889 lines
30 KiB
JSON
889 lines
30 KiB
JSON
[
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{
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"model": "analytics.kpireport",
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"pk": "56af32e0-a5b2-4d38-8b18-bd0a06805237",
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"fields": {
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"created_at": "2026-02-25T05:06:53.918Z",
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"updated_at": "2026-02-25T05:06:54.114Z",
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"report_type": "activation_2h",
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"hospital": "4ed13883-9632-4534-a007-4942258a5943",
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"year": 2026,
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"month": 2,
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"report_date": "2026-02-25",
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"status": "completed",
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"generated_by": "e4a79042-cd54-45ff-9bf5-d775bcb9fb92",
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"generated_at": "2026-02-25T05:06:54.114Z",
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"target_percentage": "95.00",
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"category": "Organizational",
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"kpi_type": "Outcome",
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"risk_level": "High",
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"data_collection_method": "Retrospective",
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"data_collection_frequency": "Monthly",
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"reporting_frequency": "Monthly",
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"dimension": "Efficiency",
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"collector_name": "",
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"analyzer_name": "",
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"total_numerator": 0,
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"total_denominator": 10,
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"overall_result": "0.00",
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"error_message": "",
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"ai_analysis": null,
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"ai_analysis_generated_at": null
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}
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},
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{
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"model": "analytics.kpireport",
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"pk": "88795c74-4a05-4030-bd81-24b844564b3c",
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"fields": {
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"created_at": "2026-02-25T05:05:17.626Z",
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"updated_at": "2026-02-25T05:05:17.892Z",
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"report_type": "resolution_72h",
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"hospital": "4ed13883-9632-4534-a007-4942258a5943",
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"year": 2026,
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"month": 2,
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"report_date": "2026-02-25",
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"status": "completed",
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"generated_by": "e4a79042-cd54-45ff-9bf5-d775bcb9fb92",
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"generated_at": "2026-02-25T05:05:17.892Z",
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"target_percentage": "95.00",
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"category": "Organizational",
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"kpi_type": "Outcome",
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"risk_level": "High",
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"data_collection_method": "Retrospective",
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"data_collection_frequency": "Monthly",
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"reporting_frequency": "Monthly",
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"dimension": "Efficiency",
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"collector_name": "",
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"analyzer_name": "",
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"total_numerator": 0,
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"total_denominator": 10,
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"overall_result": "0.00",
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"error_message": "",
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"ai_analysis": {
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"executive_summary": "The 72-Hour Complaint Resolution KPI for Olaya Hospital in February 2026 shows a complete failure to meet targets, with a 0.00% resolution rate against a 95.00% target (0 out of 10 complaints resolved within 72 hours). All 10 complaints (from sources including Social Media 40%, Call Center 30%, Family Member 20%, and Staff 10%) remain unresolved, with no resolution times recorded in the breakdown (0 in Within 24h, Within 48h, Within 72h, or After 72h). This indicates a systemic issue in complaint handling, likely due to process gaps, lack of escalation, or resource constraints. Immediate intervention is required to address the backlog and prevent further deterioration.",
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"performance_analysis": {
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"overall_resolution_rate": "0.00%",
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"target_resolution_rate": "95.00%",
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"variance": "-95.00%",
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"status": "below target",
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"total_complaints": 10,
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"resolved_within_72h": 0,
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"performance_trend": {
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"current_month": "0.00% (0/10)",
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"previous_months_data": "Not provided, but current month shows no improvement from baseline",
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"improvement_needed": "100% resolution rate required to meet target next month"
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}
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},
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"key_findings": [
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"Zero resolutions: No complaints (0 out of 10) were closed within or after 72 hours, indicating a complete process breakdown.",
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"Uniform delay: All resolution time buckets (Within 24h, 48h, 72h, After 72h) show 0.00%, with no partial progress.",
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"Source distribution: Top sources are Social Media (4 complaints, 40%) and Call Center (3 complaints, 30%), suggesting high visibility complaints are piling up.",
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"Department ambiguity: Despite categories, all departments show 0 complaints, 0 resolved; no 'slow departments' flagged, implying no active tracking or misclassification.",
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"Escalation and closure gaps: 0 escalated and 0 closed cases highlight lack of follow-up mechanisms.",
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"Month-over-month stagnation: February 2026 mirrors the 0.00% rate, with no resolved cases from prior periods shown."
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],
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"reasons_for_delays": [
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"Process failure: No recorded resolutions suggest absent or ineffective complaint intake, assignment, or tracking workflows, potentially due to unclear ownership.",
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"Resource constraints: With 10 total complaints and zero actions, likely understaffing or lack of dedicated complaint resolution teams across departments.",
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"Escalation inaction: 0 escalated cases indicate no escalation protocols are being followed, leading to indefinite hold on complaints.",
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"Source-specific challenges: High Social Media (40%) complaints may require PR/Communication involvement, which appears unaddressed; Call Center (30%) might overload front-line staff without backend support.",
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"Departmental silos: Zero counts in all departments (Medical, Nursing, Admin, Support) suggest complaints are not routed correctly or are being ignored at the department level.",
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"External factors: No data on holidays/overload, but the uniform 0% resolution points to internal inefficiencies rather than volume spikes."
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],
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"resolution_time_analysis": {
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"within_24h": {
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"count": 0,
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"percentage": "0.00%"
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},
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"within_48h": {
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"count": 0,
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"percentage": "0.00%"
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},
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"within_72h": {
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"count": 0,
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"percentage": "0.00%"
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},
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"after_72h": {
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"count": 0,
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"percentage": "0.00%"
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},
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"insights": "No complaints have progressed through any time stage, resulting in a frozen backlog. Without interventions, this will lead to increasing complaint ages and potential regulatory non-compliance."
