Frontline | Transforming the lives of vulnerable children and … · 2019. 8. 30. · ANNUAL REPORT...

DARING TO CHANGEANNUAL REPORT AND ACCOUNTS 2015/16

CONTENTS

2 Welcome from Baroness Morgan, Chair3 Helping young people to help others 8 Trustees’ Report

Our visionKey achievements and performance in 2015/16Plans for 2016/17Financial reviewRisks and uncertaintiesStructure, governance and management

22 Statement of Trustees’ Responsibilities23 Reference and Administrative Details24 Independent Auditor’s Report25 Financial Statements

Statement of financial activitiesBalance sheetStatement of cash flowsNotes to the financial statements

40 Thank You41 Glossary of Terms

ANNUAL REPORT AND ACCOUNTS 2015/16 1

Social workers play a pivotal role in the lives of the vulnerable children and families theysupport. With almost 500,000 children inEngland receiving support from social workers, there is an urgent need for more of these life-changing professionals.

Frontline’s mission is to transform the lives of vulnerable children by recruiting anddeveloping outstanding individuals to beleaders in social work and broader society.

To fulfil our mission, we need to grow amovement of leaders committed to significantchange for children at risk of abuse or neglect.The practice of leadership can bring aboutpositive change for families, influence otherprofessionals, improve organisations andtackle deep social problems. That’s why wedevelop the leadership of newly qualified socialworkers, first line managers and supportFellows who have completed our programmesto have long-term impact.

2 FRONTLINE: DARING TO CHANGE

I am delighted to present the first Annual Report and Accounts for Frontline. Thanks to the continuedsupport of the Department for Education, University of Bedfordshire, local authorities and our foundingpartners and supporters, including Ark – the children’scharity that incubated our development – Frontline hasgone from strength to strength and was incorporated and registered as an independent charity in May 2015.

Since Frontline’s incorporation, there has been muchgrowth at the organisation, and a number of keyachievements that will have a lasting impact on thechildren and families we serve.

Developing leadership capacity in the system

Last July our second cohort of 124 participants began the Frontline programme. We also launched Firstline, aprototype programme which transforms good social workmanagers into excellent leaders, who set high standardsand develop outstanding social workers to affect lasting,positive change. 37 managers from eight local authoritiesacross the country completed the prototype.

Long-term commitment to growth and impact

Last autumn we launched a campaign to recruitparticipants for the Frontline programme’s third andlargest cohort to date, and expanded the programme intothe North East. This January, the government renewed itscommitment to the expansion of the Frontline programme,agreeing to support us to scale-up the programme acrossEngland over the next three years.

Where Frontline stands today

An independent evaluation of the Frontline programme,published by Cardiff University earlier this year, found highlevels of practice skill in Frontline participants. The reportalso noted the success of our recruitment campaign inattracting those who might not otherwise have consideredbecoming social workers and we were delighted to reach40th position in the prestigious The Times Top 100Graduate Employers list. These efforts contributed tonearly 160 new participants embarking on the programmethis summer.

Firstline is also set to expand with cohort sizes of 50–80anticipated on upcoming programmes, following recentconfirmation of continued funding. An evaluation of the

programme will soon be published, giving us greateropportunity to expand our reach and embed the learning at the heart of Frontline. In doing so we can furtherbroaden our impact by providing transformationaldevelopment opportunities across the social work system.It is tremendously inspiring to think about the impactFrontline and Firstline participants will have in their workwith children and families throughout their careers.

The Fellowship

We will shortly see the graduation of the very first Frontlinecohort, the majority of whom remain in frontline socialwork practice. With increasing numbers of high qualitysocial work graduates and a steady stream of skilledmanagers completing the Firstline programme, it is theideal moment to launch the Frontline Fellowship – anetwork of outstanding individuals who will work togetherto improve the lives of vulnerable children and families.The network will mobilise to create a movement that canhave greater impact on the social work system and widersocial injustice.

The future

We have ambitious plans to increase Frontline’s impact.We aim to recruit around 450 participants annually for theFrontline programme by 2019 and to spread and scaleFirstline in upcoming years to encompass 420 social workmanagers. Additionally we will offer support to energiseand inspire our network of Fellows.

As you review the work, achievements and accounts ofFrontline’s first period as an independent charity, I wouldlike to emphasise that these reflect the work of the entireFrontline partnership – the Department for Education,universities, local authorities, charities, supporters, donorsand many more.

It is my privilege to serve as a Trustee and Chair ofFrontline and to continue to steer the organisation in thedirection set by Lord Adonis, who recently stepped down as Chair. I would like to recognise his pioneering role in thesuccess of Frontline.

Baroness Sally Morgan Trustee and Chair, Frontline

WELCOME FROM BARONESS MORGAN, CHAIR

Nicola Brentnall, MVO, Director of The Queen’s Trust

3

The Queen’s Trust exists to help young people help others.Our motivation for what we’re doing is expressed in thework of the organisations we support. These charities are all fizzing with creative energy and drive to help moreyoung people succeed, with leaders unafraid to step up to be the architects and the engineers of change.

We’re backing Frontline's ambition to lead from the front,to go to some of the toughest places, tackle some of thehardest challenges, and with its participants, to helpfamilies face and solve difficult problems while buildingtheir resilience for the future.

As one of Frontline’s founding partners, we have beeninvolved with the charity from the very beginning. It hasbeen immensely rewarding to see how Frontline hasdeveloped over these past few years, as it has begun toturn its ambition to change the world of frontline children’ssocial work into a reality. We have watched the evolution of the Frontline and Firstline programmes and now aredelighted to see the genesis of the Frontline Fellowship –a movement of young people with a burning sense of socialpurpose, coming together to do something extraordinaryfor others.

Frontline is helping to build an environment where allsocial workers – at any stage in their careers, joining theprofession through any route – can be properly supported,encouraged and enabled to do the job they all want to do –which is to enable all children they encounter to feel safe,supported and to thrive. And, as social workers, to feelvalued and respected for having the courage and thecompassion to join this greatest of professions.

As Frontline continues to grow and expand its impactfurther, we look forward to seeing what the future has in store, both for the charity and the many children andfamilies for whom the charity exists to serve.

Nicola Brentnall MVODirector, The Queen’s Trust

HELPING YOUNG PEOPLE TO HELP OTHERS

ANNUAL REPORT AND ACCOUNTS 2015/16

FRONTLINE PROGRAMME:2015 COHORT

124Participants started in 2015

24%Male

18%BAME

9%LGBT

12%Received free school meals

2015

Successful candidates from over

50universities

76%Female

This compares with 15% male and 85% female for

social workers in children’s services across England.*

No comparative data for social workers is available.

This compares to 14.3% of the general population.†

* Source: Department for Education, The Local Authority Children’s

Social Care Services Workforce Report

† Source: Office for National Statistics

This compares with 19% of social workers in

children’s services across England.*

FRONTLINE: DARING TO CHANGE4

5ANNUAL REPORT AND ACCOUNTS 2015/16

60% 21-24

25-2928%

30-347%

35+4%

How old are they?

What subjects did they study?

