Editor
The current Covid‐19 pandemic faced by the healthcare system is unprecedented in the
modern health care setting. The NHS has been re‐tasked to treat a large number of
Covid‐19 patients, suspending the usual business of elective surgery
1
. There is no current estimate to the size of the backlog being generated.
Calculating the scale of the backlog
It is impossible to tell the exact scale of the cancellations ongoing as NHS statistics
have ceased to record this data during the current Covid‐19 pandemic
2
. However, a rough estimate can be made from comparison of the statistics from 2019
for the same period. Using emergency admissions to calculate non‐emergency admissions,
the percentage of finished consultant episodes (FCE's) requiring a procedure can produce
an estimate of the number of non‐emergency admissions with procedure each month (Table
1
). This data tallies with the known data of finished admission episodes (FAE's) by
admission method. This gives an estimate of between 505 146 ‐ 574 353 admissions per
month. Using the data from the hospital admission by specialty and eliminating all
non‐surgical specialties and paediatric specialties we can see that there were 4 871 276
admissions that were ‘planned’ (1 335 565) or ‘waiting list’ (3 535 711). This gives
us an estimate of 405 939 admissions per month for the surgical specialties, with
an average bed stay of 4·3 days
3
. Even if we use a low end estimate of ∼400 000 cases per month, this will still lead
to a back log of 1 200 000 cases over a 3‐month period.
Table 1
Provisional monthly hospital episode statistics: admitted patient care data with addition
of non emergency admissions requiring a procedure estimate
6
,
3
.
2019
Finished consultant episodes
FCEs with a procedure
% FCEs with a procedure
Ordinary episodes
Day case episodes
Day case episodes with a procedure
% Day case episodes with a procedure
Finished admission episodes
Emergency admissions
Non emergency admission with procedure
Oct 19
1,840,455
1,009,412
54.8%
1,166,818
673,637
600,033
89.1%
1,525,178
565,326
526,438
Sep 19
1,725,979
1,015,939
58.9%
1,105,315
620,664
582,690
93.9%
1,428,181
535,056
525,708
Aug 19
1,713,472
1,012,009
59.1%
1,108,339
605,133
568,563
94.0%
1,414,682
532,720
520,903
Jul 19
1,846,274
1,101,264
59.6%
1,172,130
674,144
633,149
93.9%
1,526,850
563,945
574,353
Jun 19
1,709,597
1,010,989
59.1%
1,102,241
607,356
571,396
94.1%
1,414,451
531,335
522,240
May 19
1,800,193
1,060,876
58.9%
1,161,064
639,129
601,609
94.1%
1,483,667
560,004
544,326
Apr 19
1,725,301
1,004,293
58.2%
1,121,169
604,132
569,322
94.2%
1,413,927
546,124
505,146
These patients who wait may have a significant reduction in quality of life. Patients
who have had multiple attacks of cholecystitis end up staying in hospital a week longer
4
whereas those who wait too long for a joint replacement see a significant reduction
in benefit
5
. The scale of the backlog should not just be seen as an increased waiting list but
a ticking cluster bomb throwing off explosions of poor patient outcomes as time progresses.
Conclusions
Resumption of service to approaching normal will take months if not years and will
result in a large backlog of elective cases. Strategies for resumption of work differ
between college and specialty with new guidelines being produced on a weekly basis.
We estimate across the NHS circa 400 000 procedures are backlogging per month. Resumption
of services will be slow and less time efficient than pre‐pandemic. Unless the government
recognizes this paradigm shift in treatment and responds appropriately the current
measures will result in large fines being levied on NHS trusts and poor outcomes for
patients left waiting.
We believe the large backlog of elective cases which will have a real impact on patient
care and wellbeing. Ongoing waiting times must be adjusted to provide reasonable expectations
to patients and allow critical cases such as cancer diagnostics to proceed in a timely
manner. Strategies to reduce waiting times include continued investment in private
hospital capacity, expansion of the workforce and increase in conservative management
strategies. Finally, a national level response is needed to prevent ‘post code lotteries’
and could be used to redistribute workload evenly amongst the workforce.