Administration
Over the years since SWLEOC opened, the administrative structure has evolved with the centre’s increasing workload. SWLEOC now provides a mature model to support the diverse needs of a high-volume elective orthopaedic centre.
In early 2003, a clinical leadership team was recruited, and management was primarily focused on; overseeing the building work required to prepare the centre, coordinating with the base Trusts, negotiating contracts with the area health authority and preparing clinical pathways for patient care.
Opening of the centre in 2004
When the centre opened in January 2004, administrative focus rapidly shifted to the operational pathways needed to fulfil contracted work and budgetary control to prove the viability of the treatment centre concept. SWLEOC was initially hampered by operational bottlenecks such as processing patients for admission. After these were resolved, management focus shifted to controlling implant costs and reducing length of stay. By the third year, the centre was meeting its throughput and financial targets and remained profitable until the COVID-19 pandemic in 2020.
Growing the centre
Increasing patient throughput has been achieved by increasing theatre capacity from four to six theatres and progressive reduction in length of stay. This has allowed more than a doubling of activity using the centre’s original allocation of PACU and ward beds.
The centre’s administrative team have developed the diverse infrastructure needed to maintain robust financial control, sound clinical governance, partnership with the base Trusts, contracts with healthcare purchasers and suppliers, regular meetings to manage the centre’s operation and communicate with staff, an outcomes and research infrastructure to monitor and report the centre’s clinical performance and a sustainability programme to reduce SWLEOC’s carbon footprint.