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To become an outstanding organisation, we need to both let go of control and expect much more of one another. When we manage this, we are surrounded by a team who can solve problems, speak with candour, communicate expectations, and give one another the space and support to achieve fantastic results for children and families.

This is what we call a culture of freedom and responsibility.

How do we make it happen? Freedom without responsibility results in chaos – confusion, frustration, a lack of accountability. Responsibility without freedom breeds a rigid focus on following rules and process, even when professional judgement and creativity would produce better results. It can result in people doing things right without doing the right thing.

Because of this, we need to have huge levels of both freedom and responsibility. The most important word is not freedom, nor responsibility, but and.

Putting children first

Keeping children at the forefront of decision-making transcends our programmes. There are many opportunities to put children and families first in all areas of our work.

Making diversity and inclusion everyone’s business

We want the Frontline team to reflect the children, young people and families across England. To be an effective charity we need difference. Difference of race, experience, thought and skill.

Working as one team

We are all part of the Frontline team and we all play our part in achieving our mission. We have an incredible team at Frontline, who all want to work with other incredible people.

Making decisions based on common sense and evidence

We should be solution focused and use data, knowledge and evidence to make sure we’re always learning.

You can learn more in our culture paper.

Our achievements