Hr work experience volunteer roles

About Quilombo UK

Quilombo UK is a social justice organisation dedicated to inspiring individuals to "See, Think, Behave and Speak Differently" about equality, diversity, and inclusion. We create engaging experiences—ranging from our Beyond Bias training to our "Voices for All" podcasts—that raise awareness and empower unheard voices within our diverse communities.

Production plays a critical role in our Professional Development Programme (PDP) and Enhanced Professional Development Programme (ePDP). As Head of Department, you will lead the creation of high-quality media assets that document the learner journey, showcase professional growth, and provide the visual and auditory evidence required to bridge employment gaps for career changers and newcomers to the UK. This is a unique opportunity to deliver tangible community impact by ensuring our participants have the professional media presence needed to tackle discrimination in the job market.

Head of Department (Production)

The Opportunity

This position offers a significant career step-up, providing experience in managing end-to-end media operations—spanning pre-production planning to post-production delivery—within a social justice framework. In this Head of Department capacity, you will gain the leadership credentials and strategic oversight necessary to advance your professional trajectory while ensuring our storytelling is technically seamless and emotionally resonant.

Role Purpose

The Head of Department (Production) sits between Directors and Managers, turning high-level media objectives (such as podcasts, documentaries, or training videos) into clear, deliverable department plans. You own the direction, technical structure, and delivery control of the Production department to ensure pace, reliability, and high-quality output.

Key Responsibilities

• Strategic Planning: Turning Director objectives into practical production schedules, covering both pre-production (storyboarding, scripting, logistics) and post-production (editing, sound design, colour grading).

• Manager Leadership: Coaching Production Managers to run projects effectively, ensuring all media assets are tracked and visible in MeisterTask.

• Assurance & Rework Control: Reducing technical rework by improving initial brief clarity and ensuring time is built into plans for iterative reviews.

• Director Reporting: Providing weekly reports on production milestones, WIP, and technical risks, offering clear recommendations for strategic choices.

• Culture & Standards: Ensuring the department aligns with Quilombo UK’s communication standards and maintains a professional environment for all contributors.

Additional Professional Benefits

• Career Development: A full CV and profile review conducted by our Talent Acquisition and Learning & Development teams.

• Operational Support: Access to the services of the Legal, HR, PR, and Graphic Design teams for up to 10 hours per month for professional or departmental support.

• Proactive Recruitment: Use of the Talent Acquisition team to actively search out new roles and opportunities via industry portals and LinkedIn.

Financial Incentives: Profit Sharing & Commission

• Project Commission: To recognise the transition toward paid work, a commission structure is in place for any paid work carried out.

• Head of Department Share: The HoD receives a 15% share of the commission for work carried out. This percentage is shared between all individuals at the HoD level working on a specific task.

• Business Development Bonus: If work is brought in by the HoD (rather than a Quilombo UK director), the HoD will receive an additional 10% commission on top of their standard share.

• Payment Terms: Commission is paid upon project completion and after payment is received from the client.

Requirements

• Proven experience in media production management (Pre and Post Production).

• A portfolio of video, audio, or multimedia projects / CV.

• Familiarity with production software (such as Adobe Premiere Pro, After Effects, Audition, or DaVinci Resolve).

• Flexibility and openness to work on a variety of tasks across different media formats.

• Focused, organised, and able to prioritise and execute production workflows independently.

• To show professionalism at all levels and in all environments.

• Strong team player with a focus on collaborative storytelling.

• A keen eye for technical detail and aesthetic consistency.

• Excellent communication skills.

• Degree in Media Production, Film, or a related field is a plus.

• This is a 100% remote-only position.

Desirable

• Committed to working with the community with a passion for helping others less fortunate.

Selection Process

• Informal interview.

• Requirement of two professional references.

Are you passionate about the way the Methodist Church stations its ministers?

An exciting opportunity has arisen for you to be the first Chair of the Stationing Strategy Committee. This Committee, which will replace the Stationing Committee, will provide a strategic overview of stationing across the Connexion, for all ministers (deacons, presbyters, probationers and ministers of other Churches and Conferences).

The Chair provides strategic leadership to the Stationing Strategy Committee (SSC), ensuring that the committee fulfils its responsibilities under the authority of the Conference, provides long‑term direction for stationing policy, and represents the SSC at senior governance levels.

About you

We are looking for someone who:

• is a lay person who is a member in good standing of the Methodist Church in Britain;
• has an awareness of the variety of contexts that exist within the Methodist Connexion;
• has a proven ability to handle sensitive material/conversations discretely;
• relishes the chance to work closely with colleagues.

Duration

A term not exceeding three years in the first instance and, which may be extended for a further period of one or more years thereafter.