100 different degreesubjects

Over

HumanitiesNatural Sciences Law

Mathematics

Zoology

Drama

Music

Art

EnglishModern Languages

ReligiousStudies

Politics Medicine

Social SciencesPsychology

Economics

6

IT’S UNPREDICTABLE,

EXCITINGAND ONE

CAN DOOF THE BESTTHINGS YOU

FRONTLINE: DARING TO CHANGE

FRONTLINE PROGRAMME:CASE STUDY


MARGARET2015 COHORT

Studied Italian Studies, University of Warwick

NowNewly qualified social worker, London

In my final year at university, I looked at quite a range of different career options and graduateschemes, and social work wasn’t even something I’d considered. But when I saw Frontline, it soundedlike no other graduate scheme. The opportunity togain a postgraduate diploma, and a Masters whileworking full-time in a local authority was somethingthat really interested me.

Now I’m on the programme and doing social work, it’s really opened doors to me. I don’t know any othercareer where you can work in such a collaborative way with a child and their family, and so manydifferent organisations involved in a child’s life. We’reall working to achieve the common goal of ensuringthe child’s safety, and to make sure they’re able toreach their full potential.

I enjoy the unpredictability and variety of the job. I work across a lot of different settings, such asschools, community centres, families’ and fostercarers’ homes and children’s centres. When I go intowork I don’t know what my day will involve, and that’sexciting as well as challenging.

Support comes in many forms on Frontline. There’salways someone in the team to talk to when times arehard – and people who’ll tell you when you’ve donesomething well. I feel that I’ve learnt so much moreabout myself and the strengths I hold.

My most rewarding experience so far was when, after months of working with a family and tacklingdifferent issues, a mother told me how much she felt supported by having me in her life. That was a special moment.


Our vision

Frontline’s vision is of a country where children’s life chances are not determined by social or familycircumstance. We believe that social work is at theforefront of efforts to realise this. We therefore work to transform the lives of vulnerable children by recruitingand developing outstanding individuals to be leaders in social work and broader society.

Our organisational strategy focusses on the following keyaims:— Increasing the well-being, safety and life chances of our

most vulnerable children who are supported by socialworkers.

— Transforming social work practice through evidence-based education and understanding of what works.

— Developing outstanding individuals to inspire and leadsustainable change within the social work system.

The Trustees have had due regard to the CharityCommission’s published guidance on the Public Benefitrequirement under the Charities Act 2011 and in thefollowing report explain how the charity has workedtowards its purposes for the public benefit.

Key achievements and performance in 2015/16

Frontline was incubated by a subsidiary of Ark until 31 August 2015 and began trading as an independentcharitable company from 1 September 2015. This firstannual report reflects outcomes from the final year ofFrontline’s 2013-2016 strategic plan, through which we set out to achieve the following objectives:

1. To attract and select a diverse range of outstandingindividuals onto the Frontline programmeWe set out to achieve the following: — Significant growth in the number of participants starting

the Frontline programme in July 2016.— Successfully position Frontline as a prestigious and

aspirational graduate programme in order to attract a diverse group of outstanding graduates and careerchangers.

How did we do?Our rigorous selection process combined high academicstandards with a strong focus on assessing applicants for theFrontline programme against a group of core competencies,which are key in developing excellent social workers.

TRUSTEES’ REPORT

2016 Cohort at the Summer Institute

9

We received over 1,900 applications and following ourselection process – which includes a one-day visit to our assessment centre – 155 new participants joined theFrontline programme in July 2016.

We have been deliberate and ambitious in our strategy to bring diverse cohorts of people into the profession, forexample running insight days to attract more Black, Asianand Minority Ethnic (BAME) candidates. For the 2016Cohort, almost one in four are men, 10% were eligible forfree school meals, and 38% of the cohort are careerchangers, with participants joining the Frontlineprogramme from a range of backgrounds includingconsultancy, advertising, law, and teaching.

Frontline reached 40th in The Times Top 100 GraduateEmployers list in September 2015 and we also won theAssociate of Graduate Recruiters Attraction Strategy Awardin July 2016.

2. To develop outstanding new social workersWe set out to achieve the following: — Deliver a high quality two-year training programme

through which participants can achieve a PostgraduateDiploma in Social Work and a Master’s degree.

— Achieve sufficient local authority placements forparticipants starting the Frontline programme in July 2016.

How did we do?Working with the Tilda Goldberg Centre at the University of Bedfordshire, we applied our new approach to thedevelopment of social workers. The Frontline programme’scurriculum brings practice models to children and famiiessocial work within a generic context.

Participants from the second cohort started their localauthority placements in September 2015. Our innovativeapproach to training social workers includes more than200 days in practice, frequent tutor visits, assessmentthrough observation of practice and a focus on childprotection and risk. The use of the unit model andConsultant Social Workers (CSWs) has also been crucial to the success of the Frontline programme. By placingparticipants in groups of four headed-up by an experiencedpractitioner, we have provided a safe learning environmentwhere trainee social workers can be exposed to complexityand risk before qualifying. 90% of participants starting inCohort 2015 completed Year 1 and were awarded thePostgraduate Diploma in Social Work in autumn 2016.

Josh MacAlister, Chief Executive, addressing participants at the Summer Institute



Taught academic input during Year 1 consists of a five-week Summer Institute at the start of the Frontlineprogramme and around 20 Recall Days to university foradditional academic input. 157 participants attended andcompleted the Summer Institute commencing in July 2016.We secured 91% of the target local authority placementsand have revised the CSW recruitment process for2016/17 in order to maximise numbers withoutcompromising quality.

Of the 104 participants that joined the first cohort in 2014,93% embarked on Year 2 of the programme in September2015. These participants undertook further academicstudy towards a Master’s degree and received coachingsupport whilst working as newly qualified social workers.89% of those starting Year 2 completed the Frontlineprogramme and early indicators suggest that the majorityof those participants remain in frontline social work.

Finally, participant satisfaction levels with the programmeare positive, with 88% on average reporting being“satisfied” or “very satisfied” with their overall experience.

Independent evaluation of the Frontline programme

Results from an independent evaluation of the Frontlineprogramme commissioned by the Department forEducation and undertaken by Cardiff University werepublished in March 2016. The study compares the practiceskills of Frontline participants with those qualifying intosocial work through other routes. It found that Frontlineparticipants were rated higher than students onmainstream programmes on every one of the tenassessment criteria.

The overall score of practice skill was rated by assessorson a scale of 1-5, with Frontline participants scoring 3.77,top universities 3.25, and other universities 3.09. Thisdifference is statistically significant and is described by the evaluators as “impressive”. In addition, the reportrecognised Frontline participants’ ability to develop strongcollaborative relationships and their cultural competence.

3. To design and deliver the Firstline programme todevelop the leadership skills of social work managersduring the prototype phase and beyondThe Firstline programme is an innovative and intensive

TRUSTEES’ REPORT

Frontline participants in a unit meeting

development programme that seeks to transform the livesof vulnerable children by helping to develop first line socialwork managers.

We set out to achieve the following: — Develop 40 good social work managers into high-

performing and influential leaders who set high practicestandards, focus on developing and improving their team members, and who contribute to rapidly improvingthe profession.

