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The Brigantia Learning Trust Governance Model is different to the way a governing body in a non-academy or traditional school undertakes governance.

Essentially, there are four elements to the governance of the Brigantia Learning Trust academies – local councils that are delivered via the Academy Advisory Councils (AAC), Trust governance, delivered via the Full Board of Trustees (Non-Executive Directors), the Trust Leadership Team (Executive Directors) and the Trust Members. 

The Board of Trustees has 4 sub-committees, concerned with Finance, Risk & Audit, HR, Education & Standards and Remuneration along with the four Academy Advisory Councils: Brigantia Hill Fort, Hinde House (2-16), Yewlands and Longley Park Sixth Form. As the trust continues to grow, and the Academy Advisory Councils become more experienced and confident, greater delegated powers will be identified and approved by the Board of Trustees.

Local Councils - The Academy Advisory Council

Each AAC consists of a group of people who could be parents, community nominees, academy staff. They will meet with the academy (Executive) Principal, Associate Principal and other senior leaders where appropriate. In attendance at these meetings will be Link Trustees and members of the Trust Executive Team may be in attendance. This is to ensure that the voice of the local stake holders is heard first-hand by the Board of Trustees.

The Brigantia Learning Trust Board has established six key roles for Academy Advisory Councils: 

• To advise/act as a critical friend to the (Executive) Principal of the academy

• To advise the Trustees about local issues they need to consider that affect the academy

• To support the Safeguarding Trustee with localised academy information

• Represent the interest of the academy community in the running of the academy

• Represent the academy in its community

• Provide support to the (Executive) Principal in undertaking appropriate day to day procedures that are essential to the life of the academy

The six roles translate specifically into the following tasks that the AAC undertakes:  

• To act as a key link between the academy, parents and local community

• To support the work of the academy in the community

• To help on the ground with the implementation of certain academy policies

• To offer challenging but positive and proactive support to the (Executive) Principal

• To regularly discuss the academy’s performance in relation to the KPIs (Key

• Performance Indicators)

The difference between Brigantia Learning Trust Governance and a traditional Governing Body

By comparison to a traditional school Governing Body:

• The AAC’s role is not to “manage” the Academy as such.  This is done through the Trust Leadership Team and the Board of Trustees.  Therefore, the AAC is not required to take decisions on staff or financial matters affecting the Academy.  As an Academy Advisor you should have an understanding of strategic issues that impact on the Academy, and be updated on them regularly by the Principal, but you are not required to have direct responsibility for them.
• As the Trust Leadership Team and Board of Trustees takes responsibility for educational standards, legal compliance and financial viability, the AAC then has the time to investigate the impact of policy on the ground, to see how they are working, and explore how the Brigantia Learning Trust ethos is being understood and expressed in the way the Academy operates. As an Academy Advisor, your view as a parent or as part of the community is vital in this discussion.

3. HOW THE AAC OPERATES 

Expectations

Brigantia Learning Trust understands that the role of an Academy Advisor is voluntary, however, in order for the Academy Advisory Council to function efficiently and effectively, there are certain expectations of Academy Advisors in order to achieve this.

i) Meetings

Meetings of the AAC take place 3 times over the academic year. The meeting is prepared by the Principal and the Chair of the AAC, and the process is supported by the clerk to the AAC. You will receive a link to the agenda and papers in advance of the meeting from the clerk electronically.

Meetings are usually held after school or at other times as agreed locally by all Academy Advisors.

ii) Contribution at meetings and outside of meetings

Academy Advisors are expected to come to meetings prepared; having read and familiarised themselves with the agenda and accompanying papers as well as being prepared to ask relevant questions (Please see section 3.2 for further detail and examples).

iii) Business Interest and code of conduct

Academy Advisors are required to declare any business or other interests in any item being discussed at the AAC meeting. The Academy Advisers are asked to abide by the AAC Code of Conduct. The AAC clerk will provide the appropriate forms for AAC members to sign.

iv) AAC Responsibilities

Academy Advisors should make every effort to visit the Academy during the Academy day; all visits must be planned and focused on areas as agreed by the full Academy Advisory Council. Visits inform the work of the AAC and provide valuable information for support and challenge to the Academy’s Leadership Team. AAC members are asked to report on their visit using the appropriate form. This report will be presented at the AAC meetings, and a central record of all visits will be held by the Clerk to the Board of Trustees.

v) Skills Audit

All Academy Advisors are expected to complete a skills audit at the beginning of every academic year, this assists the Trust Executive and Trustees to identify gaps in skills and arrange appropriate training.

vi) Safeguarding

All Academy Advisors are required to have an up-to-date enhanced DBS check, as well as undertake annual safeguarding training as required, this will be delivered at the first AAC meeting of the academic year.

The Association of Illustrators (AOI) is seeking up to two non-executive directors to join our Board and help shape the future of a thriving global illustration community.

We support over 2,000 illustrators, agents and educators – championing rights, delivering industry-leading events, and celebrating excellence through the World Illustration Awards.

This is an exciting time to join the AOI as we enter a new phase of strategic growth, responding to rapid changes across the creative industries.

The Role

As a non-executive director, you will:

• Contribute to the AOI’s strategic direction and long-term sustainability
• Support good governance and decision-making
• Act as an ambassador for the organisation and its members
• Bring insight, challenge and expertise to Board discussions

This is a voluntary (unpaid) role, with travel expenses covered where needed.
Time commitment is approximately half a day per month.

