Clinical optometry · 2026
Lead Times of Optometry Services in Selected Public Hospitals in Rural South Africa.
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Rapao Mapula Precious, Nkoana Pheagane Motsime William
Аннотация
PURPOSE: Efficient service delivery remains a critical benchmark of public sector performance, with lead and waiting times serving as essential indicators of responsiveness and accessibility. Long waiting times not only diminish user satisfaction but can also exacerbate inequalities in access, particularly in resource-constrained contexts. This study investigated the lead times of optometry services in selected hospitals in rural South Africa. By evaluating lead and waiting times and identifying contributing factors, the research further aimed to inform strategies for improving service delivery and reducing delays in optometry care.
METHODS: A cross sectional, prospective, and observational designs was adopted to record and quantitatively describe waiting and lead times in five selected hospitals in Limpopo, South Africa. Retrospective, quantitative document review was also conducted to check waiting time to receive optical devices. Descriptive and inferential statistical analysis was performed. This study used a cross-sectional, prospective, quantitative, descriptive and observational design to track consulting patients in order to record the lead times throughout the consultation, time to secure referral appointment and waiting times to receive optical devices after consultation. Secondly, a survey of available hospital staff complement, equipment and facilities was conducted.
RESULTS: The mean lead-time across all service points was 255.6 ± 124.7 minutes and 31.2 ± 35.1 minutes for optometry service. The lead times varied per hospital (p = 0.05). Overall waiting time for spectacles averaged 121.0 ± 181.5 days. All sites had basic optometry equipment, but specialised instruments (eg., fundus camera) were distributed unevenly among sites. The most frequently referred condition was cataract, and the referral time depends on the severity of the condition.
CONCLUSION: Selected hospitals had longer waiting times that exceeded national guidelines for South Africa by an average of 2 hours. Improving capacity on staffing, equipment, patient flow management, and scheduling can reduce waiting times and guarantee more effective service delivery.
METHODS: A cross sectional, prospective, and observational designs was adopted to record and quantitatively describe waiting and lead times in five selected hospitals in Limpopo, South Africa. Retrospective, quantitative document review was also conducted to check waiting time to receive optical devices. Descriptive and inferential statistical analysis was performed. This study used a cross-sectional, prospective, quantitative, descriptive and observational design to track consulting patients in order to record the lead times throughout the consultation, time to secure referral appointment and waiting times to receive optical devices after consultation. Secondly, a survey of available hospital staff complement, equipment and facilities was conducted.
RESULTS: The mean lead-time across all service points was 255.6 ± 124.7 minutes and 31.2 ± 35.1 minutes for optometry service. The lead times varied per hospital (p = 0.05). Overall waiting time for spectacles averaged 121.0 ± 181.5 days. All sites had basic optometry equipment, but specialised instruments (eg., fundus camera) were distributed unevenly among sites. The most frequently referred condition was cataract, and the referral time depends on the severity of the condition.
CONCLUSION: Selected hospitals had longer waiting times that exceeded national guidelines for South Africa by an average of 2 hours. Improving capacity on staffing, equipment, patient flow management, and scheduling can reduce waiting times and guarantee more effective service delivery.