From bd9923f53bbb22b3c8d2fbf6ab3222c076124c56 Mon Sep 17 00:00:00 2001 From: James Rollins <30132017+jamesmrollins@users.noreply.github.com> Date: Wed, 21 Aug 2024 14:49:33 -0700 Subject: [PATCH] Updated AGG File --- blue/mtl3.0_models/ModelParameters.xlsx | Bin 11978 -> 0 bytes ...2024_7_23.mdl => agg_i_v15_2024_08_21.mdl} | 4665 +++-- blue/mtl3.0_models/agg_i_v15_2024_08_21.vmfx | Bin 0 -> 447845 bytes ..._7_23.xmile => agg_i_v15_2024_08_21.xmile} | 417 +- blue/mtl3.0_models/agg_i_v15_2024_7_23-A.html | 16000 ---------------- blue/mtl3.0_models/agg_i_v15_2024_7_23.vmfx | Bin 411092 -> 0 bytes 6 files changed, 3006 insertions(+), 18076 deletions(-) delete mode 100644 blue/mtl3.0_models/ModelParameters.xlsx rename blue/mtl3.0_models/{agg_i_v15_2024_7_23.mdl => agg_i_v15_2024_08_21.mdl} (51%) create mode 100644 blue/mtl3.0_models/agg_i_v15_2024_08_21.vmfx rename blue/mtl3.0_models/{agg_i_v15_2024_7_23.xmile => agg_i_v15_2024_08_21.xmile} (83%) delete mode 100644 blue/mtl3.0_models/agg_i_v15_2024_7_23-A.html delete mode 100644 blue/mtl3.0_models/agg_i_v15_2024_7_23.vmfx diff --git a/blue/mtl3.0_models/ModelParameters.xlsx b/blue/mtl3.0_models/ModelParameters.xlsx deleted file mode 100644 index 0d51cb9aec09f90b007aa3e93b9c1e25883dbee0..0000000000000000000000000000000000000000 GIT binary patch literal 0 HcmV?d00001 literal 11978 zcmeHtWmp``wl+@i3GM{<;O-ED1$TnG4+M7~+}+(RxO;F95FA2+CAd4>A?KXC_s-tm zpYQKIJ^fU_UG=V2J>9ETRj*zOGSD!X5O5GLARr(}Aq)>Q&2=FmAYx!3ATS_aK)n|O z+B%xpI_jyo*_k-#ymqy*ew7CUMUw*o1?K;E`#*dKDiTKJ`j`RYSCaQ)n~c&cwZbnr z4*Unv=@bRKKgAD}8NJW4uz1P}y#t8mVp($4pii!Nu%3*Y*V@`N`iBg(DItgZ4Rx#P z5^yo~5AIWT;o!x6(9%50!6Xo7!PC==G);#{v2W^AVt=zCB3*%Rj)g7g`#p1MQ0?XV zKnrr2RteA0a?e*ewY8VrBc(Hd@6#BwmKL-gx@X@RrC`FzJXWxsbqf_pHI!)$m0CXB zCd+g>&@{8n=^H_eKO zvCQ=t-)9N?k@|mLfKadsug9)rwVm|(B!rd!ZuGeK)#@GP1_t4$bpqqotmqhHIb1Ru zhOdQ#S#RWdxaj=7i-(4rxx3{Lj0in#i>Bc>VZ^VWFfU*JXg%u|1q^qSQg{U)d>#71 z=dnMv^*-S6BmwWl#M2Wrgu-8jWrHd+`8n9u-hoFQ5_nkZeK4_hV0!&r{&zV3 zA0C5$`s)>Ovhsb*$e<(1`{1Fgxz!kesEmt+$1;J_;H6cI+KLA?7 zr^EYxWOIeAk9n0&2{kAP7~2*MUf_0t-V)m$^Yu7aEsRX(T$eQe^&`58Z% z?lYfM^aDjGgy-G<=TxjA2Sc;PD$gNn(u*5>Rb_J?i;sp`A9%^!^o*^$&)%eWVLW&; z%4G~Gk+Gv+vrbA3Qs!LvXw|cyjApuh;zH;vA37fP4<{*E1J6)@A0+PRFncQC0dfhR zyU@UQ#?_k11^B_r5D2t-p0^5A6oKi?0PpPjC;gjDLpEm2L=`DW#?PFpOJ4-#P`P{P z^o{ut6dRs80}_mtb@NdD#&5=4)>mDw4?BUD^%zT%b5tp7fQUEmOOzVZVV>?|`Ch&q zIBnc)uoU-4>-~DSIEd!rQK+XT-SG;-T-Kl7s%^nZRxuQmPB0gW&2LpmVB0fGFz={! 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These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + +"Data Other -> EBPsy"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CS2') + ~ Dmnl + ~ The fraction of patients who have Other Needs as a primary diagnosis in \ + each service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + +"Data Other -> Adjunct"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DW2') + ~ Dmnl + ~ The fraction of patients who have Other Needs as a primary diagnosis in \ + each service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + CC Patients w Other Needs= CC Patients in Service*"Data Other -> CC" ~ pts @@ -93,6 +126,17 @@ MM Starting a Service w Other Needs= developing an individual treatment plan in an intake appointment. | +"Data Other -> CC"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DC2') + ~ Dmnl + ~ The fraction of patients who have Other Needs as a primary diagnosis in \ + each service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + PSY Starting a Service w Other Needs= PSY Starting a Service Rate*"Data Other -> PSY" ~ pts/wk @@ -107,6 +151,17 @@ Adjunctive Starting a Service w Other Needs= developing an individual treatment plan in an intake appointment. | +"Data Other -> PSY"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CI2') + ~ Dmnl + ~ The fraction of patients who have Other Needs as a primary diagnosis in \ + each service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + EBPsy Patients w Other Needs= EBPsy Patients in Service*"Data Other -> EBPsy" ~ pts @@ -123,6 +178,17 @@ Total Starting any Service w Other Needs= ~ :SUPPLEMENTARY | +"Data Other -> MM"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DM2') + ~ Dmnl + ~ The fraction of patients who have Other Needs as a primary diagnosis in \ + each service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + PSY Patients w Other Needs= PSY Patients in Service*"Data Other -> PSY" ~ pts @@ -130,6 +196,39 @@ PSY Patients w Other Needs= diagnosis. | +"Data OUD -> Group"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','EE2') + ~ Dmnl + ~ The fraction of patients who have OUD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + +"Data PTSD -> Group"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','EF2') + ~ Dmnl + ~ The fraction of patients who have PTSD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + +"Data PTSD -> Adjunct"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DV2') + ~ Dmnl + ~ The fraction of patients who have PTSD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + Adjuctive Patients w PTSD= Adjunctive Patients in Service *"Data PTSD -> Adjunct" @@ -154,6 +253,39 @@ CC Starting a Service w OUD= individual treatment plan in an intake appointment. | +"Data AUD -> Adjunct"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DS2') + ~ Dmnl + ~ The fraction of patients who have AUD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + +"Data DEP -> Adjunct"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DT2') + ~ Dmnl + ~ The fraction of patients who have Depression as a primary diagnosis in \ + each service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + +"Data OUD -> Adjunct"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DU2') + ~ Dmnl + ~ The fraction of patients who have OUD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + Group Patients w PTSD= Group Patients in Service *"Data PTSD -> Group" @@ -162,6 +294,28 @@ Group Patients w PTSD= diagnosis. | +"Data AUD -> CC"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CY2') + ~ Dmnl + ~ The fraction of patients who have AUD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + +"Data DEP -> CC"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CZ2') + ~ Dmnl + ~ The fraction of patients who have Depression as a primary diagnosis in \ + each service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + MM Starting a Service w AUD= MM Starting a Service Rate*"Data AUD -> MM" ~ pts/wk @@ -216,6 +370,39 @@ CC Patients w AUD= diagnosis. | +"Data AUD -> EBPsy"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CO2') + ~ Dmnl + ~ The fraction of patients who have AUD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + +"Data DEP -> EBPsy"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CP2') + ~ Dmnl + ~ The fraction of patients who have Depression as a primary diagnosis in \ + each service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + +"Data OUD -> EBPsy"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CQ2') + ~ Dmnl + ~ The fraction of patients who have OUD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + Group Starting a Service w AUD= Group Starting a Service Rate*"Data AUD -> Group" ~ pts/wk @@ -247,6 +434,50 @@ Group Starting a Service w PTSD= an individual treatment plan in an intake appointment. | +"Data AUD -> PSY"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CE2') + ~ Dmnl + ~ The fraction of patients who have AUD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + +"Data DEP -> PSY"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CF2') + ~ Dmnl + ~ The fraction of patients who have Depression as a primary diagnosis in \ + each service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + +"Data OUD -> PSY"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CG2') + ~ Dmnl + ~ The fraction of patients who have OUD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + +"Data PTSD -> PSY"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CH2') + ~ Dmnl + ~ The fraction of patients who have PTSD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + Adjunctive Starting a Service w OUD= Adjunctive Starting a Service Rate *"Data OUD -> Adjunct" @@ -318,6 +549,17 @@ Group Patients w OUD= diagnosis. | +"Data OUD -> CC"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DA2') + ~ Dmnl + ~ The fraction of patients who have OUD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + Adjunctive Patients w AUD= Adjunctive Patients in Service*"Data AUD -> Adjunct" ~ pts @@ -341,6 +583,17 @@ EBPsy Starting a Service w OUD= individual treatment plan in an intake appointment. | +"Data DEP -> Group"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','ED2') + ~ Dmnl + ~ The fraction of patients who have Depression as a primary diagnosis in \ + each service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + EBPsy Patients w OUD= EBPsy Patients in Service *"Data OUD -> EBPsy" @@ -434,6 +687,17 @@ Adjunctive Starting a Service w DEP= developing an individual treatment plan in an intake appointment. | +"Data AUD -> Group"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','EC2') + ~ Dmnl + ~ The fraction of patients who have AUD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + MM Patients w OUD= MM Patients in Service *"Data OUD -> MM" @@ -442,6 +706,17 @@ MM Patients w OUD= diagnosis. | +"Data PTSD -> EBPsy"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CR2') + ~ Dmnl + ~ The fraction of patients who have PTSD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + PSY Starting a Service w OUD= PSY Starting a Service Rate *"Data OUD -> PSY" @@ -466,6 +741,17 @@ CC Starting a Service w DEP= developing an individual treatment plan in an intake appointment. | +"Data DEP -> MM"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DJ2') + ~ Dmnl + ~ The fraction of patients who have Depression as a primary diagnosis in \ + each service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + CC Starting a Service w PTSD= CC Starting a Service Rate *"Data PTSD -> CC" @@ -497,6 +783,17 @@ PSY Starting a Service w DEP= developing an individual treatment plan in an intake appointment. | +"Data PTSD -> CC"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DB2') + ~ Dmnl + ~ The fraction of patients who have PTSD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + PSY Starting a Service w AUD= PSY Starting a Service Rate*"Data AUD -> PSY" ~ pts/wk @@ -525,6 +822,28 @@ EBPsy Starting a Service w DEP= developing an individual treatment plan in an intake appointment. | +"Data PTSD -> MM"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DL2') + ~ Dmnl + ~ The fraction of patients who have PTSD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + +"Data AUD -> MM"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DI2') + ~ Dmnl + ~ The fraction of patients who have AUD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + Total Patients w DEP= Adjunctive Patients w DEP+CC Patients w DEP+EBPsy Patients w DEP+Group Patients w DEP\ +MM Patients w DEP+PSY Patients w DEP @@ -534,6 +853,17 @@ Total Patients w DEP= ~ :SUPPLEMENTARY | +"Data OUD -> MM"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export', 'DK2') + ~ Dmnl + ~ The fraction of patients who have OUD as a primary diagnosis in each \ + service. These fractions are likely to sum to >100%, as they are not \ + mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in \ + one visit, and then DEP in a subsequent visit, which would count them in \ + both cohorts). Also, some patients engage in multiple services \ + simultaneously, and thus count in multiple service cohorts. + | + EBPsy Patients w DEP= EBPsy Patients in Service*"Data DEP -> EBPsy" ~ pts @@ -837,6 +1167,14 @@ User Adjunctive Appointment Supply= GAME ( services. (hrs/wk) | +"Data Appointment Supply (median) -> Adjunct"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DO2') + ~ hrs/wk [0,?] + ~ The number of appointments available with this team for each service each \ + week. The estimate is calculated using the volume of visits completed each \ + week with the team in each service over one year. (hrs/wk) + | + Adjunctive Appointments= INTEG ( Adjunctive Booking Rate+Adjunctive Rescheduling Rate-Adjunctive Completing Rate, (Adjunctive Booking Rate)*(Adjunctive RVI) @@ -1003,6 +1341,14 @@ Adjunctive Engagement Duration= ~ wk ~ | +"Data Engagement Duration (median) -> Adjunct"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DP2') + ~ wk + ~ These estimated service durations do not include patients who only come \ + for one visit ("one-n-dones" are a significant portion of all patient \ + visits). + | + Adjunctive Hours for Calculating Total Official Team Hours= IF THEN ELSE(Time<0,"Data Appointment Supply (median) -> Adjunct", @@ -1105,6 +1451,14 @@ Adjunctive Rescheduling Rate= them. (appts/wk) | +"Data Return Visit Interval (median) -> Adjunct"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DR2') + ~ wk + ~ The median return-to-clinic visit interval for visits in each service with \ + this team, calculated from the number of visits per patient over their \ + entire engagement time. (wks) + | + User Adjunctive Return Visit Interval= GAME ( 0) ~ wk [-2,75,1] @@ -1145,7 +1499,8 @@ Adjunctive Scheduled Return Visit Interval= | Adjunctive Service Proportions Balanced Across Team Variables= - MIN(ZIDZ(Adjunctive Patient Start Rate , (Intake Completion Rate+Review