and support in the form of guidance and support/ training is provided through the Sheffield Safeguarding Children Service. The Board’s Safeguarding Trustee has undertaken both a three-year renewal of DBS clearance and a training update. (Both are considered to be best practice in this area of work) A trustee also sits on the Education Safeguarding Reference Group, a part of the Sheffield Children’s Safeguarding Board working structures. CRESST is aware that where Trustees and volunteers work directly with school pupils the safeguarding procedures of the school are those that apply and they are aware of the latest DfE guidance on Keeping Children Safe in Education. New trustees receive written induction

Public benefit

In planning and delivering our services and activities, the Trustees and staff at CRESST have given due regard to the need to ensure that the organisation provides public benefit following the Charity Commission’s guidance on these matters. CRESST’s charitable objectives and our annual declaration of activities and achievements (publicly Entertainer, available from the Charities Commission Maynard Flip and Companies House) demonstrate that Flap at the 2023 Peer Mediators’ CRESST provides charitable services to conference. all in South Yorkshire and its surrounding (Rob Unwin) areas, free-to-access by its beneficiaries.

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CRESST Annual Report 2023–24

Video of CRESST’s 15th Peer Mediator’s Conference available on CRESST’s website: cresst.org.uk (EDEN Films)

materials about CRESST and about the role as trustees, including copies of all procedures, protocols and policies. They also have an induction briefing with the Chair of the Board and it is proposed going forward that they will also have a “trustee pair” to support them in the role.

Training opportunities from both local and national providers are made available to all trustees when a reasonable need is identified and they are agreed by the Chair.

Internal control and risk management

The trustees and staff conduct a regular assessment and review of the risks to which the charity is exposed and measures being taken to mitigate risks. The trustees have systems of internal control which help to minimise the risk of material financial misstatement or loss.

These include:

• a set of financial standing orders which are kept under regular review

• a business plan and annual budget which are approved by trustees

• regular review by trustees of charity performance against the business plan and budget

Measures are taken to minimise other types of risk, including the supervision and appraisal for staff, regular reviews of policies and establishing systems for ensuring that the Board is regularly updated on CRESST performance and risks, as well as appropriately skilled to manage CRESST activities.

Directors’ responsibilities for the financial statements

Company and charity law requires the Directors to prepare financial statements for each financial period, which show the state of affairs of the charity and of net income or expenditure of the charity for that period. In preparing those financial statements, the Directors are required to:

• Select suitable accounting policies and apply them consistently

• Make judgements and estimates that are reasonable and prudent

• Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation

• State whether applicable accounting standards of recommended practice have been followed subject to any departures disclosed and explained in the financial statements

The Directors are responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time the financial position of the charity and enable the Directors to prepare financial statements. The Directors are responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention of fraud and other irregularities.

This report has been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006.

The trustees have taken advantage of the exemptions available to small companies, including the audit exemption (see statement on balance sheet).

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CRESST Annual Report 2023–24

Financial Review 2023~2024 from difforent S¢1￿￿9 ustsmj dlscuss (xMfflI atthe 2(r23 (EDEN Alm¥) CRESST was succe98ful In se¢uring funding from 11 grant providers during 2023124 which has enswed conlinuing delivery of our training programmes- reachlng 17 gehools during the year. Slaff and trustees continue .to ty and secure significant multi-year grant funding bul thls is proving very challenging In the current cllmale. All 17 schools have eontrlbirted financially towards the trdining which has helped significanlty in balancing the budgeL The sale of CRESST resources conllnues to be healthy. Re$erve8 polley The balance sheet as at 31 March 2024 shows funds held as £37,041 which comprl8e Unre￿ri￿ed funds entirely. Trustees agree to hold approximately 3 months runniThJ costs in free reserves. In previous years, durlng ihe perfod when CRESST received m￿1 -year funding, fund8 to be held as reserves were calculated at approximatety £26.000. Durfng the last 2 years lumover has reduced by 50% compared to 2022 levels. The budg￿ for 202412025 Is £55.000 and funds to be held as reserves are now calculated at £13.750. Tolal income for 202312024 amounted to £56373 induding grants of £43,427. Other sources of income totalled £12.946. which included £7.805 schools and other tralning incom4 £1.164 donatlons ar￿.FriendS of CREssf fundraising event& £2,908 sales of Ihe Peer Medlalion handbook and PSHE lessons and bank inlerest of £1,069. The rKgan5sation has no sLthrtory redundarbcy obligations and the only other notable commllment relales to the office lease, whlch runs until March 2026. However. onty one monlws nolice is required to discontinue Ihe lease wilhin this 5 year perlod with no fwther financial obiiwion beyond the Iiolice period. The major item of expenditure continues to be staff and freelance costs {&2% of total CRESST Is very grateful to The Brelms TrusL The Foyle FOund￿lOn, The Freshgate Trust FourKlalion. Gatfield Weston Foundalio The Grocerfs Charlty. The Harry Botlom Charttable Twst. The Hugh Neill Charity, The James Neill Trust Fund. Sl James¥ Place Charitable Foundation. local Quakers. Sir James Reckitt Charity. The Southall Trust. The Sheffiekl Bluecoat arKI Mounl Pleasant Ediicational F(￿ndatIon. Sheffield Grdmmar School Exhibition F(Mmdation and Sheffield Town TrusL for their conlinuing financial support and encouragemeirt. This report was approved by the Direclors at the AGM on 6 November 2024 and is sIgr￿d on their behalf br. Shella Broadhead Director and Treasurer on behalf of ihe Board of Trustees 12 CRESST Annual Report 2023-24