How did we do?93% of the cohort completed the Firstline prototypeprogramme. Analysis of early findings is remarkablypositive, with clear evidence emerging on how participantsand local authorities have benefitted from the prototype.Our initial learning indicates that the programme:— Strengthens participants’ leadership styles — Enhances managers’ supervision of social workers— Inspires managers and sharpens their focus on

achieving sustained practice excellence— Positively impacts the social work practice system— Leads to more effective decision-making

Findings reveal that Firstline Leaders have found theprogramme deeply rewarding, with several giving examplesof the ways in which the programme has had a significantand positive impact on their professional leadership. Forinstance, they describe being more adaptive in their use of leadership styles and having different, more reflexivesupervisory discussions with social workers. One FirstlineLeader said:

‘This programme has changed my life (professionally andpersonally). It has changed the way I think.’

Local authorities have commented on the positive impactof the programme with one Head of Service stating:

‘The energy and enthusiasm that participants have beeninfected with is already having an impact on them, theservice and is a credit to the programme…They are allactively and consciously practising changing the way theymanage themselves, others and thinking hard aboutinfluencing the system.’

Another tangible measure of the programme’s input isimproved retention of Firstline Leaders. During the


2.0

2.2

2.4

2.6

2.8

3.0

3.2

3.4

3.6

3.8

4.0

3.77

FRONTLINE

3.25TOP

UNIVERSITIES*

3.09OTHER

UNIVERSITIES

Study of Frontline finds evidence of higher quality practice when compared to other routes

Source: Cardiff University – Independent evaluation of Frontline pilot (2016)*Top universities – those described in the study as high tariff, which refers to five universities who have a 400+ UCAS point entry requirement.

PR

ACTI

CE S

KIL

L R

ATIN

G (1-

5)

11


prototype each Firstline Leader remained in post; followingthe programme six supervisors (16% of the cohort) wereappointed into more senior roles within their organisation.

Following the success of the prototype the Department forEducation has committed to support the full roll-out of theFirstline programme. There will be a further six cohorts ofthe programme taking us up to 2020. Throughout summer2015 we worked to develop partnerships and recruit forthe next cohort which resulted in a further 23 social workleaders starting the programme.

4. To ensure participants are leading change in socialwork and broader societyWe set out to achieve the following: — To map out a high-quality alumni offer and network to

keep Frontline participants engaged and passionateabout Frontline’s mission beyond the two-yearprogramme.

How did we do?During the process of designing the offer to Frontlinealumni it became apparent that we had the opportunity to engage a much wider group of individuals than justparticipants from the Frontline programme. In response

to this increased awareness, we created the FrontlineFellowship, which includes all individuals that completeextended leadership development programmes withFrontline (CSWs, Frontline Participants and FirstlineLeaders). The Fellowship has been developed closely inline with our theory of change to ensure the network isambitious and is effectively contributing to theachievement of our vision and mission.

In addition, the inaugural Frontline leadership seminartook place in April 2016 and was delivered by leadingsocial work academic, Professor Eileen Munro, author of The Munro Review of Child Protection.

5. To ensure the sustainability of Frontline as an organisationAs a rapidly growing organisation with an urgent mission, it is imperative that Frontline’s work is based on strongorganisational foundations. As the first set of accountsattest, a great deal of work has gone into developing theinfrastructure of the organisation and securing long-termsupport to ensure that Frontline is efficient, effective,nimble and sustainable.

TRUSTEES’ REPORT

Frontline Fellow speaking at the launch of the Fellowship

We are working towards the following two organisationalgoals:— To drive the delivery of the mission through

organisational efficiency, effectiveness and sustainability.— To protect the public and professional reputation of the

organisation, raise awareness of our cause and ensurethe charity’s financial stability by raising sufficientvoluntary income.

How did we do?Achievements over the past year in this area of workinclude:— We secured significant investment and support from

the Department for Education to expand our reach andimpact for years to come, enabling us to roll-out theFirstline programme to social work managers and theFrontline programme nationally. We aim to bring 1,000outstanding individuals into social work and develop theleadership skill of 420 social work managers by 2020.

— We recognised £1.3m in voluntary income during theperiod, excluding government grants.

— We received sustained regular positive press coverage of the charity including print, radio, online and televisioncoverage. A major milestone was reached on 14 January2016 when the government announced its backing for

Professor Eileen Munro, delivering the inaugural Frontline leadership seminar

13

Frontline’s national roll-out, with over 4,000 visitors tothe website in one day, our highest ever figure.

— We coordinated visits to partner local authorities for key political stakeholders including the Prime Minister,Shadow Secretary of State for Education and membersof the Education Select Committee.

— We submitted both written and oral evidence to theEducation Select Committee’s inquiry into children’ssocial work reform.

— We had 276,000 visits to the Frontline website, anincrease of 32% on the same period in the previous year.

— The Frontline website was shortlisted for best websitecategory for The Times Graduate Recruitment Awards.

— We saw continued growth in our social media followingacross all channels for the Frontline programme (almost300% increase in LinkedIn followers) and the effectivedevelopment of the Firstline Twitter presence, securing250 followers in the past year.



Plans for 2016/17

Frontline is entering an exciting new phase. Thedevelopment and growth of our work over the coming yearwill have a truly transformative impact; improving the lifechances for our most vulnerable children, and providingcrucial support to thousands of families across the countryfor many years to come. This will be driven by:— 300 participants recruited and joining the Frontline

programme in 2017 to train as social workers — 80 high potential social work managers developed into

leaders through the Firstline programme, to have atransformational impact in their local authority settings

— 25 participants from the Frontline programme and 12 Firstline Leaders working with vulnerable childrenand families in local authorities across the North East for the first time

— Up to 72 participants in the Frontline programme to join the inaugural West Midlands cohort in 2017

— A network of 132 outstanding individuals workingactively and collaboratively through the FrontlineFellowship to improve life outcomes for vulnerablechildren and families through practice, policy andinnovation

— Working in four regions from summer 2017— Partnering across the country with over 40 local

authorities for the Frontline programme and over 30 for the Firstline programme by the end of 2016/17

— Delivering the academic provision for the Frontlineprogramme in-house from July 2017

— Significantly growing voluntary income

TRUSTEES’ REPORT

300Key points

participants recruited and joining theFrontline qualifying programme in2017 to train as social workers

25participants working with vulnerablechildren and families in localauthorities across the North East for the first time

4the number of regions we will beworking in from summer 2017


Financial Review

Frontline has had a successful first year of activity. Ourincome for the period, excluding the grant from Ark UKProgrammes on the transfer of undertakings, was £8.4m,with the principal source of income being the centralgovernment grants for our Frontline programme pilot andFirstline programme prototype. These grants helped us torecruit 155 new participants to start the third and finalFrontline programme pilot cohort in July 2016, thequalification as social workers of 112 participants inautumn 2016 having completed the first year of theprogramme and the subsequent graduation of 86participants from the two-year Frontline programme. They also supported us to develop the leadership skill of 37 social work managers through the Firstlineprogramme prototype.

Whilst central government funding is vital for the running of our core programmes, we would not be able to have thesame impact without income from charitable foundations,individual donors and pro bono supporters. Excludinggovernment grants, voluntary income for the period was£1.3m. This support has enabled us to provide innovativeleadership development to participants in their first year of employment as a social worker, develop an alumninetwork (the Frontline Fellowship), boost ourcommunications activity and increase our reserves,building sufficient working capital and organisationalstability. The pro bono support received has contributed to the development of our strategic plans and capabilityand supported our legal compliance.