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},
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"department_analysis": {
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"non_medical_admin": {
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"complaints": 0,
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"resolved": 0,
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"status": "No activity"
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},
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"medical_department": {
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"complaints": 0,
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"resolved": 0,
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"status": "No activity"
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},
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"nursing_department": {
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"complaints": 0,
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"resolved": 0,
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"status": "No activity"
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},
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"support_services": {
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"complaints": 0,
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"resolved": 0,
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"status": "No activity"
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},
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"slow_departments": "None identified, but all departments show zero complaints, suggesting underreporting or lack of integration with complaint system.",
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"overall_department_insight": "Cross-departmental inaction indicates a hospital-wide issue in complaint capture and resolution, rather than isolated inefficiencies."
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},
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"source_analysis": {
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"social_media": {
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"count": 4,
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"percentage": "40.00%",
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"insight": "Highest volume; requires immediate social media monitoring and response team to mitigate reputational risk."
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},
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"call_center": {
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"count": 3,
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"percentage": "30.00%",
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"insight": "Significant portion; likely tied to patient access or service issues, needing better call center-to-department handoffs."
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},
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"family_member": {
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"count": 2,
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"percentage": "20.00%",
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"insight": "Indirect complaints; may involve communication breakdowns with families, suggesting needs for family liaison protocols."
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},
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"staff": {
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"count": 1,
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"percentage": "10.00%",
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"insight": "Internal complaints; points to potential employee satisfaction issues, which could impact morale if unresolved."
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},
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"source_summary": "Social Media and Call Center dominate (70% combined), highlighting external visibility of unresolved issues. No sources resolved, indicating universal process gap."
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},
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"recommendations": [
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"Immediate backlog clearance: Assign a dedicated cross-functional team to triage and resolve all 10 pending complaints within 7 days, starting with high-visibility Social Media (4) and Call Center (3) cases.",
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"Process enhancement: Implement automated complaint tracking with clear SLA alerts (e.g., alerts at 24h/48h) and mandatory escalation after 48 hours; train staff on intake protocols to ensure 100% capture and routing.",
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"Resource allocation: Audit staffing levels in complaint handling; add temporary resources or redistribute admin/Nursing staff to handle peak volumes, aiming for at least 50% resolution within 48h next month.",
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"Department accountability: Assign complaint owners per department (e.g., Medical for clinical complaints, Admin for non-medical); integrate complaint data into department KPIs to ensure visibility and drive accountability.",
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"Source-specific actions: For Social Media, establish a 24/7 monitoring team; for Call Center, improve handoff checklists; for Family Member/Staff, introduce feedback loops and response templates.",
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"Monitoring and review: Conduct weekly reviews of resolution rates; set interim target of 50% for March 2026, with root cause analysis for any complaints exceeding 72h.",
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"Technology upgrade: If not in place, deploy a centralized CRM system to consolidate sources and automate resolution tracking, reducing manual errors."
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],
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"_metadata": {
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"generated_at": "2026-02-25T05:05:39.218450+00:00",
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"report_id": "88795c74-4a05-4030-bd81-24b844564b3c",
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"report_type": "resolution_72h",
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"hospital": "Olaya",
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"year": 2026,
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"month": 2
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}
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},
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"ai_analysis_generated_at": "2026-02-25T05:05:39.218Z"
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}
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},
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{
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"model": "analytics.kpireport",
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"target_percentage": "95.00",
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"kpi_report": "88795c74-4a05-4030-bd81-24b844564b3c",
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"source_name": "Social Media",
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|
"complaint_count": 4,
|
|
"percentage": "40.00"
|
|
}
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|
},
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|
{
|
|
"model": "analytics.kpireportsourcebreakdown",
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|
"pk": "fc458559-803f-47bf-af84-d7a4ca922bb0",
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"fields": {
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"created_at": "2026-02-25T05:05:17.838Z",
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"updated_at": "2026-02-25T05:05:17.838Z",
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"kpi_report": "88795c74-4a05-4030-bd81-24b844564b3c",
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|
"source_name": "Call Center",
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|
"complaint_count": 3,
|
|
"percentage": "30.00"
|
|
}
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|
},
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|
{
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|
"model": "analytics.kpireportsourcebreakdown",
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"pk": "00b2b0dc-1652-4eed-bd47-f954106345ca",
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"fields": {
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|
"created_at": "2026-02-25T05:05:17.842Z",
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"updated_at": "2026-02-25T05:05:17.842Z",
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|
"kpi_report": "88795c74-4a05-4030-bd81-24b844564b3c",
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|
"source_name": "Family Member",
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|
"complaint_count": 2,
|
|
"percentage": "20.00"
|
|
}
|
|
},
|
|
{
|
|
"model": "analytics.kpireportsourcebreakdown",
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|
"pk": "48a31227-46f2-4274-98bd-a112dc068682",
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|
"fields": {
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|
"created_at": "2026-02-25T05:05:17.840Z",
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|
"updated_at": "2026-02-25T05:05:17.840Z",
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|
"kpi_report": "88795c74-4a05-4030-bd81-24b844564b3c",
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|
"source_name": "Staff",
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|
"complaint_count": 1,
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|
"percentage": "10.00"
|
|
}
|
|
}
|
|
] |