Rate)),1) + MIN(ZIDZ(Adjunctive Patient Start Rate , (Intake Intake Completion Rate+Review Rate)\ + ),1) ~ Dmnl ~ The percentage of patients who complete an intake who start another \ service, determined by the available capacity to treat those patients. If \ @@ -1153,6 +1508,14 @@ Adjunctive Service Proportions Balanced Across Team Variables= to enroll in a service multiple times simultaneously. | +"Data Service Proportions from Team Data -> Adjunct"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DQ2') + ~ Dmnl + ~ The proportion of patients who start in each service with this team. The \ + percentages sum to more than one, because patients may engage in multiple \ + services concurrently. (pct) + | + Adjunctive Starting a Service Rate= MIN(Adjunctive Maximum Start Rate Service,Adjunctive Patient Start Rate) ~ pts/wk @@ -1172,7 +1535,7 @@ Adjunctive Time per Appointment= Adjunctive Treatment Decision Rate= MAX( - (Intake Completion Rate+Review Rate) + (Intake Intake Completion Rate+Review Rate) *Adjunctive Service Proportions *Adjunctive Effect of Care Delays on Treatment Decisions @@ -1184,6 +1547,14 @@ Adjunctive Treatment Decision Rate= simultaneously. (pts/wk) | +"Data True Missed Appointment % -> Adjunct"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DN2') + ~ Dmnl + ~ The proportion of appointments for each service with this team that \ + no-showed or were cancelled after the appointment was supposed to have \ + happened. (pct) + | + Adjunctive True Missed Appointment Rate= QUANTUM(MAX( @@ -1286,6 +1657,14 @@ Group Rescheduling Rate= them. (appts/wk) | +"Data Return Visit Interval (median) -> Group"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','EB2') + ~ wk + ~ The median return-to-clinic visit interval for visits in each service with \ + this team, calculated from the number of visits per patient over their \ + entire engagement time. (wks) + | + User Group Return Visit Interval= GAME ( 0) ~ wk [-2,75,1] @@ -1326,7 +1705,7 @@ Group Scheduled Return Visit Interval= | Group Service Proportions Balanced Across Team Variables= - MIN(ZIDZ(Group Patient Start Rate , (Intake Completion Rate+Review Rate)),1) + MIN(ZIDZ(Group Patient Start Rate , (Intake Intake Completion Rate+Review Rate)),1) ~ Dmnl ~ The percentage of patients who complete an intake who start another \ service, determined by the available capacity to treat those patients. If \ @@ -1334,6 +1713,14 @@ Group Service Proportions Balanced Across Team Variables= to enroll in a service multiple times simultaneously. | +"Data Service Proportions from Team Data -> Group"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','EA2') + ~ Dmnl + ~ The proportion of patients who start in each service with this team. The \ + percentages sum to more than one, because patients may engage in multiple \ + services concurrently. (pct) + | + Group Starting a Service Rate= MIN(Group Maximum Start Rate Service,Group Patient Start Rate) ~ pts/wk @@ -1353,7 +1740,7 @@ Group Time per Appointment= Group Treatment Decision Rate= MAX( - (Intake Completion Rate+Review Rate) + (Intake Intake Completion Rate+Review Rate) *Group Service Proportions *Group Effect of Care Delays on Treatment Decisions @@ -1365,6 +1752,14 @@ Group Treatment Decision Rate= simultaneously. (pts/wk) | +"Data True Missed Appointment % -> Group"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DX2') + ~ Dmnl + ~ The proportion of appointments for each service with this team that \ + no-showed or were cancelled after the appointment was supposed to have \ + happened. (pct) + | + Group True Missed Appointment Rate= QUANTUM(MAX( @@ -1421,6 +1816,14 @@ Group Work Pressure= then work pressure will rise above 1. (pct) | +"Data Engagement Duration (median) -> Group"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DZ2') + ~ wk + ~ These estimated service durations do not include patients who only come \ + for one visit ("one-n-dones" are a significant portion of all patient \ + visits). + | + Group Hours for Calculating Total Official Team Hours= IF THEN ELSE(Time<0,"Data Appointment Supply (median) -> Group", @@ -1504,6 +1907,14 @@ User Group Appointment Supply= GAME ( services. (hrs/wk) | +"Data Appointment Supply (median) -> Group"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DY2') + ~ hrs/wk [0,?] + ~ The number of appointments available with this team for each service each \ + week. The estimate is calculated using the volume of visits completed each \ + week with the team in each service over one year. (hrs/wk) + | + Group Appointments= INTEG ( Group Booking Rate+Group Rescheduling Rate-Group Completing Rate, (Group Booking Rate)*(Group RVI) @@ -1971,6 +2382,14 @@ User CC Appointment Supply= GAME ( services. (hrs/wk) | +"Data Appointment Supply (median) -> CC"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CU2') + ~ hrs/wk [0,?] + ~ The number of appointments available with this team for each service each \ + week. The estimate is calculated using the volume of visits completed each \ + week with the team in each service over one year. (hrs/wk) + | + CC Appointments= INTEG ( CC Booking Rate+CC Rescheduling Rate-CC Completing Rate, (CC Booking Rate)*(CC RVI) @@ -2137,6 +2556,14 @@ CC Engagement Duration= ~ wk ~ | +"Data Engagement Duration (median)-> CC"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CV2') + ~ wk + ~ These estimated service durations do not include patients who only come \ + for one visit ("one-n-dones" are a significant portion of all patient \ + visits). + | + CC Hours for Calculating Total Official Team Hours= IF THEN ELSE(Time<0,"Data Appointment Supply (median) -> CC", @@ -2238,6 +2665,14 @@ CC Rescheduling Rate= them. (appts/wk) | +"Data Return Visit Interval (median) -> CC"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CX2') + ~ wk + ~ The median return-to-clinic visit interval for visits in each service with \ + this team, calculated from the number of visits per patient over their \ + entire engagement time. (wks) + | + User CC Return Visit Interval= GAME ( 0) ~ wk [-2,75,1] @@ -2277,7 +2712,7 @@ CC Scheduled Return Visit Interval= | CC Service Proportions Balanced Across Team Variables= - MIN(ZIDZ(CC Patient Start Rate , (Intake Completion Rate+Review Rate)),1) + MIN(ZIDZ(CC Patient Start Rate , (Intake Intake Completion Rate+Review Rate)),1) ~ Dmnl ~ The percentage of patients who complete an intake who start another \ service, determined by the available capacity to treat those patients. If \ @@ -2285,6 +2720,14 @@ CC Service Proportions Balanced Across Team Variables= to enroll in a service multiple times simultaneously. | +"Data Service Proportions from Team Data -> CC"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CW2') + ~ Dmnl + ~ The proportion of patients who start in each service with this team. The \ + percentages sum to more than one, because patients may engage in multiple \ + services concurrently. (pct) + | + CC Starting a Service Rate= MIN(CC Maximum Start Rate Service,CC Patient Start Rate) ~ pts/wk @@ -2304,7 +2747,7 @@ CC Time per Appointment= CC Treatment Decision Rate= MAX( - (Intake Completion Rate+Review Rate) + (Intake Intake Completion Rate+Review Rate) *CC Service Proportions *CC Effect of Care Delays on Treatment Decisions @@ -2316,6 +2759,14 @@ CC Treatment Decision Rate= simultaneously. (pts/wk) | +"Data True Missed Appointment % -> CC"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CT2') + ~ Dmnl + ~ The proportion of appointments for each service with this team that \ + no-showed or were cancelled after the appointment was supposed to have \ + happened. (pct) + | + CC True Missed Appointment Rate= QUANTUM(MAX( @@ -2438,7 +2889,7 @@ EBPsy RVI used when Completing= DELAY FIXED ( | EBPsy Service Proportions Balanced Across Team Variables= - MIN(ZIDZ(EBPsy Patient Start Rate , (Intake Completion Rate+Review Rate)),1) + MIN(ZIDZ(EBPsy Patient Start Rate , (Intake Intake Completion Rate+Review Rate)),1) ~ Dmnl ~ The percentage of patients who complete an intake who start another \ service, determined by the available capacity to treat those patients. If \ @@ -2525,6 +2976,14 @@ User EBPsy Appointment Supply= GAME ( services. (hrs/wk) | +"Data Appointment Supply (median) -> EBPsy "= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CK2') + ~ hrs/wk [0,?] + ~ The number of appointments available with this team for each service each \ + week. The estimate is calculated using the volume of visits completed each \ + week with the team in each service over one year. (hrs/wk) + | + EBPsy Appointments= INTEG ( EBPsy Booking Rate+EBPsy Rescheduling Rate-EBPsy Completing Rate, (EBPsy Booking Rate)*(EBPsy RVI) @@ -2565,6 +3024,14 @@ EBPsy Completing Rate= (appt/wk) | +"Data Engagement Duration (median) -> MM"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DF2') + ~ wk + ~ These estimated service durations do not include patients who only come \ + for one visit ("one-n-dones" are a significant portion of all patient \ + visits). + | + MM Hours for Calculating Total Official Team Hours= IF THEN ELSE(Time<0,"Data Appointment Supply (median) -> MM", @@ -2591,7 +3058,7 @@ MM Initial Patients= INITIAL( PSY Treatment Decision Rate= MAX( - (Intake Completion Rate+Review Rate) + (Intake Intake Completion Rate+Review Rate) *PSY Service Proportions *PSY Effect of Care Delays on Treatment Decisions @@ -2671,6 +3138,14 @@ EBPsy Engagement Duration= ~ wk ~ | +"Data Engagement Duration (median) -> EBPsy "= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CL2') + ~ wk + ~ These estimated service durations do not include patients who only come \ + for one visit ("one-n-dones" are a significant portion of all patient \ + visits). + | + EBPsy Hours for Calculating Total Official Team Hours= IF THEN ELSE(Time<0,"Data Appointment Supply (median) -> EBPsy ", @@ -2773,6 +3248,14 @@ EBPsy Rescheduling Rate= them. (appts/wk) | +"Data Return Visit Interval (median) -> EBPsy"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CN2') + ~ wk + ~ The median return-to-clinic visit interval for visits in each service with \ + this team, calculated from the number of visits per patient over their \ + entire engagement time. (wks) + | + User EBPsy Return Visit Interval= GAME ( 0) ~ wk [-2,75,1] @@ -2820,6 +3303,14 @@ EBPsy Scheduled Return Visit Interval= appointent, and that service's return visit interval. | +"Data Service Proportions from Team Data -> EBPsy"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CM2') + ~ Dmnl + ~ The proportion of patients who start in each service with this team. The \ + percentages sum to more than one, because patients may engage in multiple \ + services concurrently. (pct) + | + EBPsy Starting a Service Rate= MIN(EBPsy Maximum Start Rate Service,EBPsy Patient Start Rate) ~ pts/wk @@ -2839,7 +3330,7 @@ EBPsy Time per Appointment= EBPsy Treatment Decision Rate= MAX( - (Intake Completion Rate+Review Rate) + (Intake Intake Completion Rate+Review Rate) *EBPsy Service Proportions *EBPsy Effect of Care Delays on Treatment Decisions @@ -2851,6 +3342,14 @@ EBPsy Treatment Decision Rate= simultaneously. (pts/wk) | +"Data True Missed Appointment % -> EBPsy"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CJ2') + ~ Dmnl + ~ The proportion of appointments for each service with this team that \ + no-showed or were cancelled after the appointment was supposed to have \ + happened. (pct) + | + EBPsy True Missed Appointment Rate= QUANTUM(MAX( @@ -2922,6 +3421,14 @@ MM Engagement Duration= ~ wk ~ | +"Data True Missed Appointment % -> MM"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DD2') + ~ Dmnl + ~ The proportion of appointments for each service with this team that \ + no-showed or were cancelled after the appointment was supposed to have \ + happened. (pct) + | + "MM Actual True Missed Appointment %"= IF THEN ELSE(Time<0, "Data True Missed Appointment % -> MM", IF THEN ELSE("User MM True Missed Appointment %"\ <0, "Data True Missed Appointment % -> MM" @@ -3005,7 +3512,7 @@ MM Potential Completion Rate= and the time per apppointment. | -Intake Completion Rate= +Intake Intake Completion Rate= MIN(Intake Maximum Start Rate Intake,Intake Patient Start Rate) ~ pts/wk ~ The number of patients who complete an intake evaluation with the team per \ @@ -3013,6 +3520,14 @@ Intake Completion Rate= (pts/wk) | +"Data Return Visit Interval (median) -> MM"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DH2') + ~ wk + ~ The median return-to-clinic visit interval for visits in each service with \ + this team, calculated from the number of visits per patient over their \ + entire engagement time. (wks) + | + User MM Return Visit Interval= GAME ( 0) ~ wk [-2,75,1] @@ -3063,7 +3578,7 @@ MM Appointments= INTEG ( | MM Service Proportions Balanced Across Team Variables= - MIN(ZIDZ(MM Patient Start Rate , (Intake Completion Rate+Review Rate)),1) + MIN(ZIDZ(MM Patient Start Rate , (Intake Intake Completion Rate+Review Rate)),1) ~ Dmnl ~ The percentage of patients who complete an intake who start another \ service, determined by the available capacity to treat those patients. If \ @@ -3071,6 +3586,17 @@ MM Service Proportions Balanced Across Team Variables= to enroll in a service multiple times simultaneously. | +"Data Service Proportions from Team Data -> MM"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DG2') + ~ Dmnl + ~ The percent of patients who have appointments in each service, based on \ + the team's data. Specifically, based on a count of all unique patients in \ + the cohort with >1 visit (thus, excluding"1-n-done" patients) in a service \ + (as identified by CPT code set) over the total patient cohort. These \ + percentages will sum to >100%, as many patients use multiple services \ + concurrently. + | + Intake Patient Start Rate= (Intake Appointment Rate for Service Capacity / Intake Demand per Patient per Week) \ / "Data Engagement Duration (median) -> Intake" @@ -3090,7 +3616,7 @@ MM Actual Hours Available for Service= MM Treatment Decision Rate= MAX( - (Intake Completion Rate+Review Rate) + (Intake Intake Completion Rate+Review Rate) *MM Service Proportions *MM Effect of Care Delays on Treatment Decisions @@ -3130,6 +3656,14 @@ User MM Appointment Supply= GAME ( services. (hrs/wk) | +"Data Appointment Supply (median) -> MM"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','DE2') + ~ hrs/wk [0,?] + ~ The number of appointments available with this team for each service each \ + week. The estimate is calculated using the volume of visits completed each \ + week with the team in each service over one year. (hrs/wk) + | + MM Effect of Care Delays on Treatment Decisions= MM Effect of RVI Delays on Treatment Decisions*MM Effect of Start Delays on Treatment Decisions ~ Dmnl @@ -3204,7 +3738,7 @@ MM Actual Return Visit Interval= | PSY Service Proportions Balanced Across Team Variables= - MIN(ZIDZ(PSY Patient Start Rate , (Intake Completion Rate+Review Rate)), 1) + MIN(ZIDZ(PSY Patient Start Rate , (Intake Intake Completion Rate+Review Rate)), 1) ~ Dmnl ~ The percentage of patients who complete an intake who start another \ service, determined by the available capacity to treat those patients. If \ @@ -3456,6 +3990,14 @@ User PSY Appointment Supply= GAME ( services. (hrs/wk) | +"Data Appointment Supply (median) -> PSY"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CA2') + ~ hrs/wk [0,?] + ~ The number of appointments available with this team for each service each \ + week. The estimate is calculated using the volume of visits completed each \ + week with the team in each service over one year. (hrs/wk) + | + PSY Appointments= INTEG ( PSY Booking Rate+PSY Rescheduling Rate-PSY Completing Rate, (PSY Booking Rate)*(PSY RVI) @@ -3515,6 +4057,14 @@ PSY Engagement Duration= ~ wk ~ | +"Data Engagement Duration (median) -> PSY"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CB2') + ~ wk + ~ These estimated service durations do not include patients who only come \ + for one visit ("one-n-dones" are a significant portion of all patient \ + visits). + | + Intake Acceptable Intake Eval Wait Time= 1 ~ wk @@ -3541,6 +4091,14 @@ User Intake Appointment Supply= GAME ( services. (hrs/wk) | +"Data Appointment Supply (median) -> Intake"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','BW2') + ~ hrs/wk [0,?] + ~ The number of appointments available with this team for each service each \ + week. The estimate is calculated using the volume of visits completed each \ + week with the team in each service over one year. (hrs/wk) + | + Intake Appropriate Intake Evaluations for Supply= INITIAL( Intake Patient Start Rate) ~ pts/wk @@ -3578,6 +4136,11 @@ Intake Effect of Wait Times on Intake Evaluation Rate= norm. (pct) | +"Data Engagement Duration (median) -> Intake"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','BX2') + ~ wk + ~ | + Intake Hours for Calculating Total Official Team Hours= IF THEN ELSE(Time<0,"Data Appointment Supply (median) -> Intake", @@ -3609,14 +4172,14 @@ Intake Evaluation Rate= | Intake Intake Evaluation Wait Time= - MIN(IF THEN ELSE(Patients Waiting for Intake Evaluation<0.05, 0.01, XIDZ(Patients Waiting for Intake Evaluation\ - , Intake Completion Rate, 52)),52) + MIN(IF THEN ELSE(Intake Patients Waiting for Intake Evaluation<0.05, 0.01, XIDZ(Intake Patients Waiting for Intake Evaluation\ + , Intake Intake Completion Rate, 52)),52) ~ wk ~ The wait time for intake evaluations with this team. (wks) | Intake Maximum Start Rate Intake= - Patients Waiting for Intake Evaluation/Intake Minimum Time to Schedule + Intake Patients Waiting for Intake Evaluation/Intake Minimum Time to Schedule ~ pts/wk ~ The maximum new patient start rate is determined by the new patient \ waiting list and minimum time to schedule patient appointments. @@ -3629,7 +4192,7 @@ Intake Minimum Time to Schedule= | "Intake New Pt Appts / week"= - Intake Completion Rate/Intake Patients per Appointment + Intake Intake Completion Rate/Intake Patients per Appointment ~ appt/wk ~ Total number of new patient appointments per week. | @@ -3641,8 +4204,8 @@ Intake Patients per Appointment= ideal number is 8 patients per appointment, but is often as low as 4. | -Patients Waiting for Intake Evaluation= INTEG ( - -Intake Completion Rate+Intake Evaluation Rate, +Intake Patients Waiting for Intake Evaluation= INTEG ( + -Intake Intake Completion Rate+Intake Evaluation Rate, Intake Evaluation Rate*Acceptable Delay to Starting Service) ~ pts ~ The total number of patients waiting for their intake evaluation \ @@ -3656,6 +4219,14 @@ Intake Potential Completion Rate= and the time per apppointment. | +"Data Return Visit Interval (median) -> Intake"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','BY2') + ~ wk + ~ The median return-to-clinic visit interval for visits in each service with \ + this team, calculated from the number of visits per patient over their \ + entire engagement time. (wks) + | + Intake Sensitivity of Intake Evaluation Rate to Wait Times= GAME ( 1) ~ Dmnl [0,2,0.1] @@ -3685,6 +4256,14 @@ Intake Time to Perceive Intake Evaluation Wait Times= monthly staff meeting update. | +"Data True Missed Appointment % -> Intake"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','BV2') + ~ Dmnl + ~ The proportion of appointments for each service with this team that \ + no-showed or were cancelled after the appointment was supposed to have \ + happened. (pct) + | + Intake True Missed Appointment Rate= QUANTUM(MAX( @@ -3733,6 +4312,14 @@ Minimum Time to Schedule= ~ The fastest possible time to schedule a new patient appointment. | +"Data New Patient Start Rate (mean)"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','BU2') + ~ pts/wk + ~ The average number of patients starting a new service with the team per \ + week, calculated from a cohort of patients seen over one year in this team \ + who have never had an visit in that service with this team before. (pts/wk) + | + PSY Actual Return Visit Interval= MIN(IF THEN ELSE(PSY Appointments<0.05,0.01,XIDZ(PSY Appointments,PSY Completing Rate\ , 52)),52) @@ -3880,6 +4467,14 @@ PSY Initial Patients= INITIAL( opportunities, and % team time allocated to each service. | +"Data Return Visit Interval (median) -> PSY"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CD2') + ~ wk + ~ The median return-to-clinic visit interval for visits in each service with \ + this team, calculated from the number of visits per patient over their \ + entire engagement time. (wks) + | + PSY Patient Start Rate= ZIDZ((ZIDZ(PSY Appointment Rate for Service Capacity , PSY Demand per Patient per Week\ )) , PSY Engagement Duration) @@ -3957,6 +4552,14 @@ PSY Scheduled Return Visit Interval= chooses to react to increasing work pressure. (wks) | +"Data Service Proportions from Team Data -> PSY"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','CC2') + ~ Dmnl + ~ The proportion of patients who start in each service with this team. The \ + percentages sum to more than one, because patients may engage in multiple \ + services concurrently. (pct) + | + Sensitivity of Treatment Decisions to Existing Patient Care Delays= GAME ( 1) ~ Dmnl [0,2,0.1] @@ -4006,6 +4609,14 @@ PSY Work Pressure= then work pressure will rise above 1. (pct) | +"Data True Missed Appointment % -> PSY"= + GET DIRECT CONSTANTS('ModelParameters.xlsx','Export','BZ2') + ~ Dmnl + ~ The proportion of appointments for each service with this team that \ + no-showed or were cancelled after the appointment was supposed to have \ + happened. (pct) + | + User PSY Engagement Duration= GAME ( 0) ~ wk [-2,208] @@ -4203,2121 +4814,2121 @@ TIME STEP = 0.015625 \\\---/// Sketch information - do not modify anything except names V300 Do not put anything below this section - it will be ignored *View 1 -$192-192-192,0,Meiryo|10||0-0-0|0-0-0|0-0-255|-1--1--1|-1--1--1|96,96,88,0 -10,1,"Total Appt. Supply",-140,-1611,38,38,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,2,Minimum RVI,660,-1801,52,12,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -10,3,Sensitivity of Scheduled Return Visit Interval to Work Pressure,857,-1850,76,30,8,3,0,2,-1,0,0,0,-1--1--1,0-0-0,|||0-128-0,0,0,0,0,0,0 -12,4,0,-384,-2016,71,71,2,135,0,2,-1,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 +$192-192-192,0,Meiryo|10||0-0-0|0-0-0|0-0-255|-1--1--1|-1--1--1|96,96,55,0 +10,1,"Total Appt. Supply",-1155,2775,38,38,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,2,Minimum RVI,-355,2585,52,12,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,3,Sensitivity of Scheduled Return Visit Interval to Work Pressure,-158,2536,76,30,8,3,0,2,-1,0,0,0,-1--1--1,0-0-0,|10||0-128-0,0,0,0,0,0,0 +12,4,0,-1399,2370,71,71,2,135,0,2,-1,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 Pink = Experiment Sliders -12,5,0,-218,-2016,71,71,2,135,0,2,-1,0,0,0,-1--1--1,0-0-0,|||0-128-0,0,0,0,0,0,0 +12,5,0,-1233,2370,71,71,2,135,0,2,-1,0,0,0,-1--1--1,0-0-0,|10||0-128-0,0,0,0,0,0,0 Green = experiment with strength of feedback effect -12,6,0,-51,-2016,71,71,2,135,0,2,-1,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 +12,6,0,-1066,2370,71,71,2,135,0,2,-1,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 Red = from team's data -10,7,Sensitivity of Overtime to Work Pressure,850,-1764,58,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||0-128-0,0,0,0,0,0,0 -10,8,Time to Change Staff Hours,663,-1653,61,18,8,3,0,0,-1,0,0,0,0,0,0,0,0,0 -10,9,Time to Reschedule,663,-1867,47,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -10,10,Fatigue Onset Time,-5,-1847,55,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -10,11,"Effect of Short-Term Overtime on Missed Appointments",152,-1760,75,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,12,"Sensitivity of Staff Missed Appointments Due to Short-Term Overtime",151,-1882,70,36,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||0-128-0,0,0,0,0,0,0 -10,13,Time to Change Scheduled RVI,666,-1733,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,14,"Sensitivity of Staff Burnout Due to Long-Term Overtime",-472,-1891,77,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||0-128-0,0,0,0,0,0,0 -10,15,Burnout Onset Time,-344,-1840,55,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,16,"Effect of Long-Term Overtime on Burnout",-472,-1765,48,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,17,14,16,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -12,18,0,144,-2016,98,98,2,135,0,0,-1,0,0,0,0,0,0,0,0,0 +10,7,Sensitivity of Overtime to Work Pressure,-165,2622,58,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||0-128-0,0,0,0,0,0,0 +10,8,Time to Change Staff Hours,-352,2733,61,18,8,3,0,0,-1,0,0,0,0,0,0,0,0,0 +10,9,Time to Reschedule,-352,2519,47,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,10,Fatigue Onset Time,-1020,2539,55,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,11,"Effect of Short-Term Overtime on Missed Appointments",-863,2626,75,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,12,"Sensitivity of Staff Missed Appointments Due to Short-Term Overtime",-864,2504,70,36,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||0-128-0,0,0,0,0,0,0 +10,13,Time to Change Scheduled RVI,-349,2653,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,14,"Sensitivity of Staff Burnout Due to Long-Term Overtime",-1487,2495,77,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||0-128-0,0,0,0,0,0,0 +10,15,Burnout Onset Time,-1359,2546,55,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,16,"Effect of Long-Term Overtime on Burnout",-1487,2621,48,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,17,14,16,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1487,2548)| +12,18,0,-871,2370,98,98,2,135,0,0,-1,0,0,0,0,0,0,0,0,0 The 7 primary services in this model are Intake, PSY, EBPsy, CC, MM, Adjunctive, and Group, respectively. -1,19,12,11,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,20,10,22,0,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,21,15,23,0,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,22,"Short-Term Overtime",-5,-1762,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,23,"Long-Term Overtime",-342,-1759,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,24,Difference between Excess and Official Team Hours,-175,-1734,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,25,24,22,1,0,43,13,2,192,0,-1--1--1,|||0-0-0,1|(-84,-1713)| -1,26,24,23,1,0,43,13,2,192,0,-1--1--1,|||0-0-0,1|(-277,-1717)| -1,27,23,16,1,0,43,13,2,192,0,-1--1--1,|||0-0-0,1|(-386,-1734)| -1,28,22,11,1,0,43,13,2,192,0,-1--1--1,|||0-0-0,1|(74,-1728)| -10,29,Total Actual Hours Available for Service,-248,-1615,53,53,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,30,Sensitivity of Treatment Decisions to Existing