Waiting Times for Cataract Surgery in a Dedicated Cataract Clinic: A Retrospective Audit.

The Operating Room Global Journal · Volume 1 · Issue 2
Original Research · Retrospective Clinical Audit

Waiting Times for Cataract Surgery in a Dedicated Cataract Clinic: A Retrospective Audit

Authors

Emma Hennessy1*; Emily Greenan1; Adebusola Adenike Owokole1,2; Conall Hurley1

1 Department of Ophthalmology, Health Service Executive (HSE), Mid-West, Ireland.

2 The Operating Room Global (TORG).

Corresponding Author Emma Hennessy [email protected]

Abstract

A retrospective clinical audit assessing changes in access to cataract surgery within a Dedicated Cataract Clinic over two consecutive audit periods.

Background

Cataract surgery is an effective and cost-effective intervention that helps prevent avoidable visual impairment and maintain functional independence. Timely access is therefore an important indicator of surgical-system performance and healthcare equity. Despite Dedicated Cataract Clinics being introduced to improve efficiency and throughput, elective ophthalmology services continue to experience capacity constraints.

Aim

To assess waiting times for cataract surgery in a Dedicated Cataract Clinic and analyse changes in access over two years.

Methods

A retrospective clinical audit examined cataract surgery waiting-list data for patients undergoing surgery during March–April 2024 and March–April 2025. Waiting times for all eyes, first-eye surgery and second-eye surgery were examined using descriptive statistics and non-parametric comparisons.

Results

A total of 233 cataract surgeries were examined: 114 in 2024 and 119 in 2025. Median waiting time for all eyes increased from 113.5 days in 2024 to 194.0 days in 2025 (p = 0.0002). First-eye waiting time increased from 109.0 to 171.0 days (p = 0.0175), while second-eye waiting time increased from 134.5 to 322.0 days (p = 0.0008).

Conclusion

Waiting times for cataract surgery increased significantly over the 12-month period, indicating increasing service pressure and insufficient capacity to meet demand despite the dedicated service model. Continuous audit, capacity optimisation and targeted system-level interventions are required to support timely and equitable access.

Total Procedures 233

Cataract surgeries included across both audit periods.

2024 Procedures 114

Cataract procedures during March–April 2024.

2025 Procedures 119

Cataract procedures during March–April 2025.

Study Design Audit

Retrospective clinical audit of routinely collected service data.

All Cataract Surgery

113.5 → 194 days

Median waiting time for all cataract procedures increased from 113.5 days in 2024 to 194.0 days in 2025 (p = 0.0002).

First-Eye Surgery

109 → 171 days

Median first-eye waiting time increased from 109.0 days in 2024 to 171.0 days in 2025 (p = 0.0175).

Second-Eye Surgery

134.5 → 322 days

Second-eye procedures experienced the greatest increase, with median waiting time rising from 134.5 days to 322.0 days (p = 0.0008).

Surgical Throughput

114 → 119

Overall surgical activity remained relatively stable, suggesting that increasing waiting times occurred despite similar procedural throughput across the two audit periods.

First-Eye Activity

90 → 91

First-eye procedures remained almost unchanged: 90 surgeries in 2024 compared with 91 in 2025.

Second-Eye Activity

24 → 28

Second-eye surgical activity increased modestly from 24 procedures in 2024 to 28 procedures in 2025, despite the substantial increase in waiting time.

Cataract Surgery
Audit
Surgical Access
Ophthalmology Services
Waiting Times
Dedicated Cataract Clinic
Quality Improvement
Service Delivery

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Study Design

Retrospective Clinical Audit

The study was conducted as a retrospective clinical audit to assess service performance and support quality improvement, rather than to test hypotheses or generate generalisable research findings.

Setting

Dedicated Cataract Clinic

The audit was undertaken within a Dedicated Cataract Clinic at a publicly financed regional hospital. The hospital was anonymised in the published article in accordance with the audit and service-evaluation approach.

Audit Periods

2024 vs 2025

Surgical waiting-list data were examined for patients undergoing cataract surgery during March–April 2024 and March–April 2025.

Population

First- & Second-Eye Procedures

Both first-eye and second-eye cataract procedures were included to examine differences in prioritisation and access between the two surgical categories.

Primary Outcome

Waiting Time

Waiting time was defined as the number of days between placement on the surgical waiting list and the date on which cataract surgery was performed.

Statistical Analysis

GraphPad Prism Version 10

Descriptive statistics and normality testing were performed. Non-parametric statistical methods were used because the waiting-time distributions were skewed. Median differences and Hodges–Lehmann estimators were calculated, with statistical significance set at p < 0.05.

Ethical Considerations

Clinical Audit / Quality Improvement

Ethical approval was not requested because the work was conducted as a clinical audit of routinely collected service data for quality improvement. No patient-identifiable information was used, and usual clinical care was not altered.

2025 Access

Waiting-Time Pressure

The published audit reported 2025 median waiting times of 171 days for first-eye surgery, 322 days for second-eye surgery and 194 days across all cataract procedures.

Quality Improvement Framework

Four-Domain Approach

The article proposes four areas for cataract-access improvement: capacity optimisation, improved pathway efficiency, transparent and equitable prioritisation, and continuous performance monitoring through audit cycles and waiting-time dashboards.

Practice & Policy

Capacity and Equitable Access

The findings support proactive capacity planning, workforce optimisation, protected theatre capacity, transparent prioritisation and routine monitoring of waiting times, with particular attention to preserving access to second-eye cataract surgery.

Limitations

Single-Service Audit

The audit was limited to one service and two defined time periods. Patient-reported outcomes, referral patterns and workforce indicators were not examined.

Authors’ Contributions

CRediT Statement

Original draft & formal analysis: Emma Hennessy and Emily Greenan.

Review, editing & data curation: Adebusola Adenike Owokole.

Supervision: Conall Hurley.

Declarations

Conflict of Interest & Funding

Conflict of Interest: No conflict of interest.

Funding: No funding received by the authors.

Article History

Editorial Timeline

Received 26 December 2025
Accepted 26 December 2025
Available Online 27 December 2025
Open Access

CC BY 4.0

Published by The Operating Room Global Journal under the Creative Commons Attribution 4.0 International licence.

DOI: 10.64573/torgj2512005

Journal Record

Volume 1 · Issue 2 · 2025

The Operating Room Global Journal (TORGJ). ISSN 3105-3262. Article DOI: 10.64573/torgj2512005.

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