THE chairman of a hospital trust is refusing to step down amid calls for him to go as he was on the board when it was branded inadequate.

Interim chairman Antony Kildare has been branded “part of the problem” that led to Brighton and Sussex University Hospitals NHS Trust going into special measures but is standing firm and said the Royal Sussex County Hospital needs "consistency".

When The Argus told of the GMB union's call for him to resign, he said: “There has been a great number of changes and it is useful to have a degree of consistency with someone who understands the previous experiences of the trust.

“I have been out and about a lot speaking to staff and I have not had any feedback of that kind.

“I think people just want to focus on the future rather than look at the past.”

Mr Kildare was appointed a non-executive director of Brighton and Sussex University Hospitals NHS Trust in August 2013 and made interim chairman in May.

A damning report published by the Care Quality Commission gave the trust - which runs the Royal Sussex County Hospital in Brighton and the Princess Royal Hospital in Haywards Heath, the lowest rating of inadequate and it has now been placed in special measures.

Mr Kildare said the whole board accepted collective responsibility for the trust’s performance and it was now time to focus on the future and tackle the changes that needed to be made.

He said there had been a number of developments since April, with new non-executive and executive directors and positions appointed.

The GMB said that as Mr Kildare had been "part of the problem" he should not be “part of the solution”.

The union also said there should be a broad sweep of changes and any other executive or non-executive directors who had been on the board in the run up to the Care Quality Commission inspection in April and were still in place should also resign.

It criticised the trust board, saying there was a distinct disconnect between it and staff working in clinical areas.

It said there was very little insight by the board into the main safety and risk issues and seeming little appetite to resolve them.

Gillian Fairfield was brought in as temporary chief executive in April, when the inspection was carried out.

Gary Palmer from the GMB said: “I think it would be good to have a fresh face in place as chairman instead of someone who was on the board before and at the time of the inspection and I think he should step down and let someone new in.

“I think he should step down."

Mr Kildare praised staff at the trust, saying they did a tremendously good job in very difficult circumstances.

The trust was said to be inadequate for safety, responsiveness and leadership, while its effectiveness and care needed to improve.

However staff were said by patients to be compassionate and caring and some areas of outstanding practice were highlighted, including stroke and children’s services.

PEOPLE WANT TO FOCUS ON FUTURE

Q&A with Brighton and Sussex University Hospitals NHS Trust’s interim chairman Antony Kildare

The Argus (TA): The CQC said the leadership at the trust was inadequate and particularly singled out the board for its lack of action in dealing with the issues raised.

Antony Kildare (AK): The board has accepted collective responsibility for the findings by the CQC.

TA: There has been a call by a union for you to step down as interim chairman because of your previous position on the board in the run-up and at the time of the inspection. What is your response to that?

AK: There have been a great number of changes at board and executive level and it is useful to have a degree of consistency with someone who understands the previous experiences of the trust. I have been out and about a lot speaking to staff and I have not had any feedback of that kind. I think people just want to focus on the future rather than look at the past.

TA: Do you feel you are the right person for the role?

AK: I was appointed by NHS Improvement, which is independent of the trust, to take on the interim chairman role. Working with Gillian Fairfield, we have already set about making several changes but there is a lot of work to be done and we are very committed to that.

TA: Do you feel you could have done more previously? Such as concerns raised over staffing levels or the concerns raised over allegations of bullying and discrimination?

AK: I don’t know how helpful it is to look back. The CQC has identified some serious issues of concern and we have already been working on focusing our energies on creating a culture that reflects equality and diversity for all our staff. As a trust, this is a collective responsibility for all of us if we are to meet our challenges and transform services for patients and communities.

TA: So what are the next steps?

AK: We have already been doing a tremendous amount of work and have made good progress and we will continue that. The NHS has been under a lot of pressure nationally and they have been unrelenting in the trust. Staff have been doing an amazing job in very difficult circumstances and that needs to be recognised. We also need the support of the wider health economy so beds are not blocked and patients can be discharged quickly. There is a lot more to be done but we are all focused on this.

BOARD THERE TO MAINTAIN GOOD SERVICE

THE Brighton and Sussex University Hospitals NHS Trust’s board is made up of executive and non-executive directors.

Non-executive directors are not full-time employees of the trust.

They help to ensure the trust is accountable to the people it serves.

The chairman is a non-executive director and does not occupy a management position.

The chief executive and other executives are employed directly by the trust and work full time.

Now the trust has been placed in special measures, NHS Improvement will be providing additional support.

The regulator will send in senior staff from within NHS Improvement to identify and resolve challenges with workforce, quality and patient safety.

It will also identify an improvement director to provide oversight and tailored support to the improvement plan being drawn up by the trust and NHS Improvement It will also identifying an appropriate high-performing trust to share best practice and working with other system partners and organisations to support improvements.

There will also be a review of the board to identify areas where further development is required.

Dr Gillian Fairfield, who arrived in April, is staying on. Dr Fairfield moved to the trust in Brighton after being chief executive at Manchester’s largest hospital trust which is itself now rated as inadequate.

Dr Fairfield was made chief executive of The Pennine Acute Hospitals NHS Trust in April 2014 before being seconded to Brighton.