Independent Examinerfs Report Independent examinerfs report to the directors of Conflici Resolirtion Education in Sheffield Schools Training ('the Compan I the accounts do not accord with ihose records: or 3. the accounts do nol comply with the accourting requirements of section 396 of the 2￿6 Act otherthan any requirement that the accounts give a true and fair view. which is not a matter considered as part of an irKleperKlent examinallon; or l ￿port to the charity directors on my examination of Ihe accounts of Ihe Company for the year ended 31 March 2024. Re4Msthilhles and basis of re￿t As the charitys trustees of Ihe Company (and also its dlrectors the purp(￿ of company law) you are responsible forthe preparalion of the accounts sn accordance with the requirements of the Companles Act 2006 {kn 2006 Acf). 4. the accounls have nol been prepared in accordance wfth the methods and principles of the SLement of Recommended Praclice for accowrting and ￿porting ty charilies applicable to charilies preparlng Ihelr accounls in accordance with the Financial Reportlng Standard applicable in the UK and Republic of Ireland (FRS 102). Having satisfied myself that the accowts of the Company are not required to be audfted under Part 16 of the 2006 Act and are ellgible for Independent examination, I report in respect of my examinalion of your charl￿8 accounls as carried oul under sect5on 145 of the Charilies Act 2011 (Ihe 2011 Act). In carrying out my examinallon I have followed the Diredi0￿ given by Ihe Charity Commission under secllon 145(5) (b) of the 2011 ACL I have no concems and have ci)me across no other matters In con1￿on wilh the examinalion to which attentlon should be drawn in thls report in order to enable a proper understsnding of the accounts to be Slgned: Independent examinerfs stalement I have completed my examinalk￿. I confirm Ihat no matters have come to my attenlion in conneclion wtth the examination givlng me cause to belleve: l*lii IQLF Seven Hills Accounlarrts Limiled 57 Burton Slreel Sheffield S6 2HH 1. accountlng records were not kept in respect of the Company as requlred by seclion 386 of the 2006 Acr. or If raduati atthe end of theirtrainiiwj. (Véro ￿al) CRESST Anrwal Report 2023-24 13

Statement of Financial Activities for the year ended 31 March 2024

(incorporating the income and expenditure account)

Unrestricted Restricted 2024 2023
funds funds Total Total
Note
Income from:
£ £ £ £
Grants 2 12,000 31,427 43,427 39,824
Donations and gift aid 972 - 972 5,479
Friends of CRESST 192 - 192 1,014
events
Training courses 202 - 202 -
Schools training 7,603 - 7,603 10,473
Bank interest 1,069 - 1,069 628
Other income 2,908 - 2,908 2,903
24,946 31,427 56,373 60,321
Expenditure on:
Charitable activities 3 18,248 51,660 69,908 77,044
18,248 51,660 69,908 77,044
Net income/
(expenditure) 6,698 (20,233) (13,535) (16,723)
Transfer between funds 9 (5,233) 5,233 - -
Net movement in funds 1,465 (15,000) (13,535) (16,723)
Total funds brought
forward 35,576 15,000 50,576 67,299
Total funds carried
forward 37,041 - 37,041 50,576

CRESST Trainer, Susan Downer, running a team building game at the Peer Mediator’s Conference 2023 (EDEN Films)