In early 2016 we were successful in securing a significantgovernment contract from the Department for Education forthe delivery of a fast track entry programme into children’ssocial work. The contract will provide funding for Frontline to train up to a further three cohorts of social workers andincrease the geographical reach of the programme’simpact. In November 2016 the Education Secretaryannounced funding to scale-up the Firstline programme tosupport over 400 social work managers across the country.We therefore start the 2016/17 financial year in a strongposition but recognise the importance of growing non-governmental voluntary income to ensure we can continueto deliver and sustain our enhancement activities andmaximise our programmes’ impact.

Frontline had total expenditure of £8.3m in the period.12% of charitable expenditure went on participantrecruitment and 87% on participant leadershipdevelopment, of which 29% was spent on participantbursaries. The bursaries are awarded to all participants

Income

15

n Donations (excluding donations in kind)

n Donations in kind

n Charitable activities

n Other

n Grant from Ark UK Programmes on transfer of undertakings

Expenditure

n Raising funds

n Participant recruitment

n Frontline Fellowship

n Participant bursaries

n Participant leadership development (excluding bursaries)


at a fixed regional amount to support them in Year 1 of the Frontline programme. Our support costs amounted to £1.8m, including £0.7m of pro bono support, and havebeen allocated as detailed in note 6 to the accounts. Ourexpenditure on staff costs was £1.7m. The number ofpermanent employees increased by 28% over the courseof year as the organisation prepared for the growth in thescale and reach of the Frontline and Firstline programmesand further growth is anticipated in the coming year.

At 31 August 2016 the charity had net current assets of £1m, including £0.3m of current asset investments. In line with our cash management policy, surplus cash isinvested in fixed rate deposits generating low risk returns.At 31 August 2016 the charity held total funds of £0.8m,represented by both restricted and unrestricted funds.

Restricted FundsRestricted funds are those that are subject to specialtrusts specified by the donor and can only be used for the specified purpose. The charity had restricted funds of -£92k at the end of the period. The deficit balance hasarisen on the Firstline programme restricted fund due todelay of formal confirmation of renewed funding from theDepartment for Education until November 2016. Incomeexpected in the 2016/17 financial year will be sufficient to make up the deficit.

Unrestricted FundsUnrestricted funds are available to use for the purposes of the charity as the Trustees see fit. The charity hadunrestricted funds of £921k at the end of the period. Of these unrestricted funds, £22k were held as tangiblefixed assets and therefore not freely available. Thecharity’s remaining free reserves were £899k.

Reserves PolicyThe charity holds free reserves in order to: — provide working capital to finance day-to-day operations;— provide a safeguard against the risks of unforeseen

liabilities and expenditure and shortfalls in income; and— cover the costs of wind-down of one or more

programmes in the event of key funding being curtailed.

The necessary level of reserves is determined byconducting a risk-based assessment of factors likely toreduce income or increase expenditure, working capitalrequirements and the costs associated with programmewind-down. The Trustees have therefore set a reservestarget of £1m, to be reviewed every six to 12 months. Thecharity’s free reserves at the end of the period fell short ofthe target by £0.1m. The Trustees’ strategy for bringing thefree reserves in line with the target includes seeking a

reserves contribution in future grant applications andidentifying potential trading activities that could generateunrestricted revenue streams.

Having considered the level of our free reserves and cashbalance and the stability of future income streams andfuture growth plans, we consider the charity to havesufficient resources to continue for the foreseeable future.We have therefore prepared our accounts on the basis thatthe charity is a going concern.

Risks and Uncertainties

The Trustees have overall responsibility for riskmanagement but also recognise that for risks to beidentified and managed successfully there needs to beshared accountability throughout the organisation. TheFinance, Audit and Risk Committee has been delegatedthe authority to review the risk management systems andmake appropriate recommendations to the Board.

In line with our Risk Management Policy, a risk register is maintained that captures the nature of the risk, itslikelihood and impact, and mitigations that are to be put in place to reduce the likelihood and/or impact. The riskregister is reviewed by the Senior Leadership Team on a monthly basis and by the Finance, Audit and RiskCommittee on a quarterly basis. The highest rated risks arethen reported to the full Board at each of their meetings.

The key risks that we have identified and are managingand mitigating are: — Inability to recruit sufficient numbers of participants;

current mitigating actions include delivering a regionalattraction strategy and reallocating advertising resourcesto targets as required.

— Inability to manage staff retention, recruitment anddevelopment; this is managed by acting upon feedbackfrom staff surveys and undertaking detailed projectplanning.

— Inability to recruit enough Consultant Social Workers(CSWs) and reserves; current mitigating actions includeusing the availability of potential CSWs as criteria whenidentifying new local authorities.

— High participant drop-out rates; this is managed byimplementing robust selection procedures andmaintaining regular communication and qualityassurance.

TRUSTEES’ REPORT

CASE STUDY

BIANCACARE LEAVER

The next generation of social workers, they need toknow what they’re doing, because in a sense, youhave someone else’s life in your hands.

I started working with Frontline three years ago.Having the involvement from someone that’sexperienced care in the recruitment process is reallyimportant, and I hope that with my input we canensure the next batch of social workers do a fantasticjob. Being involved has also helped me on a personallevel, in terms of improving my judgement, anddeveloping my relationship building skills.

There are many qualities that social workers need, but I think adaptability is vital, because everyone is different and everyone has different needs. Not treating a child as a case, but as a human,is also important.

I’ve had one great social worker. When I first came to this country I didn’t speak the language, didn’t like the food, I had a lot of problems. He was verysupportive in every situation. I felt like I had someonefighting my corner. I didn’t feel alone, even though I was alone in this country.

He did everything he could. He reunited my brotherand my sister, and he put us in one foster home whenwe had all been in separate homes previously. Hedidn’t treat me like it was just a job, he treated melike I was one of his own. He genuinely cared, and itdid change my life.

Someone should want to be a social worker becausethey care about young people. It’s not always possibleto change someone’s life – but it’s important thatsocial workers can work towards making someone’ssituation that little bit better.

I FELT LIKEI HAD SOMEONE

MY CORNERFIGHTING


18

MAKING CHILDREN’SLIVES BETTER,THIS IS THE

I WANTFUTURE

FRONTLINE: DARING TO CHANGE

FRONTLINE PROGRAMME:CASE STUDY

ANDY2015 COHORT

StudiedNatural Sciences (Physics), University of Cambridge

Was Science teacher

Now Newly qualified social worker, London

Before I joined Frontline, I was a science teacher. One day, when I had to break up a fight between twopupils – a 14 year old homeless boy and a pregnantgirl – I realised I was trying to tackle their behaviourwithout dealing with the root cause of the problem. To really help children like them, I needed to beworking in their homes alongside them and theirparents. I needed to be a social worker.

When I was thinking about changing career, whathelped me was thinking longer term about where I wanted to be, and what I wanted to help otherpeople achieve – and I knew that Frontline was theway for me to do that.

As a social worker, you need to put yourself in otherpeople’s shoes, to communicate with different peopleand get your message across, which is what you needto be a good leader. In a leadership role, whateveryou’re doing, you’re always trying to bring aboutchange in something, or lead a team to achieve a newvision, which is what you’re doing as a social workerwith families. So when you’re learning to be a socialworker, you’re learning to be a leader too.