Patient Care Delays,860,-1663,93,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||0-128-0,0,0,0,0,0,0 -10,31,Time to Perceive Internal Delays,667,-1572,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,32,"Data New Patient Start Rate (mean)",3489,-1794,49,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,33,Effect of Fatigue on Patient's Engagement Time,170,-1661,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,34,Sensitivity of Patient's Engagement Time to Provider Fatigue,172,-1561,72,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||0-128-0,0,0,0,0,0,0 -1,35,34,33,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(171,-1584)| -10,36,Acceptable Delay to Starting Service,665,-1437,63,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,37,Minimum Time to Schedule,664,-1504,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,38,Data on Review Rate,3446,-1610,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,39,32,38,0,0,0,0,0,128,1,-1--1--1,,1|(0,0)| -10,40,User Review Rate,3535,-1732,50,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -10,41,Review Rate,3458,-1673,50,12,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,42,40,41,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3494,-1710)| -1,43,38,41,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3452,-1629)| -10,44,Time,3539,-1646,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,45,44,41,0,0,0,0,2,64,0,-1--1--1,|||0-0-0,1|(0,0)| -10,46,Intake Appointments,1702,-1837,57,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -12,47,48,1490,-1839,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,48,50,46,4,0,0,22,0,0,0,-1--1--1,,1|(1606,-1839)| -1,49,50,47,100,0,0,22,0,0,0,-1--1--1,,1|(1527,-1839)| -11,50,0,1561,-1839,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,51,Intake Booking Rate,1561,-1811,51,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -12,52,48,1916,-1837,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,53,55,52,4,0,0,22,0,0,0,-1--1--1,,1|(1874,-1837)| -1,54,55,46,100,0,0,22,0,0,0,-1--1--1,,1|(1795,-1837)| -11,55,0,1837,-1837,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,56,Intake Completing Rate,1837,-1809,56,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -10,57,Intake Patients per Appointment,1449,-1689,41,41,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,58,Intake Potential Completion Rate,1944,-1739,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,59,58,56,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(1905,-1784)| -10,60,Intake Desired Completion Rate,1763,-1744,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,61,46,60,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1740,-1803)| -10,62,Intake Desired Clinical Hours,1732,-1654,56,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,63,60,62,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1775,-1707)| -10,64,Intake Maximum Completion Rate,1804,-1900,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,65,46,64,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1732,-1886)| -1,66,64,55,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1836,-1869)| -10,67,Intake Time per Appointment,1852,-1685,40,40,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,68,67,58,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1875,-1739)| -1,69,67,62,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1800,-1650)| -10,70,"Intake % of Hours per Service",2353,-1297,44,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,71,User Intake Appointment Supply,2356,-1485,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -10,72,Intake Actual Hours Available for Service,1982,-1565,60,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,73,72,58,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(2017,-1635)| -12,74,0,1836,-1554,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,19,12,11,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-864,2564)| +1,20,10,22,0,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1020,2574)| +1,21,15,23,0,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1359,2579)| +10,22,"Short-Term Overtime",-1020,2624,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,23,"Long-Term Overtime",-1357,2627,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,24,Difference between Excess and Official Team Hours,-1190,2652,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,25,24,22,1,0,43,13,2,192,0,-1--1--1,|10||0-0-0,1|(-1099,2673)| +1,26,24,23,1,0,43,13,2,192,0,-1--1--1,|10||0-0-0,1|(-1292,2669)| +1,27,23,16,1,0,43,13,2,192,0,-1--1--1,|10||0-0-0,1|(-1401,2652)| +1,28,22,11,1,0,43,13,2,192,0,-1--1--1,|10||0-0-0,1|(-941,2658)| +10,29,Total Actual Hours Available for Service,-1263,2771,53,53,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,30,Sensitivity of Treatment Decisions to Existing Patient Care Delays,-155,2723,93,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||0-128-0,0,0,0,0,0,0 +10,31,Time to Perceive Internal Delays,-348,2814,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,32,"Data New Patient Start Rate (mean)",2474,2592,49,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,33,Effect of Fatigue on Patient's Engagement Time,-845,2725,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,34,Sensitivity of Patient's Engagement Time to Provider Fatigue,-843,2825,72,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||0-128-0,0,0,0,0,0,0 +1,35,34,33,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(-844,2802)| +10,36,Acceptable Delay to Starting Service,-350,2949,63,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,37,Minimum Time to Schedule,-351,2882,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,38,Data on Review Rate,2431,2776,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,39,32,38,0,0,0,0,0,128,1,-1--1--1,,1|(2453,2681)| +10,40,User Review Rate,2520,2654,50,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +10,41,Review Rate,2443,2713,50,12,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,42,40,41,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2479,2676)| +1,43,38,41,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2437,2757)| +10,44,Time,2524,2740,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,45,44,41,0,0,0,0,2,64,0,-1--1--1,|10||0-0-0,1|(2492,2731)| +10,46,Intake Appointments,687,2549,57,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +12,47,48,475,2547,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,48,50,46,4,0,0,22,0,0,0,-1--1--1,,1|(591,2547)| +1,49,50,47,100,0,0,22,0,0,0,-1--1--1,,1|(520,2547)| +11,50,48,546,2547,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,51,Intake Booking Rate,546,2575,51,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +12,52,48,901,2549,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,53,55,52,4,0,0,22,0,0,0,-1--1--1,,1|(852,2549)| +1,54,55,46,100,0,0,22,0,0,0,-1--1--1,,1|(780,2549)| +11,55,48,822,2549,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,56,Intake Completing Rate,822,2577,56,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +10,57,Intake Patients per Appointment,434,2697,41,41,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,58,Intake Potential Completion Rate,929,2647,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,59,58,56,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(890,2602)| +10,60,Intake Desired Completion Rate,748,2642,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,61,46,60,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(725,2583)| +10,62,Intake Desired Clinical Hours,717,2732,56,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,63,60,62,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(760,2679)| +10,64,Intake Maximum Completion Rate,789,2486,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,65,46,64,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(717,2500)| +1,66,64,55,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(821,2517)| +10,67,Intake Time per Appointment,837,2701,40,40,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,68,67,58,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(860,2647)| +1,69,67,62,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(785,2736)| +10,70,"Intake % of Hours per Service",1338,3089,44,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,71,User Intake Appointment Supply,1341,2901,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +10,72,Intake Actual Hours Available for Service,967,2821,60,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,73,72,58,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(1002,2751)| +12,74,0,821,2832,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,75,0,1838,-1520,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,75,0,823,2866,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Overtime Relieves Work Pressure Quickly -12,76,0,1591,-1787,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +12,76,0,576,2599,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,77,0,1591,-1751,97,25,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,77,0,576,2635,97,25,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Appointment Backlog Extends Return Visit Interval -10,78,Intake Appointments to Reschedule,1855,-2011,48,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,79,81,46,4,0,0,22,0,0,0,-1--1--1,,1|(1701,-1906)| -1,80,81,78,100,0,0,22,0,0,0,-1--1--1,,1|(1701,-2011)| -11,81,0,1701,-1959,6,8,34,3,0,0,2,0,0,0,0,0,0,0,0,0 -10,82,Intake Rescheduling Rate,1633,-1959,62,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,83,78,81,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(1760,-1971)| -12,84,48,2037,-2012,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,85,87,78,4,0,0,22,0,0,0,-1--1--1,,1|(1934,-2012)| -1,86,87,84,100,0,0,22,0,0,0,-1--1--1,,1|(2002,-2012)| -11,87,0,1972,-2012,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,88,Intake True Missed Appointment Rate,1972,-1984,64,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,89,55,88,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1942,-1909)| -10,90,"Data True Missed Appointment % -> Intake",2349,-1988,59,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,91,90,118,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,92,Intake Official Hours Available for Service,2017,-1486,60,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -12,93,0,2031,-1874,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,78,Intake Appointments to Reschedule,840,2375,48,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,79,81,46,4,0,0,22,0,0,0,-1--1--1,,1|(686,2481)| +1,80,81,78,100,0,0,22,0,0,0,-1--1--1,,1|(686,2375)| +11,81,6976,686,2427,6,8,34,3,0,0,2,0,0,0,0,0,0,0,0,0 +10,82,Intake Rescheduling Rate,618,2427,62,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,83,78,81,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(745,2415)| +12,84,48,1022,2374,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,85,87,78,4,0,0,22,0,0,0,-1--1--1,,1|(919,2374)| +1,86,87,84,100,0,0,22,0,0,0,-1--1--1,,1|(980,2374)| +11,87,48,957,2374,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,88,Intake True Missed Appointment Rate,957,2402,64,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,89,55,88,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(927,2477)| +10,90,"Data True Missed Appointment % -> Intake",1334,2398,59,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,91,90,118,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1236,2399)| +10,92,Intake Official Hours Available for Service,1002,2900,60,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +12,93,0,1016,2512,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 R -12,94,0,2032,-1831,70,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,94,0,1017,2555,70,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Fatigue Increases Missed Appointments -10,95,"User Intake True Missed Appointment %",2348,-1933,62,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,96,95,118,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -12,97,0,1928,-1676,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,95,"User Intake True Missed Appointment %",1333,2453,62,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,96,95,118,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1234,2428)| +12,97,0,913,2710,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,98,0,1928,-1635,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,98,0,913,2751,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Overtime Relieves Work Pressure Slowly -1,99,92,72,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(1990,-1518)| -10,100,"Data Appointment Supply (median) -> Intake",2258,-1448,62,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,101,100,92,1,0,43,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(2084,-1458)| -1,102,92,70,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2126,-1363)| -12,103,0,1995,-1424,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 +1,99,92,72,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(975,2868)| +10,100,"Data Appointment Supply (median) -> Intake",1243,2938,62,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,101,100,92,1,0,43,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(1069,2928)| +1,102,92,70,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1111,3023)| +12,103,0,980,2962,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 