Who We’re Looking For

We welcome applicants from a wide range of backgrounds. You might bring:

• Experience in strategy, leadership, or board-level decision-making
• A connection to, or strong interest in, the creative industries
• Strong judgement, collaboration skills, and a commitment to equity and inclusion

We are particularly interested in candidates with expertise in:

• Finance (Treasurer)
• Fundraising & development
• Marketing & communications
• Organisational development & business growth

What’s Involved

• 4 Board meetings per year (in person, London)
• Attendance at events such as World Illustration Awards and AGM
• Occasional advisory support 
• Acting as an advocate and connector for AOI

Why Join the Board?

• Make a meaningful impact on the illustration industry
• Support emerging and established creatives
• Expand your network and leadership experience
• Access AOI events and professional development opportunities

How to apply 

We welcome applications from individuals with a variety of backgrounds, experience and perspectives. 

Please apply by sending the following:

1. A letter of interest setting out why you wish to join our Board and the skills and experience you can provide (no more than two pages)
2. An up-to-date CV

Deadline: 5pm, Tuesday 12 May 2026

United Nations CSO, Centre for Big Synergy, seeks a Partnerships Advisor/Lead to lead strategic partnerships for various educational and creative programs including the World's biggest sustainability film festival and awards.

What will you be doing?

This is an opportunity to build a very high profile network for furthering your career and also to gain professional esteem and presence.

Big Syn Institute (BSI) is a part of the Centre for Big Synergy and has been organising the Big Syn International Film Festival (BSIFF) since 2019.

The partnerships lead will work closely with senior leadership to identify and engage in commercial and strategic relationships with key partners, both online and offline, for the activities of BSI, London for various creative projects it runs including the World's Biggest sustainability film fest & awards.

Since 2019, the Big Syn Institute has hosted the festival has reached over 50M people and in over 120 countries. Through relevant shorts, features, animations, documentaries, CSR videos and Public Service Videos, Charity films, the festival advocates the United Nations 17 Global Goals and also celebrates the work of UK's marginalised filmmakers. 

OSCAR, BAFTA and EMMY award-winners, as well as other luminaries from film and media, sustainability, and policy have been part of the festival and have supported it since inception. Winners from the festival have eventually won OSCARS and EMMY awards

We are looking for a motivated networker with a can-do attitude who enjoys networking and establishing relationships. The partnerships manager, working closely with our team must be able to:

• Identify, cultivate, and secure high‑value funders, corporate patrons, and philanthropic partners.
• Build and manage a robust pipeline of investors, donors, and strategic collaborators.
• Develop compelling partnership propositions, sponsorship decks, and investment narratives tailored to each stakeholder.
• Lead negotiations and close partnership agreements that advance the institute’s creative, cultural, and educational objectives.
• Work closely with executive leadership to align partnership strategy with the institute’s mission and long‑term vision.
  • Collaborate with programming, marketing, legal, and finance teams to deliver high‑impact partnerships.
  • Monitor industry trends, funding landscapes, and corporate CSR priorities to anticipate new opportunities.
• Take ownership as one of most important people associated with the BSI's activities, festivals and awards
• Think strategically to identify and establish new partnerships whilst exploring new engagements with the existing partner network
• Communicate with a very high professional standard with the leadership of partner organisations, some being the biggest corporations in their sector
• Maintain a database with existing and new partnerships and updates on progress made
• Explore ideas, both in house, and with potential and new partners, to come up with creative ideas of collaboration to further common goals

What are we looking for?

A committed and meticulous person, passionate about making the world a more sustainable, safer and peaceful place

• Proven experience: 3 or more years of communicating and working with senior leadership across organisations and identifying potential partners and stakeholders
• Strategic Relationship Builder: able to cultivate trust with senior executives, philanthropists, brand leaders, and industry stakeholders.
• Commercially Astute: understands how funding, sponsorship, and co‑financing models work across film, culture, and corporate CSR.
• Compelling Communicator: exceptional written and verbal communication, able to craft persuasive pitches, proposals, and partnership narratives.
• Diplomatic and Credible: carries themselves with the gravitas needed to represent an institute in high‑level settings.
• Creative Thinker: able to design partnership concepts that feel fresh, mutually beneficial, and aligned with the institute’s mission.
• Resilient and Proactive: comfortable navigating long sales cycles, complex stakeholders, and shifting industry landscapes.
• Highly Organised: manages pipelines, reporting, and stewardship with precision.
• Mission‑Driven: genuinely committed to the cultural, educational, or social purpose of the institute.

What difference will you make?

Billions of people globally, are unaware of the UN's Sustainable Development Goals (UN SDGs) let alone take any steps to create a more sustainable world for themselves and in the process for others in this complexly interconnected world.

This highlights the need for such initiatives to educate the British as well as global societies about the UN SDGs. Your contributions can educate and inspire millions to act on the SDGs and bring positive changes that will impact all of us in this complexly interconnected world.

Most importantly your efforts will  ensure that the film festival and the UK's marginalised filmmakers (LGBTQI+, women, disabled and ethnic minorities) get even more visibility, thus furthering the motto of the festival to celebrate inclusion and diversity whilst inspiring the civic society to act on the Global Goals. It will also help partner organisations join forces and work in synergy to amplify the impact of the initiative through communal as well as individual efforts. Thus, benefitting more lives that we would have helped acting alone.