There’s a real mix of people on the programme. Thereare some who’ve known they wanted to be a socialworker for quite a long time, and there are morepeople like me, who hadn’t ever really consideredsocial work, and then saw Frontline as a opportunityto make real change.

Everyone has a different story, but we all share apassion for helping vulnerable children and families.We’re all here for the same reason.



Structure, Governance and Management

The Frontline Organisation is a registered charity andcompany limited by guarantee in England and Wales. It isgoverned by its Memorandum of Association and Articlesof Association, last revised in August 2015. The companywas incorporated on 22 May 2015 and became active on 1 September 2015, when the undertakings relating to theFrontline programmes (including Firstline) were transferredfrom Ark UK Programmes (company number 05932797) to The Frontline Organisation. There was no activity,financial or otherwise, during the period from 22 May2015 to 1 September 2015.

The Board that formed on incorporation of The FrontlineOrganisation consisted of members who had previouslyserved on the Frontline programme’s ‘shadow board’ whilstit operated as one of Ark UK Programmes’ programmes. In addition, 31 staff working on the Frontline programmesmoved with the transfer of undertakings to The FrontlineOrganisation, including the Chief Executive who had led theFrontline programme since establishing it in January 2013with the support of Absolute Return for Kids (Ark), theparent charity of Ark UK Programmes.

The charity’s Trustees are also its members and the companydirectors. Any person who is willing to act as a Trustee, andwho would not be disqualified from acting, may be appointedby a majority decision of the Trustees. Absolute Return forKids (Ark) have the option to nominate up to two candidatesfor appointment as Trustees. The Trustees take into account

the skills and composition of the Board when making suchappointments and in September 2016 the Board created aNominations Committee to oversee the process of Trusteerecruitment. New Trustees follow an induction process thatincludes meeting with key management personnel.

The Trustees are responsible for the governance andstrategic direction of The Frontline Organisation and make decisions in accordance with the provisions of theCompanies Act 2006 and Charities Act 2011. The Boardmeets at least five times a year. Day-to-day management is delegated by the Trustees to the Chief Executive and somematters are delegated to the Board committees in line withtheir Terms of Reference. The Board committees in operationduring the period were a Remuneration Committee, meetingat least once a year, and a Finance, Audit and RiskCommittee, meeting at least four times a year.

The pay and remuneration of the charity’s key managementpersonnel is considered by the Remuneration Committee.The level is determined taking into account the size of theteam they oversee, their role responsibilities and a marketcomparison. Decisions are taken in line with the charity’spay and promotion policy and role salary bandings.

Signed on behalf of the Board of Trustees by:

Chair15 December 2016

TRUSTEES’ REPORT

Sally, Josh, Edward Timpson MP, Minister of State for Vulnerable Children and Families with 2014 participants Richard and Cate, and Sir MartinNarey, government advisor, at the launch event for Frontline’s expansion into the North East


PAUL ANGELIASSISTANT DIRECTOR OFCHILDRENS’ SOCIAL CARE AND YOUTH INCLUSION, MERTON COUNCIL

We have been working with Frontline for over twoyears and we have built a strong and collaborativepartnership. At the outset we were able to worktogether to identify a very strong consultant socialworker who has led the programme excellently.

Our Frontline participants and newly qualified socialworkers have been very well supported and are clearlywell prepared and trained for practice through theformal training programme and the support providedby the scheme. The practitioners have had animpressive influence on social work colleagues in theservice and I have heard many comments about thequality of their work.

Senior managers and team managers havecommented on the impact of their work with families.I have found them to be an extremely positive group ofpeople and they model good professional standards.We are now planning for our third cohort of Frontlinepractitioners and we are extremely positive about ourexperiences working with Frontline as an organisation.

SENIOR

IMPACTMANAGERSHAVE COMMENTED ON THE

OF THEIR WORK WITH

AND TEAM MANAGERS

FAMILIES

LOCAL AUTHORITY:CASE STUDY


The law applicable to charities in England and Walesrequires the Trustees to prepare the annual report andfinancial statements for each financial period which give a true and fair view of the charity’s financial activitiesduring the period and of its financial position at the end ofthe period. In preparing financial statements giving a trueand fair view, the Trustees should follow best practice and:— select suitable accounting policies and then apply them

consistently;— make judgments and estimates that are reasonable and

prudent;— state whether applicable accounting standards have

been followed, subject to any material departuresdisclosed and explained in the financial statements;

— prepare the financial statements on the going concernbasis unless it is inappropriate to presume that thecharity will continue in operation.

The Trustees are responsible for keeping accountingrecords which disclose with reasonable accuracy thefinancial position of the charity and which enable them toascertain the financial position of the charity and ensurethat the financial statements comply with the CompaniesAct 2006. The Trustees are responsible for safeguardingthe assets of the charity and hence for taking reasonablesteps for the prevention and detection of fraud and otherirregularities.

The Trustees are not aware of any relevant auditinformation that has not been disclosed to the charity’sauditors. The Trustees have taken all the steps that oughtto have been taken in order to make themselves aware ofany relevant audit information and to establish that thecharity’s auditors are aware of that information.

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

23

Registered nameThe Frontline Organisation

Working nameFrontline

Charity number1163194

Company number09605966

Address of principal office and registered address65 KingswayLondonWC2B 6TD

Websiteswww.thefrontline.org.ukwww.thefirstline.org.uk

TrusteesLord Andrew Adonis Craig BakerClare Chamberlain (from 8 June 2016)Andrew Christie (until 22 April 2016)Michael Clark (from 1 October 2015)Zena Cooke (from 23 July 2015)James DarleyPaul Dunning Andrew ElvinOliver GayleSir Harvey McGrathBaroness Sally Morgan Toby OwensSukriti Sen

Company SecretarySarah Hayter (from 23 July 2015)

Chief ExecutiveJosh MacAlister

BankersLloyds Bank95 George StreetCroydonSurreyCR9 2NS

External AuditorsMazars LLPTimes HouseThrowley WaySuttonSurreySM1 4JQ

SolicitorsBaker & McKenzie LLP100 New Bridge StreetLondonEC4V 6JA

Herbert Smith Freehills LLPExchange HousePrimrose StreetLondonEC2A 2EG

Kirkland & Ellis International LLP30 St Mary AxeLondonEC3A 8AF

REFERENCE AND ADMINISTRATIVE DETAILS


We have audited the financial statements of The FrontlineOrganisation for the period ended 31 August 2016 whichcomprise the Statement of Financial Activities, the BalanceSheet, the Statement of Cash Flows and the related notes.The financial reporting framework that has been applied in their preparation is applicable law and United KingdomAccounting Standards (United Kingdom Generally Accepted Accounting Practice), including FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”.

Respective responsibilities of Trustees and auditorsAs explained more fully in the Trustees’ ResponsibilitiesStatement set out on page 22, the Trustees (who are alsothe directors of the charitable company for the purposes ofcompany law) are responsible for the preparation of thefinancial statements and for being satisfied that they give atrue and fair view.

Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable lawand International Standards on Auditing (UK and Ireland).Those standards require us to comply with the AuditingPractices Board’s (APB’s) Ethical Standards for Auditors.This report is made solely to the charity’s members as a body in accordance with Chapter 3 of part 16 of theCompanies Act 2006. Our audit work has been undertakenso that we might state to the charity’s members thosematters we are required to state to them in an auditor'sreport and for no other purpose. To the fullest extentpermitted by law, we do not accept or assumeresponsibility to anyone other than the charity and thecharity’s members as a body for our audit work, for thisreport, or for the opinions we have formed.

Scope of the audit of the financial statementsA description of the scope of an audit of financialstatements is provided on the Financial ReportingCouncil’s web-site at www.frc.org.uk/auditscopeukprivate.

Opinion on the financial statementsIn our opinion the financial statements:— give a true and fair view of the state of the charity's

affairs as at 31 August 2016 and of its income andexpenditure for the period then ended;

— have been properly prepared in accordance with UnitedKingdom Generally Accepted Accounting Practice; and

— have been prepared in accordance with therequirements of the Companies Act 2006.

Opinion on the other matter prescribed by the CompaniesAct 2006In our opinion the information given in the Trustees’ Reportfor the financial period for which the financial statementsare prepared is consistent with the financial statements.

Matters on which we are required to report by exceptionWe have nothing to report in respect of the followingmatters where the Companies Act 2006 requires us toreport to you if, in our opinion:— adequate accounting records have not been kept, or

returns adequate for our audit have not been receivedfrom branches not visited by us; or

— the financial statements are not in agreement with theaccounting records and returns; or

— certain disclosures of Trustees’ remuneration specifiedby law are not made; or

— we have not received all the information andexplanations we require for our audit.

INDEPENDENT AUDITOR’S REPORT

Nicola Wakefield (Senior Statutory Auditor) for and on behalf of Mazars LLPChartered Accountants and Statutory AuditorTimes House, Throwley Way, Sutton, Surrey, SM1 4JQ

Date: 21 December 2016


25

FINANCIALSTATEMENTS



Note Unrestricted Restricted Total 2016 funds funds £’000 £’000 £’000

Income from: Donations 2 936 1,133 2,069Charitable activities 4 11 6,279 6,290Other 6 1 7

Sub-total 953 7,413 8,366Grant from Ark UK Programmes on transfer of undertakings 13 783 15 798Total income 1,736 7,428 9,164 Expenditure on:

Raising funds 5 12 54 66Charitable activities 5 800 7,469 8,269

Total 812 7,523 8,335 Net income excluding Ark UK Programmes grant 141 (110) 31Net income including Ark UK Programmes grant 924 (95) 829Transfers between funds 13 (3) 3 - Reconciliation of funds: Total funds brought forward - - -Total funds carried forward 13 921 (92) 829

All activities relate to continuing activities. There are no other recognised gains and losses.

The notes on pages 29 to 38 form part of these financial statements.

STATEMENT OF FINANCIAL ACTIVITIES FOR THE PERIOD ENDED 31 AUGUST 2016 (incorporating an income and expenditure statement)

Note 2016 £’000

Fixed assets:Tangible fixed assets 9 22Total fixed assets 22 Current assets: Debtors 10 1,499Investments 11 300Cash in bank and at hand 956Total current assets 2,755 Liabilities: Creditors: amounts falling due within one year 12 (1,748)Net current assets 1,007 Total assets less current liabilities 1,029

Creditors: amounts falling due after more than one year 12 (200)Total net assets 829 The funds of the charity: Restricted income funds 13 (92)Unrestricted funds 13 921Total funds 13 829

The financial statements were approved by the Trustees on 15 December 2016 and signed on their behalf by:

Sally MorganChairThe Frontline OrganisationCompany number 09605966


BALANCE SHEET AS AT 31 AUGUST 2016

Note 2016 £’000 Net cash provided by operating activities: A 1,281 Cash flows from investing activities:

Dividends, interest and rent from investments 1Purchase of property, plant and equipment (26)Purchase of investments (300)

Net cash used in investing activities (325) Change in cash and cash equivalents in the reporting period 956Cash and cash equivalents at the beginning of the reporting period - Cash and cash equivalents at the end of the reporting period B 956

NOTES TO THE STATEMENT OF CASH FLOWS

A: Reconciliation of net income to net cash flow from operating activities

2016 £’000 Net income for the reporting period (as per the statement of financial activities) 31 Adjustments for:

Depreciation charges 4Dividends, interest and rent from investments (1)Net assets transferred from Ark UK Programmes 798(Increase) in debtors (1,499)Increase in creditors 1,948

Net cash provided by operating activities 1,281

B: Analysis of cash and cash equivalents

2016 £’000 Cash in hand 956Total cash and cash equivalents 956


STATEMENT OF CASH FLOWSFOR THE PERIOD ENDED 31 AUGUST 2016

1. Accounting policies

Basis of preparationThe financial statements have been prepared under the historical cost convention and in accordance with the CompaniesAct 2006 and Charities Act 2011. The Financial Reporting Standard applicable in the UK and Republic of Ireland (‘FRS102’) and the Accounting and Reporting by Charities: Statement of Recommended Practice (‘Charities SORP (FRS 102)’)have been followed in the preparation of these financial statements. The Frontline Organisation meets the definition of apublic benefit entity under FRS 102.

The financial statements have been prepared on a going concern basis. The Trustees assess whether the use of goingconcern is appropriate and have identified no material uncertainties related to events or conditions that may castsignificant doubt on the ability of the company to continue as a going concern. The Trustees make this assessment inrespect of a period of 12 months from the date of approval of the financial statements.

These financial statements cover the period from the company’s incorporation on 22 May 2015 to 31 August 2016.Trading commenced from 1 September 2015. The reporting period was extended in accordance with section 392 of theCompanies Act 2006.

Income recognitionAll income is recognised in the statement of financial activity as soon as the charity has entitlement to the income, thereceipt is probable and the amount is quantifiable.

Grant income is deferred where there are explicit or implied terms that require the funds to be spent in a future period.

Donations in kindDonations in kind are included at the value to the charity to the extent that this can be quantified and are recognisedwhen received.

Expenditure Expenditure is recognised on an accruals basis. They have been classified under headings that aggregate all costsrelating to that activity and include irrecoverable VAT. Shared costs are apportioned on a basis consistent with the use ofresources.

Support costs have been allocated to the raising of funds and charitable activities on the basis of costs of activitiesundertaken directly and staff numbers as set out in note 6. They include the costs of all activities not directly engaged incharitable or fundraising activities.

Pension costsThe charity operates a defined contribution pension scheme for all eligible members of staff. Pension costs charged inthe statement of financial activities represent the contributions payable by the charity in the year.

Foreign currenciesTransactions in foreign currencies are translated at rates prevailing at the date of the transaction. Any gains or lossesarising on translations are reported as part of the transaction within the statement of financial activities and re notmaterial; they are therefore not disclosed separately.

LeasesRentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with thelessor are charged to the statement of financial activities on a straight line basis over the lease term.


NOTES TO THE FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 AUGUST 2016

Tangible fixed assetsAll assets costing more than £500 and with an expected useful life exceeding one year are capitalised.Depreciation is charged on a straight line basis beginning in the month in which the asset is brought into use at thefollowing annual rates:

— Furniture and fittings 25% p.a.— Computer equipment 331/3 % p.a.— Server and firewall 20% p.a

Current InvestmentsSurplus cash is held on fixed term deposit. Deposits maturing in more than 3 months are recognised at transaction priceas current investments and treated as a basic financial asset.

