Meet your new governor: Matt Machin

It’s a pleasure to welcome Matt Machin as a governor of Warrington and Halton Teaching Hospitals NHS Foundation Trust. Having spent six years as a governor at Bridgewater Community Healthcare NHS Foundation Trust, Matt brings a wealth of experience in children’s services and patient engagement. With the two trusts set to integrate in April 2026, we caught up with him to hear how he plans to use his knowledge of both community and hospital services to ensure patients’ voices continue to shape care across the new organisation.

1. You’ve served as a public governor at Bridgewater Community Healthcare NHS Foundation Trust (BCH) for six years. How has that experience shaped the perspective you now bring to Warrington and Halton Teaching Hospitals NHS Foundation Trust (WHH)?

It has been a pleasure to serve as a governor at BCH for the past six years. During this time, I’ve gained a mix of both general and specific experience that has shaped how I approach the role.

I now have a strong understanding of the governor role and the key areas to focus on, so the learning curve at WHH should be relatively short. I have also developed a good knowledge of community services, including regular in home care and support such as paediatric therapy, alongside urgent treatment centres that offer care close to home. These services play an essential part in reducing pressure on Warrington and Halton hospitals, and close working between WHH and BCH is vital.

2. Your nomination highlighted your long-standing focus on children’s services and patient engagement. How will these priorities influence your work across both acute and community services?

Children with additional needs often require a co-ordinated package of health support delivered across both community and acute settings. For example, a child with cerebral palsy may receive regular therapies in the community while also needing hospital-based care such as surgery or specialist treatment.

It’s important that these services work together, as parents are often left to coordinate care themselves if this does not happen. Patient engagement also plays a vital role in shaping, monitoring and improving services and without it, organisations can spend time and money delivering care in a way that doesn’t fully meet people’s needs.

3. Reflecting on your previous experience as a governor, can you share an example of how patient voices have helped drive improvements?

One example I was closely involved in was the paediatric occupational therapy service in Warrington. Challenges with staffing, waiting times and communication had been raised several times at governor meetings, and it was clear the issues were ongoing.

In spring 2021, I gathered feedback from a group of parents and summarised the issues they raised. This was shared with the trust chair and later taken forward by the chief operating officer. Further discussions took place with the team leader and other staff, and although there were no quick solutions, an improvement plan was developed that led to progress over the following months.

4. As a Warrington resident and parent of a young adult with complex needs, how has your personal experience of navigating multiple NHS services informed your approach to the governor role?

At various points, my daughter’s care has involved up to five different NHS trusts. The co-ordination of care across organisations is often not managed well, meaning parents must step in to bring everything together.

I have a strong understanding of the challenges faced by families in similar situations, as well as adults who rely on services from multiple trusts. These experiences have shaped the issues I have raised as a governor, including the paediatric occupational therapy service. 

5. With the integration of BCH and WHH, what do you see as the key opportunities for improving care across combined acute and community services?

There are several areas where patient care can improve through integration. A more joined up approach to supporting patients in the community will help reduce avoidable hospital admissions and support safe discharge.

There are also opportunities to bring services together under a single organisation. Patients can be confused when different parts of their care are provided by separate trusts, especially where services overlap geographically. Many people simply see ‘the NHS’, so clearer communication and consistent pathways will help improve the experience and the quality of care.

6. You’ve emphasised the importance of ensuring that patients can actively shape the care they receive. How do you plan to champion patient and public involvement within the new organisation?

I have already joined the patient and public reference group, which supports engagement work for the integration of the two trusts. As a governor for both organisations, it’s important that I can represent the needs of patients from across all services during this process.

Once the integrated organisation is fully established, I will continue to take part in relevant patient engagement groups. I will also make sure the importance of listening to patients and the public is highlighted in meetings such as the council of governors.

7. As we approach our integration, what message would you like to share with WHH and BCH members about what they can expect from you as their representative?

Over the past six years I have developed a strong understanding of the key parts of the governor role, including providing constructive challenge to non executive directors. I will continue to carry out this responsibility on behalf of members in the new organisation.

I will also work to make sure issues affecting patient care are raised and addressed. It is important that community services continue to be recognised and valued within the integrated trust, and I will advocate for this balance.