WHEN John Rostill took over as chief executive of Worcestershire Acute Hospitals NHS Trust last September he admitted it was going to be a "challenge".

And now, 12 months on, it seems the hospitals' boss is all too aware of the gravity of the challenge he took. For the trust, which runs Worcestershire Royal Hospital, Kidderminster Hospital and Treatment Centre, and the Alexandra, in Redditch, has, in Mr Rostill's own words, a "chequered past", and one that appears rather reluctant to go away.

But after successfully helping to secure Walsall Hospitals NHS Trust as a top-rated organisation, Mr Rostill was determined and promised to tackle Worcestershire's problems head on.

So, how is life at the trust after 12 months under Mr Rostill's reign? In April the trust reported it was £25m in debt - having clocked up a £15m deficit during Mr Rostill's first year in power and still owing £10m from the previous year.

Many patients are still reeling at the changes introduced since the arrival of Worcester's new Royal Hospital - a multi-million pound privately-financed building that has seen the down-grading of Kidderminster hospital and a cut in county bed numbers.

The Evening News is often swimming in letters of complaint from disheartened patients who are fed up with long waiting lists, last-minute cancelled operations and parking problems, most notoriously at the Royal.

But sitting in his office at the Alexandra Hospital, Mr Rostill appears ever the optimist.

"When I started I knew it was a challenge," he said.

"It was an organisation that was regarded as failing and it had got many difficulties, not least the huge financial problems compounded by a feeling that there was a lot of tension in the relationships between the acute trust and the rest of the health economy in Worcestershire."

But the issues are being tackled, with a management overhaul that has seen a young team of energetic staff being drafted in to complement those with vast experience, he said, adding top clinicians have also been appointed, improving patients' treatment.

"It was perceived that we were an organisation that didn't listen, that we didn't respond very well to patients' complaints," he added.

In fact, when he arrived, just 34 per cent of patient complaints were answered within 20 days - a figure that has now increased to 98 per cent.

And, Mr Rostill is adamant the trust is finally getting a grasp of its financial mismanagement - keen to emphasise the whopping debt was not only accrued by the acute trust but contributed to by all health organisations in the county.

"The financial position now is simply beyond recognition compared to what it was when we just let it run out of control," he admitted.

In June, the trust reported it was £200,000 under-spent on its budget - something it has been unable to report for some years.

It has a "robust" debt-busting plan in place - and all health bodies in Worcestershire have been told in no uncertain terms that if they set a foot wrong - there's trouble.

And Mr Rostill has his fingers tightly crossed that if all goes to plan, the Department of Health will come to his rescue.

When asked when the trust will ever be rid of its debt, he smiled and sighed: "Hopefully sooner rather than later.

"Currently we are obligated to pay the deficit back, but I would hope that if we can demonstrate that we have got a firm grip on finances that the DoH will look favourably upon us and write all or part of the debt off, that would be a huge relief."

He admitted cancelled operations have been a big bone of contention, and that this time last year 30 were being cancelled every week.

But in July, the figure has dropped to five a week.

"I know we still have more work to do on that, there's nothing more frustrating or irritating in my view than building yourself up for an operation and having it cancelled," he said.

He also admitted the ongoing parking fiasco has been a "big irritant to staff and patients particularly in Worcester".

Complaints are dwindling as parking spaces have surged, he claimed, but patients are now incensed over the increased parking charges.

"The charges are necessary to fund the improvements we've made - we have spent £1m already and still have more to do," he said.

And, 12 months on and his fighting spirit has not faltered.

"We are turning this organisation into a 'can do' organisation rather than a 'we'll never be able to do this' one," he said.

"In an organisation this large, I refuse to say that we can't become more efficient.

"I'm impatient and my regret is we haven't improved even more than we have.

"But you can't turn a £220m organisation around in 12 months, it's going to take time and I think we've laid the foundations and look forward to continuing to improve."

As I left the interview and headed towards my car, it was clear patients shared his desire for better services.

In the space of a few minutes I overheard the conversations of three people - all angry about the higher parking charges - one fuming "It's despicable to charge the sick".

It appears the various health organisations are working more in harmony. But, as for the patients, I'm not sure they are quite as convinced as Mr Rostill, but I wish him every luck for the challenges he faces over the next 12 months.