LiabilitiesFuture liabilities are recognised when the charity has a legal or constructive financial obligation that can be reliablyestimated and for which there is an expectation that payment will be made.

Fund accountingUnrestricted funds represent monies which may be applied for any purpose within the charity’s objects. Restricted funds are funds received with specific conditions attached and are restricted for use on those activities only.

VolunteersThe charity has benefited from a small number of short term, general administrative volunteers in the head office but asit is not possible to accurately measure the value of their contribution, it has not been recognised in the statement offinancial activities.

TaxThe charity is exempt from income and corporation tax on income and gains to the extent that they are applied for itscharitable objects.

Cash and cash equivalentsCash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investmentswith original maturities of three months of less.



2. Donations

Note Unrestricted Restricted Total 2016 funds funds £’000 £’000 £’000 Donations 80 - 80Donations in kind 3 681 - 681

Government grants - 783 783Grants from charitable bodies 175 350 525 936 1,133 2,069

Frontline was in receipt of two government grants from the Department for Education during the period. These were forthe pilot of the Frontline social work entry route (funding the cohorts beginning the programme in July 2014, July 2015and July 2016) and the Firstline programme (funding development of the prototype and delivery to a first cohort).

3. Donations in kind

Unrestricted Restricted 2016 £’000 £’000 £’000

Professional services 586 – 586Software licences 25 – 25Staff development 65 – 65Programme delivery 5 – 5 681 – 681

Frontline has also benefited from being an Innovation Partner of Teach First but the support provided is not measurableand therefore has not been recognised.

4. Income from charitable activities


Performance-related government grants – 5,931 5,931Central government contracts – 348 348Local authority fees 11 – 11 11 6,279 6,290


5. Expenditure

Activities Bursary funding Support costs Total undertaken directly 2016 £’000 £’000 £’000 £’000 Raising funds 44 - 22 66 44 - 22 66 Charitable activities Participant recruitment 595 - 388 983Participant leadership development 3,762 2,075 1,420 7,257Frontline Fellowship 20 - 9 29 4,377 2,075 1,817 8,269 Total expenditure 4,421 2,075 1,839 8,335

Bursary funding represents the payment of bursaries to participants in the first year of the Frontline programme. All bursaries are given to individuals and no support costs have been allocated to them.

Charitable activities can be further analysed between unrestricted and restricted funds as follows:


Participant recruitment 166 817 983Participant leadership development 632 6,625 7,257Frontline Fellowship 2 27 29 800 7,469 8,269

6. Support and governance costs

Total 2016 Basis of allocation

£’000

Support costs Financial management 89 Activities undertaken directlyHuman resources 178 Employee headcountInformation systems and technology 125 Permanent staff FTEPremises and overheads 216 Permanent staff FTEOperations and management 313 Activities undertaken directlyProfessional fees, governance and compliance 663 Activities undertaken directlyExternal relations 94 Activities undertaken directlyEvaluation 161 Direct evaluation costs 1,839



6. Support and governance costs (continued)

Total 2016

£’000

Governance costs (included above) External auditors’ remuneration

audit services 9 Trustees’ indemnity insurance 1 10 Support costs include £681k of donations in kind.

7. Net income

This is stated after charging:

2016 £’000

Auditors’ remuneration – statutory and grant audits 9Auditors’ remuneration – tax advisory services 9Depreciation 4Operating leases 5

8. Staff costs

A. Staff costs

2016 £’000

Wages and salaries 1,325Pension 135Social security 114Contract and agency costs 95Other staff benefits 7 1,676

B. Average headcountThe average monthly number of employees during the period, including agency staff and secondees, was:

Average headcount Average FTE 2016 2016 £’000 £’000

Full time employees 32 32Part time and temporary employees 15 3 47 35


8. Staff costs (continued)

C.Higher paid employeesNumber of employees whose emoluments for the period fall:

2016

Between £60,000 and £69,999 3Between £80,000 and £89,999 2

Total pension contributions made by Frontline into a defined contribution scheme for the higher paid employees duringthe period were £36,148.

D. Key management personnelThe key management personnel of the charity consist of the Trustees and senior leadership team. The total emolumentspaid to the senior leadership team in the period were £421,153.

None of the Trustees have been paid any remuneration or received any other benefits from the charity during the periodended 31 August 2016. Two of the Trustees claimed expenses or had their expenses met by the charity during the period.The expenses totalled £1,551 and were for travel and catering.

9. Tangible fixed assets

Fixtures, fittings and equipment 2016

Cost At 22 May 2015 -Additions 26At 31 August 2016 26 Depreciation At 22 May 2015 -Depreciation 4At 31 August 2016 4 Net book value at 22 May 2015 -Net book value at 31 August 2016 22



10. Debtors

2016 £’000 Trade debtors 225Accrued income 468Prepayments 789Other debtors 17 1,499

11. Current asset investments

2016 £’000

Cash equivalents on deposit 300 300

12. Creditors

A. Creditors

2016 £’000

Amounts falling due within one year Trade creditors 311Deferred income 845Accruals 479Taxation and social security 52Grants payable 46Other creditors 15 1,748 Amounts falling due after more than one year Deferred income 200 200


12. Creditors (continued)

B. Deferred income

2016 £’000

At 22 May 2015 -Deferred in the year 1,045Released to income in the SOFA -At 31 August 2016 1,045

Deferred income has arisen from a multi-year grant restricted to Frontline’s enhancement activities that was received infull up front.

C. Grants payable

2016 £’000

At 22 May 2015 -Transferred from Ark UK Programmes 121Grants paid in the period (75)At 31 August 2016 46

The grant payable at the end of the period has arisen on a grant awarded in the previous year to test the impact of theFrontline programme. The remaining amount is due to be paid in full by completion of the project in early 2017.

13. Movement in funds

Balance at Funds received Income Expenditure Transfers Balance at 22 May from Ark UK 31 August 2015 Programmes 2016 £’000 £’000 £’000 £’000 £’000 £’000

Restricted funds Frontline programme pilot - 11 5,931 (5,935) - 7Frontline programme - - 348 (356) - (8)Firstline programme - - 783 (874) - (91)Enhancement activities - 4 351 (358) 3 - - 15 7,413 (7,523) 3 (92) Unrestricted funds General fund - 783 953 (812) (3) 921 Total funds - 798 8,366 (8,335) - 829



Frontline programme pilotThe Department for Education has supported Frontline to pilot the Frontline programme over three cohorts.

Frontline programme Frontline secured a contract with the Department for Education to deliver a fast track into social work trainingprogramme and expand into additional regions across the UK. The services to be delivered include recruitment ofparticipants and provision of training leading to a Postgraduate Diploma in Social Work and a Master’s degree. Thedeficit will be offset against future income.

Firstline programmeFrontline was in receipt of a grant from the Department for Education through the Children’s Social Care InnovationProgramme to develop the Firstline prototype and to run the programme for a first six-month long cohort. Followingsubmission of a proposal, Frontline received confirmation from the Department of Education that it had been successfulin securing funding for an additional six cohorts and activity therefore went ahead in preparing for delivery to begin inSeptember 2016. Formal confirmation of ongoing funding was received in November 2016 and we are confident thatsufficient funds will be received in the 2016/17 financial year to make up the deficit.

