What initially motivated you to become a governor?
When I applied to succeed the previous Healthwatch representative on the trust's council of governors, I was excited to be able to contribute to the effectiveness of the trust with my community-wide knowledge of patient need and experience. Milton Keynes University Hospital NHS Foundation Trust (Milton Keynes University Hospital) has several appointed governor posts on the council of governors, designed to provide wider community insight alongside that provided by elected public governors. This role is vital, ensuring the council meets its statutory responsibilities. The trust and Healthwatch Milton Keynes have a long-standing agreement to hold an appointed governor position.
Healthwatch Milton Keynes' statutory role as the independent champion for users of health and social care includes capturing feedback from the patients and families using health and social care and holding service providers to account. Working in partnership with providers is key. When I first joined Healthwatch Milton Keynes seven years ago, it was my first post as chief executive officer, and I had a lot to learn about the governance and complexities of the health and social care sector.
How long have you been a governor?
I have served on the council of governors for seven years as the appointed Healthwatch representative.
What life experiences have you had that were relevant to the governor role?
I have always felt a close association with the NHS, as a local resident and the daughter of a nurse. I'd had my own personal experiences of care over the years at Milton Keynes hospital as a visitor to A&E and as an elective surgery inpatient. When I had my first child, my baby was delivered by the hospital's maternity care team. I joined the council of governors with strong local knowledge of my community, the importance of delivering sustainable and effective services, and a first-hand understanding of the challenges in changes to the commissioning environment at that time.
Prior to joining Healthwatch Milton Keynes, I had worked in retail management where the pace and demands of business meant I rarely thought about my health, or the contributions I could make to improving services. Later, I moved into young people's sexual health service provision, where I developed an acute understanding of the importance of people advocating for their rights to great care and ensuring, as a service provider, that my patients received high quality services.
What do you think is the most important role a governor plays?
At Milton Keynes University Hospital, I feel the most important role I play as a governor is to ensure that patients, the local community and stakeholders have tangible input into the decision-making processes of the trust and support the chair to develop a complementary partnership between the board of directors and the council of governors. I reach out through the local Healthwatch function to seek community feedback on the trust's priorities and performance so that, when the trust is setting direction and making decisions that affect beneficiaries, the council of governors can have assurance that the actions of the trust are rooted in the needs of the local community.
What is your view on the importance of training, skills development and wider support for governors? Describe your personal experience of these and if they helped
I found GovernWell, NHS Providers' training and resources, particularly helpful. As a council, we have regular informal meetings to discuss our own performance, plan our approaches at council of governor meetings and prepare questions for the non-executive directors. Regular refresher training and participating in reviews of governor performance is important to ensure you remain fully connected and act in accordance with the purpose and remit of the role. As chief executive of the local Healthwatch, I have the extra challenge of retaining a fully independent perspective as the council would expect. For me, it is of the utmost importance that I check in with training and opportunities to reflect on my own practice.
Tell us about any groups/committees/specific roles you have had and how you felt this added value?
More recently, I've joined the non-executive director appointment panel, which has enabled me to gain a better understanding of a governor's role in appointing non-executive directors and assessing applicants' approaches to balancing strategic business needs, member needs and community input into decision making.
Do you have any examples of any impact you feel you/your council of governors have made?
One of the key impacts achieved by the council of governors in recent years is retaining relationships and purpose throughout the pandemic, and building back better as a council after it. Great efforts have been made to achieve an increase in diversity of council membership, create opportunity for connection, provide routine training and improve the information we receive at council meetings. For example, we've improved governor involvement, setting the trust's annual quality priorities. Now, we can better monitor the performance against these priorities in quality accounts.
What do you enjoy most about being a governor?
When I joined Healthwatch Milton Keynes in 2017, governance was an area I needed to upskill on the most, as my strengths lie more in operations. I must admit I found it all a little daunting. Seven years later, it is one of my favourite aspects of my professional life and I stand by these kinds of models to ensure services that provide care work in the best interests of their community. It has also inspired me to become a parent governor for a local School.
Any top tips from your experience/insights for new governors?
Learn, discuss and engage. It is easy to read the guidance and do the training, but it can take time to get a good understanding of the organisation. Particularly as a public governor, it takes time to establish what information you need. Don't be afraid to ask questions and always reach out to more experienced governors and the chair to discuss and work through any worries or concerns you may have.
About the author