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CRESST Annual Report 2023–24

Balance Sheet as at 31 March 2024 2024 2023 Note Current assets Balance at bank and cash Debtors 41,183 980 57380 42.163 57,860 Creditors: amounts falling due wfthln one year {5,122) (7.284) Nel ciwrent assets 37,041 50,576 Toial assets less current liabllltles 50,576 Totsl net assets 37,041 50.576 Rewesented by FUNDS Unrestrlcled funds Reslrlcted funds 37,041 35.576 15,000 50,576 11 13 37.041 For the year ending 31 March 2024 the company was entltled to exemptlon from audtt under section 477 of the Companies Act 2006 relating to small companies. The members have not required the company to obtaln an audlt In accordance with section 476 of the Companies Act 2006. The directors acknowledge thelr responsibilftles for complylng with the requlrements of the Act with respect to accounting records and for the preparation of accounts. These acc¢)unts have been prepared in accordance with the provisions applicable to companies subject to small companies. regime. Approved by Ihe Board of Trustees on 6th November 2024 Slgned by, ?£. Shella Broadhead Direclor and Treasurer on behalf of the board of Trustees Company number. 05932383 CRESST Annual Report 2023-24 15

Notes to the Financial Statements for the year ended 31 March 2024

1 Accounting policies

(a) General

Conflict Resolution Education in Sheffield Schools Training is a charitable company limited by guarantee. In the event that the charity is wound up the liability in respect of the guarantee is limited to £10 per members of the charity. The address of the registered office is given in the company information on page 2 of this annual report.

The financial statements have been prepared in accordance with 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) (effective 1 January 2015) - (Charities SORP (FRS 102)) , the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) and the Companies Act 2006. The financial statements have also adopted Charities SORP (FRS102) Bulletin 1 and taken advantage of the cash flow exemption.

The charity meets the definition of a public benefit entity under FRS 102. The financial statements are presented in sterling

which is the functional currency of the charity and rounded to the nearest £.

(b) Income Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably. Grants are recognised in the period they are received unless the funder imposes conditions which have not been met at the year end, such as a time period over which the project is to be undertaken.

(c) Expenditure and liabilities Expenditure is recognised once there is legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. All expenditure is reported gross of irrecoverable VAT which is charged as a cost against the activity for which the expenditure was incurred.

(d) Tangible fixed assets

All items of capital expenditure below £500 are written off as incurred.

(e) Cash and cash equivalents Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.

Trade debtors are recognised initially at transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of trade debtors is established when there is objective evidence that the company will not be able to collect all the amounts due according to the original terms of the receivables.

(g) Trade creditors Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if the charity does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities. Trade creditors are recognised initially at the transaction price and subsequently measured at amortised cost using the effective interest method.

(h) Taxation these are applied to its charitable objects. No tax charges have arisen in the charity.

As a charity, the organisation is exempt from tax on income and gains falling within the available tax exemptions to the extent that

(i) Funds Unrestricted funds are donations and other income receivable or generated for the objects of the organisation without further specified purpose and are available as general funds. Designated funds comprise funds which have been set aside at the discretion of the trustees for specific purposes. The purposes and uses of the designated funds are set out in the notes to the accounts.

Restricted funds are to be used for specific purposes as laid down by the funder.

(j) Pension costs and other post-retirement benefits The charity operates a defined contribution pension scheme. Contributions payable to the charity's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

(k) Going concern

The financial statements have been prepared on a going concern basis as the directors/trustees believe that no material uncertainties exist about which the charity’s ability to continue. Based on the adequacy of the charity's reserves as the balance sheet date, along with the knowledge of the charity’s ability to meet bills, payments and other liabilities as they fall due, the directors/trustees have a reasonable expectation that the charity has sufficient resources to continue in operational existence for the foreseeable future. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure is sufficient with the level of reserves for the charity to be able to continue as a going concern.