Enhancement activitiesSupport was received from The Queen’s Trust and Garfield Weston to continue to enable Frontline to provide participantswith a leadership coach in the second year of the programme, run additional participant events, prepare to establish theFellows programme (an alumni network), raise the status of the profession through communications and public affairswork, fundraise for future enhancement activities and continue an independent evaluation of the Frontline programme.

14. Analysis of net assets between funds

Unrestricted Restricted Total 2016 funds funds £’000 £’000 £’000

Fixed assets 22 - 22Net current assets 899 108 1,007Long term liabilities - (200) (200) 921 (92) 829

15. Operating leases

At 31 August 2016, Frontline has commitments under non-cancellable operating leases as follows:

2016 £’000

Within one year 12 12


16. Related party transactions

On 1 September 2015, the trade and assets of the Frontline programme were transferred from Ark UK Programmes to The Frontline Organisation. Net assets of £798k were transferred at this point.

During the period, Frontline paid Absolute Return for Kids (Ark), the parent charity of Ark UK Programmes, for servicedoffice space. Expenditure of £183k under this arrangement has been recognised in the year and £12k remainedoutstanding at the year end with a further £9k in accruals.

Ark and Ark UK Programmes have Trustees in common with The Frontline Organisation, but these Trustees do not have a controlling interest in either of the charities.

During the period, Frontline received £200k of pro bono consultancy support from The Boston Consulting Group. One of Frontline’s Trustees is a Senior Partner and Managing Director of The Boston Consulting Group.

The total amount of Trustee donations made, without conditions, was £50k.

17. Charity information

The Frontline Organisation is a registered charity and a company limited by guarantee (England and Wales) withregistered office: 65 Kingsway, London, WC2B 6TD.




CASE STUDY

A GREATSOCIAL WORKER

UNDERSTANDSIS SOMEONE WHO

THE YOUNG PEOPLETHEY WORK WITH

ALEXCARE LEAVER

Social work is important because the young peoplethat social workers engage with are in such avulnerable situation, and the majority of socialworkers are such a huge person within that youngperson’s life.

Having experienced the care system myself, anythingthat I can do to help ensure the next generation ofsocial workers are good, I’m happy to be involved with,and that’s why I’m working with Frontline.

I sit on a panel for fostering and adoption, and workquite closely with another borough’s manager. Theyalways mention that they have a new great group ofsocial workers coming in from Frontline, and they’veactually said that what makes them great is thatthey’re good in a range of different areas.

From personal experience I also think a range of skillsare important for social workers: the ability tocommunicate when writing a report, intelligence,relationship building – so many important skills areneeded.

For me, a great social worker is someone whounderstands the young people that they work with.

Particularly when you have to go into independence,it’s so important for your social worker to be there. Itwas when I went into independence that I needed mysocial worker the most, to help me sort out housingand other things.

For example my local authority normally pays housingbenefit directly to landlords, but with my case I wasliving in housing association accommodation. Gettingthe local authority to pay them directly would havetaken six months, so my social worker helped me finda way where they paid the money into my bankaccount, and then I paid the rent to the housingassociation. It was a very simple thing, but actuallyunderstanding my needs and how it made adifference to me, in that way my social worker reallyhelped me.


Our work would not be possible without the support of theDepartment for Education and many other organisationsand individuals who generously donate funds, time andexpertise to the charity. Their backing for our worksupports our mission in many ways, including enhancingthe quality of our programmes through extendedleadership development, coaching, evaluation, strategyadvice, Fellowship, volunteering and much more. Thankyou to those listed below for your support in 2015/16.

Founding PartnersArkBig ChangeBoston Consulting GroupCredit Suisse EMEA FoundationThe Queen’s Trust

SupportersAlexander PartnershipAndrew and Belinda ScottBaker & McKenzie LLPGarfield Weston FoundationHerbert Smith Freehills LLPKirkland & Ellis International LLPMeller Educational TrustSir Harvey and Lady McGrath

THANK YOU

Alumni All individuals that complete extendedleadership development programmeswith Frontline (CSWs, FrontlineParticipants and Firstline Leaders).

ArkThe children’s charity registered asAbsolute Return for Kids (ARK) withcharity number 1095322.

Assessment centreA key element of the selection processwhere candidates are assessed todetermine their suitability forchildren’s social work.

Black, Asian and Minority Ethnic(BAME)Black, Asian and Minority Ethnic is the term used to refer to members of non-white communities in the UK.

Child protectionThis refers to the activity that isundertaken to protect specificchildren who are suffering, or are atrisk of suffering, significant harm.

CohortThe collective name given to a groupof people who started the Frontlineprogramme in the same year, forexample 2015 Cohort is used forthose who began the programme in July 2015.

Children and families social workSocial work which supports andprotects vulnerable children, youngpeople, their families and youngcarers.

Consultant Social Worker (CSW)An experienced social worker wholine-manages and leads in-practicelearning for frontline social workerswithin the unit model.

FellowAn individual who has completedeither the Frontline or Firstlineprogramme, or who has spent twoyears as a Consultant Social Workerwith Frontline.

Frontline FellowshipCommunity of Frontline Fellows. See above for more information.

First line managerThis term is used to define those whodirectly manage frontline socialworkers. In practice, this generallyrefers to Team Managers andConsultant Social Workers.

Firstline LeaderA term used to describe someonecurrently taking part in the Firstlineprogramme.

Free school meals (FSM)A free school meal is a statutorybenefit available to school agedchildren from families who receiveother qualifying benefits. FSM statusis often used as a measure ofsocioeconomic disadvantage.

LGBTThe acronym for anyone defining aslesbian, gay, bi or transgender.

Local authorityAn administrative body in localgovernment. These are theorganisations that Frontline partnerswith and where Frontline placesparticipants.

Newly qualified social worker (NQSW)A term used to describe someone whois in their first year of practice, whohas already gained a social workdegree or equivalent and is registeredwith the Health and Care ProfessionsCouncil (HCPC).

ParticipantThe term used to describe someonewho is taking part in the Frontline orFirstline programme.

Postgraduate Diploma in Social WorkA professionally accreditedprogramme leading to eligibility toapply to become a registered socialworker with the Health and CareProfessions Council (HCPC).

Practice skillThe ability of someone to apply thekey values, principles and techniquesrequired for social work.

Summer InstituteIntensive five-week residentialprogramme where participants on the Frontline programme are taughtthe knowledge and skills of goodsocial work.

Trainee social workerSomeone who is undergoing trainingto become a social worker.

Unit modelA way of organising social work teams.For the Frontline programme thisinvolves four participants being placedtogether in a unit and supervised by ahighly skilled and experiencedConsultant Social Worker.

Vulnerable childrenChildren who are unlikely to achieve ormaintain, or have the opportunity toachieve or maintain, a reasonablestandard of health or developmentwithout the support of social careservices.

GLOSSARY OF TERMS


If you are interested in hearing about howyou can partner with Frontline, please getin touch with us using the details below:

[email protected] 020 7167 2638

Find out more:

www.thefrontline.org.uk

FrontlineChangingLives

@FrontlineSW

Frontline – Changing Lives

Frontline_SW

The Frontline Organisation is a registered charity and a company limited by guarantee.Charity number: 1163194 Company number: 09605966

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