B -12,104,0,1998,-1390,60,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,104,0,983,2996,60,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Burnout Increases Clinican Quits -10,105,"Data Return Visit Interval (median) -> Intake",2347,-1724,65,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,106,71,92,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2134,-1502)| -10,107,"Intake New Pt Appts / week",1391,-1783,53,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,108,57,107,0,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,109,107,51,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(1449,-1809)| -10,110,Time,1546,-1709,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,111,Time,2120,-1441,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,112,111,92,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,113,Intake Hours for Calculating Total Official Team Hours,2364,-1354,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,114,100,113,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2287,-1437)| -1,115,71,113,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2365,-1457)| -10,116,Time,2240,-1352,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,117,116,113,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,118,"Intake Actual True Missed Appointment %",2141,-1987,59,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,119,118,88,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,120,Time,2139,-2025,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,121,120,118,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -1,122,60,56,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(1833,-1776)| -10,123,Intake Intake Evaluation Wait Time,3061,-1838,60,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,124,Intake Minimum Time to Schedule,3183,-2012,60,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,125,Patients Waiting for Intake Evaluation,3014,-1738,44,25,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,126,127,125,100,0,0,22,0,0,0,-1--1--1,,1|(3080,-1739)| -11,127,0,3109,-1739,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,128,Intake Completion Rate,3109,-1711,56,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -12,129,48,2898,-1740,10,8,0,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,130,132,125,4,0,0,22,0,0,0,-1--1--1,,1|(2951,-1740)| -1,131,132,129,100,0,0,22,0,0,0,-1--1--1,,1|(2914,-1740)| -11,132,0,2927,-1740,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,133,Intake Evaluation Rate,2927,-1708,62,24,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -10,134,Intake Maximum Start Rate Intake,3173,-1927,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,135,125,134,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3165,-1899)| -1,136,134,128,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3175,-1916)| -1,137,124,134,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(3183,-1993)| -1,138,125,123,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3073,-1768)| -1,139,127,123,1,0,45,13,2,192,0,-1--1--1,|||0-0-0,1|(3108,-1776)| -10,140,User Intake Intake Evaluation Rate,2927,-1631,64,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,141,140,133,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -12,142,48,3162,-1739,10,8,0,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,143,127,142,4,0,0,22,0,0,0,-1--1--1,,1|(3133,-1739)| -10,144,Intake Sensitivity of Intake Evaluation Rate to Wait Times,2766,-2060,63,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||64-160-98,0,0,0,0,0,0 -1,145,144,146,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,146,Intake Effect of Wait Times on Intake Evaluation Rate,2768,-1822,57,26,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,147,Intake Time to Perceive Intake Evaluation Wait Times,2769,-1724,60,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,148,147,146,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(2771,-1764)| -10,149,Intake Acceptable Intake Eval Wait Time,3005,-1995,61,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,150,Intake Difference between Intake Eval Wait Times,2935,-1909,86,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,151,149,150,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(2985,-1912)| -1,152,150,146,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(2841,-1898)| -1,153,146,133,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(2865,-1736)| -1,154,123,150,1,0,43,13,2,128,0,-1--1--1,|||0-0-0,1|(3054,-1863)| -12,155,0,2925,-1846,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,105,"Data Return Visit Interval (median) -> Intake",1332,2662,65,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,106,71,92,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1119,2884)| +10,107,"Intake New Pt Appts / week",376,2603,53,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,108,57,107,0,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(403,2648)| +1,109,107,51,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(434,2577)| +10,110,Time,531,2677,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,111,Time,1105,2945,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,112,111,92,0,0,0,0,0,64,0,-1--1--1,,1|(1073,2932)| +10,113,Intake Hours for Calculating Total Official Team Hours,1349,3032,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,114,100,113,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1272,2949)| +1,115,71,113,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1350,2929)| +10,116,Time,1225,3034,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,117,116,113,0,0,0,0,0,64,0,-1--1--1,,1|(1264,3034)| +10,118,"Intake Actual True Missed Appointment %",1126,2399,59,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,119,118,88,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1050,2401)| +10,120,Time,1124,2361,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,121,120,118,0,0,0,0,0,64,0,-1--1--1,,1|(1124,2367)| +1,122,60,56,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(818,2610)| +10,123,Intake Intake Evaluation Wait Time,2046,2548,60,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,124,Intake Minimum Time to Schedule,2168,2374,60,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,125,Intake Patients Waiting for Intake Evaluation,1999,2648,44,25,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,126,127,125,100,0,0,22,0,0,0,-1--1--1,,1|(2065,2647)| +11,127,11376,2094,2647,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,128,Intake Intake Completion Rate,2094,2675,56,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +12,129,48,1883,2646,25,15,0,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,130,132,125,4,0,0,22,0,0,0,-1--1--1,,1|(1936,2646)| +1,131,132,129,100,0,0,22,0,0,0,-1--1--1,,1|(1897,2646)| +11,132,48,1912,2646,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,133,Intake Evaluation Rate,1912,2678,62,24,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +10,134,Intake Maximum Start Rate Intake,2158,2459,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,135,125,134,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2150,2487)| +1,136,134,128,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2160,2470)| +1,137,124,134,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(2168,2393)| +1,138,125,123,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2058,2618)| +1,139,127,123,1,0,45,13,2,192,0,-1--1--1,|10||0-0-0,1|(2093,2610)| +10,140,User Intake Intake Evaluation Rate,1912,2755,64,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,141,140,133,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1912,2724)| +12,142,48,2147,2647,25,15,0,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,143,127,142,4,0,0,22,0,0,0,-1--1--1,,1|(2111,2647)| +10,144,Intake Sensitivity of Intake Evaluation Rate to Wait Times,1751,2326,63,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||64-160-98,0,0,0,0,0,0 +1,145,144,146,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1751,2440)| +10,146,Intake Effect of Wait Times on Intake Evaluation Rate,1753,2564,57,26,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,147,Intake Time to Perceive Intake Evaluation Wait Times,1754,2662,60,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,148,147,146,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(1756,2622)| +10,149,Intake Acceptable Intake Eval Wait Time,1990,2391,61,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,150,Intake Difference between Intake Eval Wait Times,1920,2477,86,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,151,149,150,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(1970,2474)| +1,152,150,146,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(1826,2488)| +1,153,146,133,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(1850,2650)| +1,154,123,150,1,0,43,13,2,128,0,-1--1--1,|10||0-0-0,1|(2039,2523)| +12,155,0,1910,2540,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,156,0,2919,-1809,61,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,156,0,1904,2577,61,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Wait Times Affect Intake Evaluations -10,157,Time,2927,-1677,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,158,157,133,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,159,Intake Appropriate Intake Evaluations for Supply,2926,-1558,73,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,160,159,133,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2837,-1617)| -10,161,Intake Completion Rate,1334,-1701,53,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,162,161,107,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(1352,-1746)| -10,163,PSY Appointments,-808,-787,57,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -12,164,48,-1020,-789,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,165,167,163,4,0,0,22,0,0,0,-1--1--1,,1|(-904,-789)| -1,166,167,164,100,0,0,22,0,0,0,-1--1--1,,1|(-982,-789)| -11,167,0,-949,-789,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,168,PSY Booking Rate,-949,-761,48,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -12,169,48,-594,-787,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,170,172,169,4,0,0,22,0,0,0,-1--1--1,,1|(-635,-787)| -1,171,172,163,100,0,0,22,0,0,0,-1--1--1,,1|(-715,-787)| -11,172,0,-673,-787,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,173,PSY Completing Rate,-673,-759,59,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -10,174,"PSY Current Pt Appts / week",-1090,-654,58,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,175,174,168,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1071,-707)| -10,176,PSY Scheduled Return Visit Interval,-1061,-556,60,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,177,176,174,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(-1094,-599)| -10,178,PSY Patients per Appointment,-1208,-566,41,41,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,179,178,174,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(-1170,-618)| -10,180,PSY Potential Completion Rate,-566,-689,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,181,180,173,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(-605,-734)| -10,182,PSY Effect of Work Pressure on Scheduled Return Visit Interval,-949,-481,62,31,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,183,182,176,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1038,-519)| -10,184,PSY RVI,-962,-619,36,12,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,185,184,176,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-989,-566)| -10,186,PSY Work Pressure,-816,-516,42,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,187,186,182,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-849,-493)| -10,188,PSY Desired Completion Rate,-747,-694,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,189,163,188,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-770,-753)| -10,190,PSY Desired Clinical Hours,-778,-604,54,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,191,188,190,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-735,-657)| -1,192,190,186,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-778,-578)| -10,193,PSY Maximum Completion Rate,-706,-850,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,194,163,193,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-778,-836)| -1,195,193,172,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-674,-819)| -10,196,PSY Time per Appointment,-658,-635,40,40,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,197,196,180,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-635,-689)| -1,198,196,190,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-710,-600)| -10,199,"PSY % of Hours per Service",-319,-190,61,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,200,User PSY Appointment Supply,-321,-243,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -10,201,PSY Actual Hours Available for Service,-528,-515,60,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,202,201,186,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(-646,-555)| -1,203,201,180,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(-493,-585)| -10,204,PSY Effect of Work Pressure on