16

CRESST Annual Report 2023–24

2 Grants

Grants
The Brelms Trust
Shefeld Grammar School Exhibition Foundation
Shefeld Town Trust
The Sir James Reckitt Charity
St James’s Place Charitable Foundation
Foyle Foundation
FreshgateTrust Foundation
The Harry Bottom Charitable Trust
The Hugh Neill Charity
Shefeld Bluecoat and Mount Pleasant Educational
Foundation
Southall Trust
Ganton Educational Trust
Garfeld Weston Foundation
Gay and Peter Hartley’s Hillards Charitable Trust
Shefeld City Council - Covid Recovery Fund
The Edith M Ellis 1985 Charitable Trust
The James Neill Trust Fund
The Woodward Charitable Trust
Total grants		 Unrestricted
funds
Restricted
funds
Total
2024
Unrestricted
funds
Restricted
funds
Total
2023
£
£
£
£
£
£
-
4,875
4,875
-
4,875
4,875
-
3,000
3,000
-
-
-
2,000
2,700
4,700
2,000
-
2,000
-
10,000
10,000
-
-
-
-
2,500
2,500
-
-
-
10,000
-
10,000
-
-
-
-
1,000
1,000
-
-
-
-
2,000
2,000
-
-
-
-
1,000
1,000
-
-
-
-
2,690
2,690
-
-
-
-
1,662
1,662
-
-
-
-
-
-
500
-
500
-
-
-
-
15,000
15,000
-
-
-
1,000
-
1,000
-
-
-
12,236
12,236
-
-
-
-
1,713
1,713
-
-
-
1,000
-
1,000
1,500
1,500
12,000
31,427
43,427
6,000
33,824
39,824

3

Expenditure on charitable activities
Note
Staff costs
Salary costs
4
Freelance trainers
Staff expenses (including training)
Recruitment, payroll & pension admin fees
Direct costs
Pupil training and teaching resources
Publicity and promotion
Peer Mediation conference
Ofce costs
Rent
Insurance
IT, Web and ofce equipment
Stationery, photocopy, postage & telephone
Volunteer costs
Other expenses
Support costs
Board expenses
5
Independent examination
6
Total resources expended
Salary costs
Gross wages, salaries and benefts in kind
Employers National insurance costs
Employer's allowance
Employer pension costs
Staff secondment		 Unrestricted
funds
£
14,066
1,026
36
58
20
114
-
2,116
162
341
42
19
79
-
169
Restricted
funds
£

22,938
18,288
786
150
52
312

1,236
5,781
442
933
118
50
110

-
464
Total
2024
£

37,004
19,314
822
208
72
426

1,236
7,897
604
1,274
160
69
189

-
633
Unrestricted
funds
£

10,207
1,108
205
8
22
12

-
312
26
61
43
5
84
-
28
Restricted
funds
£

25,357

24,120

3,752

160

1,521

255

-
6,808

558

1,311

254

85

150

-
592
Total
2023
£

35,564

25,228

3,957

168

1,543

267

-

7,120

584

1,372

297

90

234

-

620
18,248 51,660 69,908 12,121
64,923
77,044
2024
£
17,857
1,209
(1,209)
893
18,254		 2023
£
17,247
1,051
(1,051)
768
17,549
37,004 35,564

The average number of monthly employees during the year was 1 (2023: 1). No employee was paid over £60,000.

4

A part time (0.4 fte) Programme Director is seconded from the Development Education Centre South Yorkshire (DECSY).

Notes to the Financial Statements for the year ended 31 March 2024 (continued)

5 Trustees and key management personnel remuneration, benefits and expenses

No remuneration was paid to any director/trustee during the year nor to any person connected to them.

Expenses of £Nil (2023: £Nil) were paid to trustees during the year. In addition, training costs of £Nil (2023: £Nil) in relation to the trustees were incurred in the year

Key management personnel is considered to be the Programme Director, who is seconded from the Development Education Centre South Yorkshire (DECSY) on a part time basis (0.4 fte).

Charges from DECSY for secondment amounted to £18,254 (2023: £17,549)

6
Independent examiner's fees
Independent examiner's fees for reporting on the accounts
No other fees were paid to the independent examiner's organisation during the year
7
Debtors
Training debtors
Other debtors
8
Creditors: amounts falling due within one year
Note
Deferred income
9
Peer Mediation Network (held funds)
10
Other creditors
9
Deferred income
Deferred income at 1 April 2023
Income deferred during the year
Income released to grants
Split between:-
Creditors: amounts falling due within one year
Creditors: amounts falling due after one year
Deferred income at 31 March 2024
10
Peer Mediation Network (held funds)
Held funds at 1 April 2023
Funds received during the year
Funds paid during the year
Held funds at 31 March 2024		 2024
£
633		 2023
£

684
2024
£
980
-		 2023
£
-

480
980
480
2024
£
2,000
935
2,187		 2023
£
4,700
935
1,649
5,122 7,284
2024
£
4,700
2,000
(4,700)		 2023
£
13,949
4,700
(13,949)
2,000 4,700
2,000
-
4,700

-
2,000
4,700
2024
£
935
-
-		 2023
£

935

-

-
935
935

Peer Mediation Network is a small national network of organisations delivering mediation training for young people in schools.