Time Commitment

Between them, the Deputy Chair and Chair will be expected to offer 30-40 days a year of which up to 12 will be away from home, including overnight stays.

Closing date: 5 June 2026

Shortlisting:  10 June 2026

Interview date: 19 June 2026

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 Role - Volunteer Operations Coordinator

Job Purpose:

At Tell My Truth and Shame the Devil C.I.C., our work depends on clarity, coordination and consistency. Operations are not just processes; they are the structure that enables people, programmes and purpose to function effectively. 

The Operations Coordinator ensures that organisational activity is aligned, visible and executed efficiently in line with the organisation’s mission, safeguarding responsibilities and growth.

You will play a key role in connecting teams, workflows and systems ensuring that day-to-day operations are coordinated, accountable and sustainable as the C.I.C grow.

This is not a purely administrative role. It is coordination-driven, systems-focused and central to how the organisation delivers impact behind the scenes.

This role exists to:

• Support the coordination and execution of day-to-day organisational activities 
• Translate organisational priorities into structured, actionable workflows 
• Maintain and improve systems that support operational efficiency and team alignment 
• Monitor progress, identify gaps and ensure timely follow-through across functions 
• Support compliance with safeguarding and organisational policies 
• Ensure consistency, documentation and scalability across operational processes 

You are the link between teams, systems, execution and organisational visibility.

About the role:

To provide operational coordination, execution support and oversight of day-to-day organisational activities ensuring that work is effectively implemented, tracked and aligned with the C.I.C’s mission and safeguarding values.

The Operations Coordinator ensures that work happens effectively, while the Operations Analyst ensures that work happens efficiently. Both roles are complementary: one drives execution, the other drives improvement.

Why This Role Matters

Strong operational coordination:

• Ensures that tasks, projects and priorities are clearly organised and executed effectively 
• Maintains safeguarding, compliance and ethical standards across all activities 
• Creates visibility of who is doing what across the organisation 
• Builds structured workflows that reduce confusion and duplication 
• Strengthens the organisation’s ability to deliver consistently and grow sustainably 

Without this role, organisational activity can become fragmented, unclear and difficult to manage. With it, the organisation operates with clarity, structure and confidence—ensuring that work is delivered effectively and aligned with its purpose.

Experience Qualification and Requirements

Technical & Operational Skills

Strong proficiency in:

• Google Workspace (Docs, Sheets) / Microsoft Office (especially Excel) 
• Project, task and workflow management tools 
• Operational and coordination systems (e.g., HubSpot, Salesforce or similar platforms) 
• Ability to organise, track and maintain accurate operational data 

Coordination & Execution Skills

• Strong coordination and organisational ability across multiple activities 
• Ability to manage competing priorities and ensure timely delivery 
• High attention to detail with consistent follow-through 
• Ability to translate plans into clear, actionable steps 

Problem-Solving & Judgment

• Strong practical problem-solving skills 
• Ability to identify issues, gaps and inefficiencies in workflows 
• Sound judgment in escalation and decision-making 
• Ability to adapt quickly in a fast-moving operational environment 

Communication & Collaboration

• Excellent written and verbal communication skills 
• Ability to communicate clearly across teams and functions 
• Strong stakeholder management and cross-team collaboration 
• Ability to provide clear updates on progress, tasks and outcomes 

Organisational Awareness

• Strong understanding of how teams, workflows and priorities interact 
• Ability to think in terms of systems, coordination and execution 
• Awareness of operational dependencies and team alignment 

Professional Attributes

• Professionalism, discretion and reliability 
• Strong sense of accountability and ownership 
• Ability to maintain structure, consistency and confidentiality 

Qualifications

• Bachelor’s degree in Business Administration, Management or a related field (or equivalent practical experience) 
• Experience in operations, administration, coordination or similar roles (preferred) 
• Experience working within structured teams or multi-functional environments 

Preferred Background

• Operations 
• Business Administration 
• Project Coordination or related fields 

Preferred Experience

• Operations coordination or administrative support roles 
• Project or task tracking 
• Workflow or process coordination 
• Experience working in remote or volunteer-based organisations (advantageous)

Main Responsibilities/ Key Duties

Core Objectives:

• Ensure effective coordination and execution of day-to-day organisational activities 
• Maintain clear visibility of tasks, responsibilities and progress across all teams 
• Support timely delivery of projects, priorities and organisational goals 
• Strengthen accountability, communication and operational consistency 
• Enable smooth workflow execution across functions

1. Operational Coordination & Execution

• Coordinate and oversee daily operational activities across teams 
• Ensure tasks, projects and priorities are clearly assigned and executed on time 
• Translate organisational plans into structured, actionable workflows 
• Maintain momentum and continuity across ongoing activities 