Overtime,-656,-410,44,29,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,205,186,204,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-764,-449)| -1,206,204,201,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-558,-451)| -12,207,0,-674,-504,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,157,Time,1912,2709,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,158,157,133,0,0,0,0,0,64,0,-1--1--1,,1|(1912,2707)| +10,159,Intake Appropriate Intake Evaluations for Supply,1911,2828,73,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,160,159,133,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1822,2769)| +10,161,Intake Intake Completion Rate,319,2685,53,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,162,161,107,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(337,2640)| +10,163,PSY Appointments,-1823,3599,57,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +12,164,48,-2035,3597,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,165,167,163,4,0,0,22,0,0,0,-1--1--1,,1|(-1919,3597)| +1,166,167,164,100,0,0,22,0,0,0,-1--1--1,,1|(-1990,3597)| +11,167,48,-1964,3597,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,168,PSY Booking Rate,-1964,3625,48,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +12,169,48,-1609,3599,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,170,172,169,4,0,0,22,0,0,0,-1--1--1,,1|(-1658,3599)| +1,171,172,163,100,0,0,22,0,0,0,-1--1--1,,1|(-1730,3599)| +11,172,48,-1688,3599,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,173,PSY Completing Rate,-1688,3627,59,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +10,174,"PSY Current Pt Appts / week",-2105,3732,58,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,175,174,168,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-2086,3679)| +10,176,PSY Scheduled Return Visit Interval,-2076,3830,60,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,177,176,174,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(-2109,3787)| +10,178,PSY Patients per Appointment,-2223,3820,41,41,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,179,178,174,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-2185,3768)| +10,180,PSY Potential Completion Rate,-1581,3697,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,181,180,173,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-1620,3652)| +10,182,PSY Effect of Work Pressure on Scheduled Return Visit Interval,-1964,3905,62,31,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,183,182,176,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-2053,3867)| +10,184,PSY RVI,-1977,3767,36,12,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,185,184,176,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-2004,3820)| +10,186,PSY Work Pressure,-1831,3870,42,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,187,186,182,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1864,3893)| +10,188,PSY Desired Completion Rate,-1762,3692,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,189,163,188,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1785,3633)| +10,190,PSY Desired Clinical Hours,-1793,3782,54,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,191,188,190,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1750,3729)| +1,192,190,186,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-1793,3808)| +10,193,PSY Maximum Completion Rate,-1721,3536,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,194,163,193,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1793,3550)| +1,195,193,172,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1689,3567)| +10,196,PSY Time per Appointment,-1673,3751,40,40,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,197,196,180,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1650,3697)| +1,198,196,190,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1725,3786)| +10,199,"PSY % of Hours per Service",-1334,4196,61,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,200,User PSY Appointment Supply,-1336,4143,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +10,201,PSY Actual Hours Available for Service,-1543,3871,60,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,202,201,186,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(-1661,3831)| +1,203,201,180,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-1508,3801)| +10,204,PSY Effect of Work Pressure on Overtime,-1671,3976,44,29,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,205,186,204,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1779,3937)| +1,206,204,201,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-1573,3935)| +12,207,0,-1689,3882,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,208,0,-672,-470,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,208,0,-1687,3916,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Overtime Relieves Work Pressure Quickly -12,209,0,-919,-737,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +12,209,0,-1934,3649,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,210,0,-919,-701,97,25,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,210,0,-1934,3685,97,25,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Appointment Backlog Extends Return Visit Interval -10,211,PSY Appointments to Reschedule,-655,-961,48,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,212,214,163,4,0,0,22,0,0,0,-1--1--1,,1|(-809,-856)| -1,213,214,211,100,0,0,22,0,0,0,-1--1--1,,1|(-809,-961)| -11,214,0,-809,-909,6,8,34,3,0,0,2,0,0,0,0,0,0,0,0,0 -10,215,PSY Rescheduling Rate,-877,-909,62,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,216,211,214,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-750,-921)| -12,217,48,-473,-962,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,218,220,211,4,0,0,22,0,0,0,-1--1--1,,1|(-575,-962)| -1,219,220,217,100,0,0,22,0,0,0,-1--1--1,,1|(-507,-962)| -11,220,0,-538,-962,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,221,PSY True Missed Appointment Rate,-538,-934,61,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,222,172,221,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-568,-859)| -10,223,"Data True Missed Appointment % -> PSY",-161,-938,59,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,224,223,256,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,225,184,163,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,226,PSY Official Hours Available for Service,-493,-436,60,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -12,227,0,-479,-824,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,211,PSY Appointments to Reschedule,-1670,3425,48,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,212,214,163,4,0,0,22,0,0,0,-1--1--1,,1|(-1824,3531)| +1,213,214,211,100,0,0,22,0,0,0,-1--1--1,,1|(-1824,3425)| +11,214,5722,-1824,3477,6,8,34,3,0,0,2,0,0,0,0,0,0,0,0,0 +10,215,PSY Rescheduling Rate,-1892,3477,62,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,216,211,214,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1765,3465)| +12,217,48,-1488,3424,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,218,220,211,4,0,0,22,0,0,0,-1--1--1,,1|(-1591,3424)| +1,219,220,217,100,0,0,22,0,0,0,-1--1--1,,1|(-1530,3424)| +11,220,48,-1553,3424,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,221,PSY True Missed Appointment Rate,-1553,3452,61,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,222,172,221,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1583,3527)| +10,223,"Data True Missed Appointment % -> PSY",-1176,3448,59,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,224,223,256,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1272,3449)| +1,225,184,163,0,0,0,0,0,64,1,-1--1--1,,1|(-1911,3694)| +10,226,PSY Official Hours Available for Service,-1508,3950,60,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +12,227,0,-1494,3562,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 R -12,228,0,-478,-781,66,16,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,228,0,-1493,3605,66,16,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Fatigue Increases Missed Appointments -1,229,201,163,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,230,196,163,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,231,223,163,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,232,"User PSY True Missed Appointment %",-162,-883,59,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,233,232,256,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -12,234,0,-582,-626,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,229,201,163,0,0,0,0,0,64,1,-1--1--1,,1|(-1679,3740)| +1,230,196,163,0,0,0,0,0,64,1,-1--1--1,,1|(-1747,3678)| +1,231,223,163,0,0,0,0,0,64,1,-1--1--1,,1|(-1494,3522)| +10,232,"User PSY True Missed Appointment %",-1177,3503,59,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,233,232,256,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1273,3479)| +12,234,0,-1597,3760,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,235,0,-582,-585,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,235,0,-1597,3801,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Overtime Relieves Work Pressure Slowly -1,236,226,201,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(-520,-468)| -10,237,"Data Appointment Supply (median) -> PSY",-328,-299,62,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,238,237,226,1,0,43,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-443,-338)| -1,239,226,199,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-497,-313)| -12,240,0,-369,-528,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 +1,236,226,201,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-1535,3918)| +10,237,"Data Appointment Supply (median) -> PSY",-1343,4087,62,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,238,237,226,1,0,43,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-1458,4048)| +1,239,226,199,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1512,4073)| +12,240,0,-1384,3858,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 B -12,241,0,-366,-494,60,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,241,0,-1381,3892,60,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Burnout Increases Clinican Quits -10,242,"Data Return Visit Interval (median) -> PSY",-900,-544,65,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,243,User PSY Return Visit Interval,-864,-586,64,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,244,243,184,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-917,-584)| -1,245,242,184,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-937,-574)| -1,246,200,226,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-467,-310)| -10,247,Time,-964,-659,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,248,247,184,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,249,Time,-493,-356,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,250,249,226,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,251,PSY Hours for Calculating Total Official Team Hours,-199,-317,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,252,237,251,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-247,-293)| -1,253,200,251,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-222,-259)| -10,254,Time,-199,-265,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,255,254,251,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,256,"PSY Actual True Missed Appointment %",-369,-937,62,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,257,256,221,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,258,Time,-371,-975,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,259,258,256,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -1,260,188,173,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(-677,-726)| -10,261,PSY RVI used when Completing,-853,-651,75,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,262,184,261,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(-895,-611)| -1,263,261,188,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(-786,-660)| -10,264,PSY Patients in Service,781,-652,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 -12,265,48,959,-653,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,266,268,265,4,0,0,22,0,0,0,-1--1--1,,1|(925,-653)| -1,267,268,264,100,0,0,22,0,0,0,-1--1--1,,1|(855,-653)| -11,268,0,894,-653,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,269,PSY Ending Service Rate,894,-625,44,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -1,270,264,268,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(838,-683)| -10,271,PSY Engagement Duration,782,-412,50,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,272,271,310,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,273,PSY Difference between Actual and Standard RVI,590,-894,59,30,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -10,274,PSY RVI,869,-893,45,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,275,274,273,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(714,-919)| -1,276,273,342,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(485,-927)| -12,277,0,570,-751,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,242,"Data Return Visit Interval (median) -> PSY",-1915,3842,65,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,243,User PSY Return Visit