It meets three times a year to share knowledge, skills and best practice. CRESST is a long standing member of the network and, for operational ease, manages its very small number of financial incomings and outgoings.

18

CRESST Annual Report 2023–24

11 Restricted funds

Restricted funds
Youth Resolving Confict
Young Peacemakers Project
Totals		 Balances at
1 April 2023
Income
Expenditure
Transfers
Balances at
31 March 2024
£
£
£
£
£
-
-
(4,318)
4,318
-
15,000
31,427
(47,342)
915
-
15,000
31,427
(51,660)
5,233
-

Youth Resolving Conflict is our work in providing Conflict Resolution training in secondary schools.

Young Peacemakers Project is our work in providing Conflict Resolution training in primary schools.

Prior year
Youth Resolving Confict
Young Peacemakers Project
Totals		 Balances at 1
April 2022
Income
Expenditure
Transfers
Balances at
31 March 2023
£
£
£
£
£
11,264
1,713
(13,350)
373
-
30,127
32,111
(51,573)
4,335
15,000
41,391
33,824
(64,923)
4,708
15,000

12 Related party transactions

There were no related party transactions during the year other than those disclosed in note 5.

13 Net assets by fund

Current assets
Creditors:amounts falling due within one year
Free reserves - general funds excluding tangible fxed assets
Prior year comparison
Current assets
Creditors:amounts falling due within one year
Free reserves - general funds excluding tangible fxed assets
14
Statement of Financial Activities - prior year comparison
Unrestricted
funds
Restricted
funds
£
£
Income from:
Grants
12,000
31,427
Donations and gift aid
972
-
Friends of CRESST events
192
-
Training Courses
202
-
Schools Training
7,603
-
Bank interest
1,069
-
Other income
2,908
-
24,946
31,427
Expenditure on:
Fundraising
-
Charitable activities
18,248
51,660
18,248
51,660
Net income/(expenditure)
6,698
(20,233)
Transfer between funds
(5,233)
5,233
Net movement in funds
1,465
(15,000)
Total funds brought forward
35,576
15,000
Total funds carried forward
37,041
-		 Current assets
Creditors:amounts falling due within one year
Free reserves - general funds excluding tangible fxed assets
Prior year comparison
Current assets
Creditors:amounts falling due within one year
Free reserves - general funds excluding tangible fxed assets
14
Statement of Financial Activities - prior year comparison
Unrestricted
funds
Restricted
funds
£
£
Income from:
Grants
12,000
31,427
Donations and gift aid
972
-
Friends of CRESST events
192
-
Training Courses
202
-
Schools Training
7,603
-
Bank interest
1,069
-
Other income
2,908
-
24,946
31,427
Expenditure on:
Fundraising
-
Charitable activities
18,248
51,660
18,248
51,660
Net income/(expenditure)
6,698
(20,233)
Transfer between funds
(5,233)
5,233
Net movement in funds
1,465
(15,000)
Total funds brought forward
35,576
15,000
Total funds carried forward
37,041
-		 General
funds
£
42,163
(5,122)
Restricted
funds
£

-
-
2024
Total
£

42,163
(5,122)
37,041

2022
Total
£

57,860
(7,284)

50,576

Restricted
funds
2023
Total
£
£

33,824
39,824

-
5,479

-
1,014

-
-

-
10,473

-
628

-
2,903
37,041
-
37,041
Restricted
funds
£

15,000

-
General
funds
£
42,860
(7,284)
35,576 15,000
35,576
Unrestricted
funds
£

6,000

5,479

1,014

-
10,473

628

2,903

2024
Total
£

43,427

972

192

202

7,603

1,069

2,908
24,946
31,427
56,373
26,497
33,824
60,321
-
18,248
51,660		 -

69,908
-

12,121		 -

64,923
77,044
18,248
51,660
69,908		 12,121 64,923
77,0424
6,698
(20,233)
(5,233)
5,233		 (13,535)

-		 14,376

(4,708)
(31,099)
(16,723)
4,708
-
1,465
(15,000)
35,576
15,000		 (13,535)

50,576		 9,668

25,908
(26,391)
(16,723)

41,391
67,299
37,041
-		 37,041
35,576
15,000
50,576

19