Wait Times compares the waits patients actually experienced against the estimate they were shown. A patient who waits ninety minutes after being told ninety minutes has had a very different visit from one who waits ninety after being told thirty, and this page separates the two.

Within Predicted Wait, beside one card per visit step

Within Predicted Wait is the share of visits whose actual wait was at or below the upper prediction displayed to the patient. It is a promise-keeping measure rather than a speed measure: it can stay high during a slow shift, provided the estimates given to patients were honest about it.

Each step of the visit has its own card: Registration → Triage, Triage → Assessment, and Assessment → Disposition. Each card carries three figures.

A high Display Limited means many patients at that step saw a status message instead of a number.

The step cards are what make the headline actionable. A department can hold a reasonable overall figure while one step is consistently overrunning, and the cards identify which one.

Prediction Performance reports how often actual waits stayed within the upper prediction. It covers all time and does not respond to the selected date range, so it is the right place to judge whether a recent change held rather than whether one week was unusual.

By Facility breaks the within-prediction rate and the average wait down per site and per step, which separates a system-wide estimation problem from a single department under pressure.

For a single-facility deep dive with hourly trends and wait-time distributions, open Data › Wait Times. A link to it appears at the top of this page.

A high Within Predicted Wait means patients waited no longer than they were told. When it falls, actual waits are running past the estimate, and the step cards identify which step is responsible.

Patients are complaining about long waits. Where should that be checked?

Start with Within Predicted Wait rather than the average wait. Complaints usually track the gap between expectation and reality rather than the wait itself, so a falling within-prediction rate explains dissatisfaction better than a rising average does. The step cards then narrow it to the point in the visit where the gap opens.

Why does the average wait look acceptable while patients are unhappy?

An average covers the whole period and hides the tail. A department can hold a reasonable average while a group of patients waited far longer than predicted. The within-prediction rate counts those visits, which is why the two figures can point in different directions.

Which patients are currently waiting too long?

This page reports on completed visits. For patients waiting right now, the Visits list carries live wait tags, described in Long Wait Time Tagging.