Interval,-1879,3800,64,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,244,243,184,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1932,3802)| +1,245,242,184,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1952,3812)| +1,246,200,226,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1482,4076)| +10,247,Time,-1979,3727,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,248,247,184,0,0,0,0,0,64,0,-1--1--1,,1|(-1979,3741)| +10,249,Time,-1508,4030,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,250,249,226,0,0,0,0,0,64,0,-1--1--1,,1|(-1508,4003)| +10,251,PSY Hours for Calculating Total Official Team Hours,-1214,4069,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,252,237,251,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1262,4093)| +1,253,200,251,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1237,4127)| +10,254,Time,-1214,4121,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,255,254,251,0,0,0,0,0,64,0,-1--1--1,,1|(-1214,4111)| +10,256,"PSY Actual True Missed Appointment %",-1384,3449,62,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,257,256,221,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1463,3451)| +10,258,Time,-1386,3411,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,259,258,256,0,0,0,0,0,64,0,-1--1--1,,1|(-1386,3417)| +1,260,188,173,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(-1692,3660)| +10,261,PSY RVI used when Completing,-1868,3735,75,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,262,184,261,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1910,3775)| +1,263,261,188,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1801,3726)| +10,264,PSY Patients in Service,-234,3734,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 +12,265,48,-56,3733,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,266,268,265,4,0,0,22,0,0,0,-1--1--1,,1|(-98,3733)| +1,267,268,264,100,0,0,22,0,0,0,-1--1--1,,1|(-161,3733)| +11,268,48,-121,3733,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,269,PSY Ending Service Rate,-121,3761,44,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +1,270,264,268,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-177,3703)| +10,271,PSY Engagement Duration,-233,3974,50,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,272,271,310,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-233,3909)| +10,273,PSY Difference between Actual and Standard RVI,-425,3492,59,30,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,274,PSY RVI,-146,3493,45,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,275,274,273,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-301,3467)| +1,276,273,342,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-530,3459)| +12,277,0,-445,3635,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,278,0,570,-716,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,278,0,-445,3670,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Start Delays Affect Treatment Decisions -10,279,PSY Actual Return Visit Interval,872,-829,46,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,280,279,273,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(734,-891)| -10,281,PSY Appointments,971,-720,58,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,282,281,279,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(948,-784)| -10,283,PSY Completing Rate,1029,-785,46,24,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,284,283,279,1,0,45,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(966,-823)| -10,285,PSY Effect of Start Delays on Treatment Decisions,424,-806,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,286,PSY Patients per Appointment,340,-201,56,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,287,PSY RVI,335,-260,45,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -10,288,PSY Time per Appointment,488,-251,59,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -10,289,PSY Demand per Patient per Week,327,-316,57,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,290,PSY Actual Service Capacity,637,-318,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,291,287,289,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(272,-282)| -1,292,286,289,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(255,-240)| -10,293,PSY Appointment Rate for Service Capacity,479,-318,62,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,294,290,293,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(573,-345)| -10,295,PSY Initial Patients,1098,-645,41,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,296,289,295,0,0,0,0,0,128,1,-1--1--1,,1|(0,0)| -1,297,293,295,0,0,0,0,0,128,1,-1--1--1,,1|(0,0)| -10,298,PSY Patient Start Rate,590,-411,48,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,299,PSY Patients Waiting to Start a Service,560,-654,47,25,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,300,302,264,4,0,0,22,0,0,0,-1--1--1,,1|(703,-653)| -1,301,302,299,100,0,0,22,0,0,0,-1--1--1,,1|(630,-653)| -11,302,0,658,-653,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,303,PSY Starting a Service Rate,658,-625,54,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -12,304,48,388,-654,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,305,307,299,4,0,0,22,0,0,0,-1--1--1,,1|(478,-654)| -1,306,307,304,100,0,0,22,0,0,0,-1--1--1,,1|(414,-654)| -11,307,0,436,-654,6,8,34,131,0,0,1,0,0,0,0,0,0,0,0,0 -10,308,PSY Treatment Decision Rate,436,-626,57,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -1,309,298,303,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(685,-568)| -10,310,PSY Actual Engagement Time,783,-557,50,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,311,310,269,1,0,45,13,2,192,0,-1--1--1,|||0-0-0,1|(839,-630)| -12,312,0,936,-569,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 +10,279,PSY Actual Return Visit Interval,-143,3557,46,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,280,279,273,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-281,3495)| +10,281,PSY Appointments,-44,3666,58,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,282,281,279,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-67,3602)| +10,283,PSY Completing Rate,14,3601,46,24,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,284,283,279,1,0,45,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-49,3563)| +10,285,PSY Effect of Start Delays on Treatment Decisions,-591,3580,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,286,PSY Patients per Appointment,-675,4185,56,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,287,PSY RVI,-680,4126,45,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +10,288,PSY Time per Appointment,-527,4135,59,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +10,289,PSY Demand per Patient per Week,-688,4070,57,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,290,PSY Actual Service Capacity,-378,4068,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,291,287,289,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(-743,4104)| +1,292,286,289,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-760,4146)| +10,293,PSY Appointment Rate for Service Capacity,-536,4068,62,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,294,290,293,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-442,4041)| +10,295,PSY Initial Patients,83,3741,41,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,296,289,295,0,0,0,0,0,128,1,-1--1--1,,1|(-302,3906)| +1,297,293,295,0,0,0,0,0,128,1,-1--1--1,,1|(-223,3902)| +10,298,PSY Patient Start Rate,-425,3975,48,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,299,PSY Patients Waiting to Start a Service,-455,3732,47,25,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,300,302,264,4,0,0,22,0,0,0,-1--1--1,,1|(-313,3733)| +1,301,302,299,100,0,0,22,0,0,0,-1--1--1,,1|(-386,3733)| +11,302,5590,-357,3733,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,303,PSY Starting a Service Rate,-357,3761,54,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +12,304,48,-627,3732,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,305,307,299,4,0,0,22,0,0,0,-1--1--1,,1|(-538,3732)| +1,306,307,304,100,0,0,22,0,0,0,-1--1--1,,1|(-594,3732)| +11,307,48,-579,3732,6,8,34,131,0,0,1,0,0,0,0,0,0,0,0,0 +10,308,PSY Treatment Decision Rate,-579,3760,57,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +1,309,298,303,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(-330,3818)| +10,310,PSY Actual Engagement Time,-232,3829,50,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,311,310,269,1,0,45,13,2,192,0,-1--1--1,|10||0-0-0,1|(-176,3756)| +12,312,0,-79,3817,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 B -12,313,0,938,-536,59,20,8,7,0,0,-1,0,0,0,0,0,0,0,0,0 +12,313,0,-77,3850,59,20,8,7,0,0,-1,0,0,0,0,0,0,0,0,0 Fatigue Increases Ending Early -10,314,PSY Service Proportions Balanced Across Team Variables,218,-461,65,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,315,314,348,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(325,-495)| -1,316,285,344,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(386,-752)| -1,317,289,298,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(513,-392)| -1,318,293,298,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(513,-373)| -1,319,288,293,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(525,-276)| -10,320,PSY Maximum Start Rate Service,379,-982,57,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,321,299,320,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(468,-892)| -1,322,320,302,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(474,-903)| -1,323,271,298,0,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(0,0)| -10,324,"Data Service Proportions from Team Data -> PSY",610,-508,64,30,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,325,User Balanced Mode,-725,-1686,62,20,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,326,324,348,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(514,-528)| -10,327,PSY Delay to Starting Service,688,-733,61,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,328,299,327,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(644,-686)| -1,329,302,327,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(681,-690)| -10,330,PSY Difference between Actual and Acceptable Start Delays,592,-810,60,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,331,327,330,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(670,-781)| -1,332,330,285,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(502,-847)| -12,333,0,829,-758,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,314,PSY Service Proportions Balanced Across Team Variables,-797,3925,65,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,315,314,348,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-690,3891)| +1,316,285,344,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-629,3634)| +1,317,289,298,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(-502,3994)| +1,318,293,298,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(-502,4013)| +1,319,288,293,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(-490,4110)| +10,320,PSY Maximum Start Rate Service,-636,3404,57,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,321,299,320,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-547,3494)| +1,322,320,302,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-541,3483)| +1,323,271,298,0,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(-324,3975)| +10,324,"Data Service Proportions from Team Data -> PSY",-405,3878,64,30,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,325,User Balanced Mode,-1740,2700,62,20,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,326,324,348,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-501,3858)| +10,327,PSY Delay to Starting Service,-327,3653,61,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,328,299,327,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-371,3700)| +1,329,302,327,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(-334,3696)| +10,330,PSY Difference between Actual and Acceptable Start Delays,-423,3576,60,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,331,327,330,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-345,3605)| +1,332,330,285,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-513,3539)| +12,333,0,-186,3628,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,334,0,830,-723,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,334,0,-185,3663,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 RVI Delays Affect Treatment Decisions -1,335,295,264,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,336,Time,482,-590,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,337,PSY Actual Hours Available for Service,656,-258,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,338,337,290,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(697,-283)| -10,339,"PSY Actual True Missed Appointment %",680,-208,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,340,339,290,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(735,-306)| -1,341,298,314,1,0,0,0,0,128,0,-1--1--1,,1|(432,-412)| -10,342,PSY Effect of RVI Delays on Treatment Decisions,390,-895,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,343,342,344,1,0,43,13,2,192,0,-1--1--1,|||0-0-0,1|(348,-774)| -10,344,PSY Effect of Care Delays on Treatment Decisions,400,-720,60,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,345,344,307,1,0,45,13,2,192,0,-1--1--1,|||0-0-0,1|(409,-688)| -10,346,User PSY Service Proportions from Team Data,442,-465,64,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,347,346,348,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(455,-523)| -10,348,PSY