Angela was a director at the National Audit Office, where she was responsible for preparing reports to parliament on a range of issues, including local government and education. During her career, she has also worked as a director and chief executive in the NHS. Angela joined the governing body of Orpington College in 2005 and was the chair for three years until 2011, when the College merged with Bromley College. Angela was the first chair of the merged Bromley College of Further and Higher Education from 1 August 2011 to July 2013.

20 Years of Service: A Q&A with Angela Hands on Volunteering, Governance and Student Impact

As part of National Volunteers Week, we spoke with Angela Hands about her two decades of service in governance, what first inspired her to get involved, and the moments that have stayed with her most.

• What inspired you to dedicate so many years to supporting the college and its students as a governor?

  It really goes back to around 2005, when I changed roles at the National Audit Office and began developing a specialism in education. That sparked a much deeper interest in the sector. When I visited Orpington College and was asked whether I would consider becoming a governor, it felt like the perfect opportunity.

  I was interested not only in the national picture of education, but also in what was happening locally. Having lived in Orpington for many years, I cared deeply about the area and was inspired by what the college was doing for students, especially those who had not thrived in a traditional school setting. It was clear the college was creating a supportive environment where students could grow and succeed.

  That sense of purpose carried me through mergers, leadership roles and the development of the wider trust. What has kept me involved is the chance to help more students across more communities while staying connected to places I know well and care about.

• Looking back, what moments have made you most proud of the college’s progress and impact?

  I have always tried to attend as many student awards events as I can, and those occasions are always special. But some of the moments that stay with me most are actually the smaller, everyday ones. Every time I walk into one of the colleges or schools in the trust, I feel proud because you can see the direct benefit of what staff and leaders are helping young people achieve.

  Some of the most powerful memories come from seeing how calmly and compassionately staff support young people, particularly those with additional needs or behavioural challenges. Those everyday moments show that the work is making a genuine difference.

  I have also seen that impact beyond the college gates. Whether it is students travelling on public transport or simply interacting respectfully with people around them, those small signs of confidence, kindness and maturity matter. They show that education is not only about qualifications, but also about character.

  One moment that has stayed with me for years was seeing two students gently help an older woman cross a road in Orpington. They walked at her pace, supported her carefully, and then looked back to make sure she was all right before continuing on. It was such a simple act of kindness, but it said so much. For me, that is what makes the work worthwhile: seeing young people grow into thoughtful, caring members of the community.

• How can strong governance help shape brighter futures for students and communities?

  For me, the most important role of governance is to help set the strategy, hold the executive to account, and make sure the organisation is doing the right things in the right way. Governors are not there to run the institution day to day, but to provide oversight, challenge and support.

  I also think governance in education needs empathy. You are not just completing a task; you are helping shape lives. The governors I have worked alongside have always been focused on students, and that matters. Good governance combines scrutiny with a real understanding of the communities being served.

  That becomes especially important during major projects and periods of change. Whether it is a new college building or wider organisational development, strong governance helps leaders move forward well by asking the right questions and making sure ambition is matched by responsibility.

  Importantly, governors should be there to help build things, not simply to block them. If something goes wrong, the first question should be, “What do we do now to solve it?” Good boards are strategic enablers: they challenge where necessary, but they do so with the aim of helping positive things happen for students and communities.

• What have been some of the biggest governance challenges and achievements during your time in the role?

  One of the biggest challenges was supporting the major organisational changes the college went through over the years, including mergers and the development of the trust. Those were significant shifts in direction and responsibility, and they required careful thought, strong leadership and a board that was fully committed to doing things properly.

  Taking on the trust was especially significant. It meant supporting schools as well as colleges and ensuring that systems, governance and support structures were strong enough to sustain that growth. The board was clear that if we were going to take on that responsibility, it had to be done well.

  Looking back, those long-term organisational decisions were some of the most demanding and important pieces of work we undertook. If they had not been handled carefully, things could have gone badly wrong. Instead, they became an example of how governance can help institutions evolve responsibly and create a broader impact over time.

• What would you say to someone considering becoming a governor or volunteer leader?

  I would say that it is one of the most rewarding learning experiences you can have. You gain insight into education, leadership, strategy and community, while also developing a deeper understanding of people and the challenges young people and families face.

  It is also deeply worthwhile on a personal level. Helping others has a positive effect on your own well-being, and contributing your experience in the service of students and communities can be incredibly fulfilling. If you care about making a difference, and you are willing to learn, listen and support others, governance is a meaningful way to do that.

Angela’s reflections are a powerful reminder that volunteering in governance is about far more than meetings and decision-making. At its best, it is about enabling opportunity, strengthening communities and helping young people become the best version of themselves.