Sharifah Zainah Alsagoff
Singapore National Eye Centre
Transforming Access in SNEC (Singapore National Eye Centre): Reducing One-Year Wait Times Through Workflow Redesign in a Resource-Constrained Setting
My presentation is connected to the following theme
Eye Hospital Management
5 key short sentences highlighting the essence of my presentation
- A new work flow introduced to address long wait times for non-urgent ophthalmology referrals in SNEC
- A front-loaded, team-based workflow enables early data capture and efficient patient stratification
- Digital tools and imaging streamline assessment before specialist review
- The wait time for non urgent cases for first consult was reduced from 12 months to 2 months
- The new workflow redesign significantly improves access and optimises specialist productivity without increasing manpower
Summary
Purpose: Singapore National Eye Centre faced prolonged wait times of up to one year for non-urgent new referrals due to rising demand from an ageing population and limited specialist clinic capacity. Unlike centres with extensive optometry or technician support, Singapore operates in a manpower-constrained environment, requiring innovative workflow redesign to improve access without large increases in staffing.
Methods: The Rapid Eye Assessment Clinic (REAC) was introduced in July 2025 as a front-loaded pathway for non- urgent referrals. Patients undergo app-based history taking, clinic assistant-led medical assessment including visual acuity, intraocular pressure measurement and dilation, followed by technician-led fundus photography and OCT macula imaging. Findings are digitally triaged by specialists and either seen on the same day or cross -referred to subspecialities as relevant. Nursing staff provide counselling and patient education.
Results: REAC remodelling increased non-urgent new case capacity allowing reduction of first appointment wait time by 83%, from 12 to 2 months. Specialist chair time per patient was substantially reduced, enabling redeployment of specialist capacity toward subspecialty and surgical services.
Conclusion: REAC demonstrates that significant improvements in access and specialist productivity can be achieved in our centre through workflow redesign, providing a scalable solution for high-demand ophthalmic services in manpower-limited settings.
Methods: The Rapid Eye Assessment Clinic (REAC) was introduced in July 2025 as a front-loaded pathway for non- urgent referrals. Patients undergo app-based history taking, clinic assistant-led medical assessment including visual acuity, intraocular pressure measurement and dilation, followed by technician-led fundus photography and OCT macula imaging. Findings are digitally triaged by specialists and either seen on the same day or cross -referred to subspecialities as relevant. Nursing staff provide counselling and patient education.
Results: REAC remodelling increased non-urgent new case capacity allowing reduction of first appointment wait time by 83%, from 12 to 2 months. Specialist chair time per patient was substantially reduced, enabling redeployment of specialist capacity toward subspecialty and surgical services.
Conclusion: REAC demonstrates that significant improvements in access and specialist productivity can be achieved in our centre through workflow redesign, providing a scalable solution for high-demand ophthalmic services in manpower-limited settings.