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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 client requests no contact from agencies or media sales.
Thank you!
Actively Interviewing
This organisation is scheduling interviews as applications come in. They're ready to hire as soon as they find the right person. Don't miss your opportunity, apply now!
About Us:
Tell My Truth and Shame the Devil C.I.C is a pioneering podcast and healing membership organisation. We provide a platform for survivors and experts to share their lived experiences, highlight systemic frustrations and offer solutions rooted in culturally trauma-informed care.
Our membership offers young people and survivors a path to heal, learn digital skills and interactively participate in our Alchemic 369 Book Club, where members engage in weekly interactive discussions, debates and critical analysis of African, Caribbean and world history, Ifa, classics and political thought. Members will sharpen their reading, reasoning and imagination skills, with opportunities to discuss works directly with authors and scholars such as Dr. Joy James, Dr. Umar Johnson, Dr. Phil Valentine, Muta Baruka and professor Jinag+, highly subsidised plant-based transformative retreats and join a community designed to empower and educate.
We are a mission-driven, collective-focused C.I.C building a movement that combines healing, re-education and empowerment.
Our content focuses on:
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Survivors’ of CSA, RSA, CT, CA stories
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Whistleblowers and retired-experts
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Generational trauma and healing
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Youth empowerment and education
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Community transformation through honest storytelling
Our mission is to challenge generational cycles, expose hidden truths, fight for justice and create a platform rooted in authenticity, deep healing, and transformation.
We are currently building a founding team to develop a media system that not only tells stories—but transforms lives,creates community, jobs and educational opportunities for young people globally.
About the role:
You will act as the architect of our podcast production ecosystem, responsible for building systems that allow the podcast to run consistently, professionally, and independently of micromanagement.
You will oversee:
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Video production
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Audio editing
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Article creation (monthly)
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Research and storytelling structure
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Guest coordination and booking systems
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Team management and output tracking
Your goal is simple but powerful:
Build a production machine that runs weekly without constant oversight.
Experience Qualification and Requirements
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Strong organisational and leadership skills
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Experience (or strong interest) in:
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Podcasting
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Media production
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Content systems
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Able to think in systems, not just tasks
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Calm under pressure and solution-focused
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Comfortable managing people and holding standards
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Passion for truth-based storytelling and community impact
Bonus (but not required):
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Experience building workflows or managing creative teams
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Background in media, journalism, or digital production
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Lived experience that connects to our mission
Main Responsibilities/ Key Duties
1. Production Leadership
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Oversee the full podcast pipeline: planning → recording → editing → publishing
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Ensure 1 high-quality edited video per week
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Oversee 1 well-written article per month aligned with podcast themes
2. Team Oversight
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Lead and manage a team of volunteer:
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Editors
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Investigative journalist
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Creative Writers
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Guest researchers
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Production assistants
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Delegate effectively without bottlenecking the process
3. Systems & SOP Development
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Build clear workflows and Standard Operating Procedures (SOPs)
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Create a system where:
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Tasks are repeatable
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Roles are clear
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New team members can onboard (with ease)
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4. Research & Guest Coordination
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Oversee research pipelines for topics and guests
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Implement systems for:
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Guest outreach
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Booking
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Pre-interview preparation
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5. Performance Tracking (KPIs)
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Maintain visibility across the team using trackers
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Monitor:
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Output consistency
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Deadlines
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Content quality
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Report progress and gaps clearly to leadership
6. Operational Independence
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Reduce reliance on the founder for day-to-day decisions
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Build a structure where the production team can run smoothly without constant intervention
Time Commitment
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Expected contribution: approximately 30hrs hours per week (flexible) Commitment to deliver agreed outcomes/projects
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Fully remote (with occasional in-person opportunities as we grow)
What You Will Gain
This is where you make it real and compelling:
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Founding leadership experience in a purpose-driven media company
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The opportunity to build and own an entire production system from scratch
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Direct involvement in a platform advocating for justice, healing, and truth
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Hands-on experience managing and scaling a media team
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A clear pathway into a paid Director-level role as we scale
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Long-term opportunities as the organisation grows (team expansion, global reach, partnerships)
We don’t operate on individualism—we build through collectivism, meaning:
As the platform grows, your role, influence, and opportunities grow with it
Additional Notes
This role is not suitable if you:
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Prefer low-responsibility volunteer work
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Avoid handling sensitive data or detailed reporting
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Are seeking immediate paid employment
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Are uncomfortable applying analysis to strategic decisions
Important to be clear:
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This is a volunteer role during the CIC’s build phase
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It carries real responsibility for data integrity and donor relations
Formal qualifications are not required, but desirable.
Essential equivalent experience mandatory.
Next Steps:
Shortlisted applicants will be invited to:
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A values-led conversation
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A practical discussion about event planning, coordination, and execution
If you believe that well-organised, purposeful events can change communities, and that experiences inspire action, this role is for you.
A Final Word
Stories are about people, not content.
If you know that:
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Trust is built through care and accuracy
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Privacy is a safeguarding issue
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Respect keeps relationships strong
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Storytelling carries responsibility
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Leadership means protecting both people and truth
Then you understand what this role stands for.
The client requests no contact from agencies or media sales.
Thank you!
Actively Interviewing
This organisation is scheduling interviews as applications come in. They're ready to hire as soon as they find the right person. Don't miss your opportunity, apply now!
Grace to Grow Mentorship & Training Limited
We empower marginalized women through faith-based leadership, mentorship, entrepreneurial training, and mental-health support.
Strategic Brand & PR Lead (Global Leadership Strategy)
About the Role
We are looking for a visionary Brand & PR Strategist to help transition an established media personality and 8x author into the preeminent Global Leadership Strategist. As the CEO of Grace to Grow, I am shifting my focus toward high-level mentorship, international speaking, and curated leadership experiences (including our flagship LeadHerShip Cruise).
Your mission will be to ensure that my digital footprint, professional narrative, and media presence reflect Authority, EQ, and Global Impact.
Key Responsibilities
- Narrative Re-Positioning: Audit current assets to pivot the brand from "Media Host" to "Global Leadership Authority," integrating legacy achievements as social proof.
- PR & Media Strategy: Identify and outreach to high-level leadership publications and podcasts to secure guest features and thought-leadership placements.
- Digital Brand Alignment: provide strategic input on the brand "look and feel", ensuring the copy and design resonate with high-value leaders.
- Speaker Branding: Create a "Speaker One-Sheet" and professional bios tailored for international stages and corporate partnerships.
- Content Pillars: Help define a streamlined LinkedIn and content strategy that focuses on purpose-driven leadership.
What We Are Looking For
- Experience in Executive Branding, B2B PR, or Luxury Marketing.
- Exceptional copywriting skills with a focus on authority and "prestige" tone.
- An understanding of the Global Leadership landscape.
- Ability to think strategically—we aren't just looking for "posts," we are looking for positioning.
Application Question: If you were tasked with transitioning a well-known media personality into a Global Leadership Strategist, what is the first thing you would change about their current 'Bio' to ensure they are perceived as a high-level authority rather than a content creator?
Impact of Your Work
By volunteering with Grace to Grow, you are helping empower a community of high-level female leaders to thrive in their purpose. You will play a direct role in scaling a brand that bridges the gap between professional excellence and personal well-being on a global scale.
Minimum Hours per Week:
4-6 hours per week
Duration:
6+ months
Non Charity Employer
6 - 10
We connect professionals with impact startups matching their causes, skills & schedule.
The client requests no contact from agencies or media sales.