Why I chose to become a lead governor for South Central Ambulance Service NHS Foundation Trust

What initially motivated you to become a governor?

I was motivated by a desire to gain a deeper understanding of healthcare from a provider’s perspective. My role as lead and public governor for Oxfordshire at South Central Ambulance Service (SCAS) has provided me with valuable insights into how medical device products are utilised in healthcare settings and what truly matters to patients in the South-Central region.

I was keen to understand the ambulance sector from a governance perspective—how the board operates, how strategy is developed and implemented, and how governance decisions shape healthcare delivery. This role has allowed me to build on my executive experience while preparing for a potential transition into a non-executive governance role.

How long have you been a governor?

I joined SCAS in March 2020 and have served for five years.

What life experiences have you had that were relevant to the governor role?

I have had a strong connection to the NHS from an early age, as my mother was a general practitioner who ran her own surgery. Professionally, I have spent the majority of my career as an engineer in a medical device manufacturing company, leading a diverse engineering team specialising in hardware, software, and 24/7 maintenance services. This experience has many parallels with the healthcare environment, particularly in problem-solving and technological advancements.

As a female engineer, I learned early on the importance of diversity in the workplace. I have leveraged my experience in building an inclusive and innovative team to support SCAS, particularly in the recruitment of non-executive directors for the trust.

What do you think is the most important role a governor plays?

I believe that being a critical friend is key—bringing diverse experiences and perspectives into a different context to challenge and support the Trust effectively. I also value the role of governors in connecting with local communities, particularly underrepresented groups, to ensure their voices are heard. By gathering feedback from members, patients, and the public, governors help shape service improvements and highlight the broader impact of healthcare initiatives.

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 strongly advocate for governor training - governors come from varied backgrounds and need the right tools and clear expectations to fulfil their role effectively.

I have found the Equality, Diversity, and Inclusion training at SCAS in 2020 particularly valuable, applying its principles in both my engineering career and public engagement work.

The engagement training provided by SCAS was also instrumental in helping me transition from a private-sector network to engaging effectively with the public.

Additionally, I have benefited from NHS Providers’ training on the governor’s role within the council of governors (CoG), which reinforced the importance of collective action in driving change within the Trust.

Tell us about any groups/committees/specific roles you have had and how you felt this added value?

Alongside a small group of fellow governors, I have been involved in establishing the Health Inequalities Governor Working Group at SCAS. This group focuses on addressing disparities in healthcare access and supporting engagement in areas with high demand and deprivation.

As a member of the Member Engagement Committee (MEC), I’ve contributed to strengthening governors’ engagement efforts, ensuring that public voices are considered in service delivery.

I also sit on the Nominations Committee, where I’ve played a role in expanding SCAS’s recruitment reach, ensuring job postings are visible to diverse networks to attract the best candidates for the trust. 

Do you have any examples of any impact you feel you/your council of governors have made?

I believe the CoG has significantly influenced the recruitment of non-executive directors by working closely with the chair and human resources team. They have seen a notable improvement in the diversity of candidates on the longlist.

Additionally, they have adopted best practices from a neighbouring trust to reshape the CoG meeting agenda. By collaborating with the chair and governance team, they have ensured meetings focus on key topics raised by governors, allowing non-executives to prepare and engage in more meaningful discussions on areas of concern or interest.

What do you enjoy most about being a governor?

I have found being a governor at SCAS incredibly rewarding. I appreciate the opportunity to work alongside an inspirational team dedicated to helping people in their most vulnerable moments. Engaging with the public and listening to their feedback is particularly valuable, as it allows me to relay insights back to the trust. I feel privileged to contribute ideas, offer support, and challenge perspectives within such a forward-thinking organisation.

Any top tips from your experience/insights for new governors?

My top advice for new governors is to connect with an experienced governor within the trust early on. This has been crucial for me as it has helped me understand expectations, navigate key relationships, and bridge knowledge gaps—especially in grasping NHS terminology and committee structures. Most importantly, I would encourage new governors to embrace the experience and enjoy the journey, as the rewards far exceed the effort invested!