The transition includes articles and constitutional documents, membership terms, authority and approval routes, asset-lock requirements, financial controls, reporting foundations and a clearer division between voluntary governance and paid delivery.

The suite includes membership terms, the code of conduct, complaints and dispute routes, refunds and service standards, privacy and data retention, consent and communications controls, safeguarding, equality, health and safety, risk management, incident reporting, volunteer/contractor expectations, document control, insurance procedures and programme-specific paperwork. Each document must agree with the systems and real operating practice rather than exist only as a template.

Standard is closed to new applicants. Professional is £99 annually or £8.25 monthly, while Gold remains £150 annually or £12.50 monthly. Existing memberships are honoured until renewal. The longer-term direction is one clear Membership at £150, introduced gradually rather than through a sudden retrospective change.

Delivered work includes an operational inbox, member trust pre-qualification, repaired email and SMS templates, logged address changes, WooCommerce and connected-site synchronisation, audit trails and structured handling of general enquiries. The next phase is reliable cross-platform actioning through the MCP connector and controlled automated replies.

The operating rule is that a verified real name remains the single source of truth for membership and insurance. Trading names can be displayed alongside it. The action layer is intended to update connected platforms, preserve an audit trail and respond through email, SMS or WhatsApp under controlled rules.

The work joins verified identity, live membership status, renewal, certificates, insurance eligibility, Directory profiles and account changes. The next card phase is device-supported NFC tap sharing so a member can share chosen contact details from their phone, with QR and downloadable vCard fallbacks where NFC wallet behaviour is restricted. It also requires member consent and field controls, expiry and revocation rules, wallet and handset testing, and a safe human route for exceptions.

This covers duplicate and incomplete records, real-name and trading-name consistency, contact permissions, insurance fields, historic platforms, record ownership, retention and the migration rules needed for one dependable member identity across NADJ services.

The discovery system is being developed to work continuously rather than only when manually prompted. Current work includes transparent on-screen run status, fuller address and postcode capture, source quality controls, verification, suppression and responsible handling of business data.

This includes stream infrastructure, scheduling, programme sourcing, rights and operating responsibilities, promotion, sponsorship potential and integration across the website, app and directory. A stream being technically available is not the same as a fully developed station.

29/09/2026 - Deployed our own Radio Studio software. After using a rudimentary online subscription service during the initial phase of the radio, we were hoping to be in a position to attract sponsorship that would allow us to subscribe to PlayOutOne.

Unfortunately we have been unable to secure sufficient sponsorship, so instead we have taken the time to develop our own software that is more advanced than our current offering and in time will do everything we were hoping to do with PlayOutOne including remote voice tracking which would allow members to curate shows remotely.

Current work explicitly includes Rugby Borough Council and relevant community or councillor grant routes as an early test of the new CIC funding model, including a modest local request capable of supporting a first activity. Each application still requires eligibility checks, public-benefit wording, outcomes, quotes, budgets, policies, banking and company evidence, submission tracking and a reporting plan. Applications are opportunities, not guaranteed income, and no award is described as secured until the funder confirms it in writing.

The public course catalogue is the visible end of a much larger programme. Behind it sit registration and centre requirements with City & Guilds and Highfield Qualifications, qualified trainer and assessor evidence, policies, internal quality assurance, course and learner records, identity checks, certification controls, suitable venues and equipment, pricing and bookings, complaints and appeals routes, audits and a realistic delivery schedule. EFAW, FAW and Level 3 PAT/EET offers are surfaced publicly, but registrations or course dates will not be represented as confirmed until their respective requirements are met.

The combined workload across governance, member support, systems, publishing, compliance, funding, maintenance and development regularly approaches full-time working hours. AI and automation help with drafting and repeatable processes, but do not remove human direction, checking, correction, support, maintenance or accountability. The three-year objective remains a small accountable paid team, estimated in the strategic roadmap at approximately £130,000–£150,000 a year; recruitment must follow sustainable unrestricted income rather than a restricted one-off grant.