2. Task Tracking & Progress Monitoring

• Track deliverables and monitor progress across teams and functions 
• Maintain centralised trackers (e.g., Google Sheets, project tools) 
• Follow up on action points to ensure completion and accountability 
• Ensure all task updates are accurate, visible and up to date 

3. Communication & Alignment

• Facilitate clear, consistent communication across departments 
• Act as a central coordination point between teams and leadership 
• Ensure alignment between priorities, timelines and deliverables 
• Provide structured updates on progress, risks and outcomes 

4. Meetings & Coordination Support

• Organise and support operational meetings across teams 
• Prepare agendas, capture notes and track action points 
• Ensure follow-through on decisions and assigned responsibilities 
• Maintain clear documentation of discussions and outcomes 

5. Systems & Workflow Management

• Maintain operational systems (emails, shared documents, trackers, workflows) 
• Ensure systems are organised, accessible and consistently used 
• Support on boarding, access and integration of team members into systems 
• Promote standardised processes and documentation practices 

6. Risk Identification & Escalation

• Identify operational inefficiencies, delays and bottlenecks 
• Proactively flag risks such as missed deadlines or lack of progress 
• Escalate complex, sensitive or high-risk issues to leadership 
• Support resolution by ensuring visibility and follow-through 

7. Cross-Functional Coordination

• Work closely with Team Leads, HR and Operations functions 
• Ensure coordination between teams to avoid duplication or misalignment 
• Support organisational cohesion through structured collaboration 
• Align execution with organisational priorities and capacity 

Scope and Boundaries for the Role

To ensure clarity and efficiency:

The Operations Coordinator WILL:

• Coordinate and track day-to-day operational activities 
• Ensure visibility, follow-through and alignment across teams 
• Support communication, structure and execution of workflows 

The Operations Coordinator WILL NOT:

• Make unilateral strategic or policy decisions 
• Replace Team Leads or assume ownership of departmental outputs 
• Independently enforce performance or manage staff 
• Take on purely analytical or reporting-focused responsibilities 

Working Relationship

The Operations Coordinator will:

• Report to the Director of Central Operations & Executive Coordination 
• Work closely with the Operations Analyst, Team Leads and support functions 
• Enable execution while supporting leadership direction 
• Act as a central coordination link across all teams 

Key Performance Indicators (KPIs)

Success in this role will be measured by:

• Timeliness and consistency of task and project execution 
• Visibility and accuracy of operational tracking systems 
• Effectiveness of communication and coordination across teams 
• Reduction in delays, bottlenecks and missed deadlines 
• Improved alignment and workflow efficiency across the organisation 

What Success Looks Like in This Role

Within the first 60–90 days, the Operations Coordinator should:

• Establish clear and functional task tracking and coordination systems 
• Ensure consistent follow-up and completion of key organisational activities 
• Improve visibility of responsibilities and progress across teams 
• Strengthen communication and alignment between functions 
• Support smoother, more efficient day-to-day operations 

Safeguarding, Quality & Delivery Risks

Safeguarding Risks

• Reduced oversight of shared systems and processes 
• Increased risk of misuse or mismanagement of sensitive information 
• Gaps in accountability and compliance monitoring 

Quality Risks

• Inconsistent standards and outputs across teams 
• Increased likelihood of errors due to lack of coordination 
• Reduced quality assurance and follow-through 

Delivery Risks

• Delays in project execution and missed timelines 
• Bottlenecks due to poor coordination 
• Reduced ability to meet organisational goals effectively

.

The vacancy

Are you passionate about the way the Methodist Church stations its ministers?

An exciting opportunity has arisen for you to be the first Deputy Chair of the Stationing Strategy Committee. This Committee, which will replace the Stationing Committee, will provide a strategic overview of stationing across the Connexion, for all ministers (deacons, presbyters, probationers and ministers of other Churches and Conferences).

The Deputy Chair supports the Chair in ensuring the effective functioning of the SSC, leads operational coordination and specific delegated workstreams, and provides continuity of leadership by deputising for the Chair when required.

About you

We are looking for someone who:

• is a lay person who is a member in good standing of the Methodist Church in Britain;
• has an awareness of the variety of contexts that exist within the Methodist Connexion;
• has a proven ability to handle sensitive material/conversations discretely;
• relishes the chance to work closely with colleagues;

Duration

A term not exceeding three years in the first instance and, which may be extended for a further period of one or more years thereafter.

Time Commitment

Between them, the Deputy Chair and Chair will be expected to offer 30-40 days a year of which up to 12 will be away from home, including overnight stays.

Closing date: 5 June 2026

Shortlisting:  10 June 2026

Interview date: 19 June 2026