Service Proportions,446,-552,50,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,349,348,308,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,350,336,348,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,351,"Data Engagement Duration (median) -> PSY",855,-356,63,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,352,User PSY Engagement Duration,862,-291,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,353,352,271,1,0,0,0,0,128,0,-1--1--1,,1|(762,-340)| -1,354,351,271,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,355,Time,782,-372,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,356,355,271,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,357,PSY Patients in Service,-1134,-462,64,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,358,357,174,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-1159,-538)| -10,359,Intake Completion Rate,282,-563,53,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,360,359,308,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,361,36,125,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,362,"Data Engagement Duration (median) -> Intake",3256,-1483,77,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,363,Intake Demand per Patient per Week,2673,-1559,58,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,364,Intake Actual Service Capacity,2661,-1489,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,365,Intake Appointment Rate for Service Capacity,2686,-1407,62,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,366,364,365,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2669,-1455)| -10,367,Intake Patient Start Rate,3080,-1485,53,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,368,363,367,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(2977,-1459)| -1,369,365,367,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(3016,-1422)| -1,370,362,367,0,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(0,0)| -1,371,367,159,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,372,72,364,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,373,"Total Appt. Supply",2522,-1295,48,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,374,Intake Hours for Calculating Total Official Team Hours,-5,-1604,64,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,375,374,1,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,376,PSY Hours for Calculating Total Official Team Hours,10,-1539,63,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,377,376,1,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,378,"Total Appt. Supply",-143,-191,48,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,379,Intake Actual Hours Available for Service,-423,-1604,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,380,379,29,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,381,PSY Actual Hours Available for Service,-455,-1545,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,382,381,29,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,383,373,70,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,384,29,24,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,385,"Effect of Short-Term Overtime on Missed Appointments",2176,-1862,75,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,386,385,118,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,387,"Effect of Long-Term Overtime on Burnout",2022,-1314,48,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,388,387,92,1,0,0,0,0,128,0,-1--1--1,,1|(1922,-1421)| -1,389,1,24,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,390,"Effect of Short-Term Overtime on Missed Appointments",-306,-818,75,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,391,"Effect of Long-Term Overtime on Burnout",-295,-386,48,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,392,390,256,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,393,391,226,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,394,378,199,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,395,22,33,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(32,-1701)| -10,396,Effect of Fatigue on Patient's Engagement Time,993,-434,89,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,397,396,310,1,0,0,0,0,128,0,-1--1--1,,1|(838,-475)| -1,398,118,364,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,399,359,314,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,400,367,38,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,401,367,128,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,402,Review Rate,132,-575,59,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,403,402,308,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,404,402,314,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,405,Minimum RVI,1837,-1952,61,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,406,405,64,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,407,Time to Change Staff Hours,1840,-1378,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,408,Time to Reschedule,1477,-1967,51,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,409,408,82,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,410,9,78,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,411,EBPsy Appointments,-780,221,57,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -12,412,48,-992,219,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,413,415,411,4,0,0,22,0,0,0,-1--1--1,,1|(-876,219)| -1,414,415,412,100,0,0,22,0,0,0,-1--1--1,,1|(-954,219)| -11,415,0,-921,219,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,416,EBPsy Booking Rate,-921,247,57,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -12,417,48,-566,221,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,418,420,417,4,0,0,22,0,0,0,-1--1--1,,1|(-607,221)| -1,419,420,411,100,0,0,22,0,0,0,-1--1--1,,1|(-687,221)| -11,420,0,-645,221,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,421,EBPsy Completing Rate,-645,249,56,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -10,422,"EBPsy Current Pt Appts / week",-1062,354,60,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,423,422,416,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1043,301)| -10,424,EBPsy Scheduled Return Visit Interval,-1033,452,46,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,425,424,422,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(-1066,409)| -10,426,EBPsy Patients per Appointment,-1185,440,41,41,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,427,426,422,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(-1163,392)| -10,428,EBPsy Potential Completion Rate,-538,319,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,429,428,421,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(-577,274)| -10,430,EBPsy Effect of Work Pressure on Scheduled Return Visit Interval,-921,527,62,31,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,431,430,424,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1010,489)| -10,432,EBPsy RVI,-934,389,44,12,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,433,432,424,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-961,442)| -10,434,EBPsy Work Pressure,-788,492,50,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,435,434,430,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-821,515)| -10,436,EBPsy Desired Completion Rate,-719,314,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,437,411,436,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-742,255)| -10,438,EBPsy Desired Clinical Hours,-750,404,61,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,439,436,438,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-707,351)| -1,440,438,434,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-750,430)| -10,441,EBPsy Maximum Completion Rate,-678,158,65,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,442,411,441,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-750,172)| -1,443,441,420,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-646,189)| -10,444,EBPsy Time per Appointment,-630,373,40,40,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,445,444,428,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-607,319)| -1,446,444,438,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-682,408)| -10,447,"EBPsy % of Hours per Service",-291,818,47,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,448,User EBPsy Appointment Supply,-293,765,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -10,449,EBPsy Actual Hours Available for Service,-500,493,60,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,450,449,434,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(-618,453)| -1,451,449,428,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(-465,423)| -10,452,EBPsy Effect of Work Pressure on Overtime,-628,598,44,29,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,453,434,452,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-736,559)| -1,454,452,449,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-530,557)| -12,455,0,-646,504,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,335,295,264,0,0,0,0,0,64,1,-1--1--1,,1|(-70,3739)| +10,336,Time,-533,3796,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,337,PSY Actual Hours Available for Service,-359,4128,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,338,337,290,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-318,4103)| +10,339,"PSY Actual True Missed Appointment %",-335,4178,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,340,339,290,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-280,4080)| +1,341,298,314,1,0,0,0,0,128,0,-1--1--1,,1|(-583,3974)| +10,342,PSY Effect of RVI Delays on Treatment Decisions,-625,3491,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,343,342,344,1,0,43,13,2,192,0,-1--1--1,|10||0-0-0,1|(-667,3612)| +10,344,PSY Effect of Care Delays on Treatment Decisions,-615,3666,60,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,345,344,307,1,0,45,13,2,192,0,-1--1--1,|10||0-0-0,1|(-606,3698)| +10,346,User PSY Service Proportions from Team Data,-573,3921,64,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,347,346,348,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-560,3863)| +10,348,PSY Service Proportions,-569,3834,50,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,349,348,308,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-573,3805)| +1,350,336,348,0,0,0,0,0,128,0,-1--1--1,,1|(-544,3808)| +10,351,"Data Engagement Duration (median) -> PSY",-160,4030,63,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,352,User PSY Engagement Duration,-153,4095,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,353,352,271,1,0,0,0,0,128,0,-1--1--1,,1|(-253,4046)| +1,354,351,271,0,0,0,0,0,128,0,-1--1--1,,1|(-195,4003)| +10,355,Time,-233,4014,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,356,355,271,0,0,0,0,0,64,0,-1--1--1,,1|(-233,4007)| +10,357,PSY Patients in Service,-2149,3924,64,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,358,357,174,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-2174,3848)| +10,359,Intake Intake Completion Rate,-733,3823,53,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,360,359,308,0,0,0,0,0,128,0,-1--1--1,,1|(-661,3794)| +1,361,36,125,0,0,0,0,0,64,1,-1--1--1,,1|(827,2799)| +10,362,"Data Engagement Duration (median) -> Intake",2241,2903,77,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,363,Intake Demand per Patient per Week,1658,2827,58,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,364,Intake Actual Service Capacity,1646,2897,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,365,Intake Appointment Rate for Service Capacity,1671,2979,62,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,366,364,365,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1654,2931)| +10,367,Intake Patient Start Rate,2065,2901,53,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,368,363,367,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(1962,2927)| +1,369,365,367,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(2001,2964)| +1,370,362,367,0,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(2147,2903)| +1,371,367,159,0,0,0,0,0,64,1,-1--1--1,,1|(2007,2874)| +1,372,72,364,0,0,0,0,0,64,0,-1--1--1,,1|(1297,2858)| +10,373,"Total Appt. Supply",1507,3091,48,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,374,Intake Hours for Calculating Total Official Team Hours,-1020,2782,64,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,375,374,1,0,0,0,0,0,128,0,-1--1--1,,1|(-1095,2779)| +10,376,PSY Hours for Calculating Total Official Team Hours,-1005,2847,63,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,377,376,1,0,0,0,0,0,128,0,-1--1--1,,1|(-1088,2808)| +10,378,"Total Appt. Supply",-1158,4195,48,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,379,Intake Actual Hours Available for Service,-1438,2782,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,380,379,29,0,0,0,0,0,128,0,-1--1--1,,1|(-1354,2778)| +10,381,PSY Actual Hours Available for Service,-1470,2841,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,382,381,29,0,0,0,0,0,128,0,-1--1--1,,1|(-1369,2807)| +1,383,373,70,1,0,0,0,0,128,0,-1--1--1,,1|(1427,3091)| +1,384,29,24,0,0,0,0,0,128,0,-1--1--1,,1|(-1227,2710)| +10,385,"Effect of Short-Term Overtime on Missed Appointments",1161,2524,75,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,386,385,118,0,0,0,0,0,128,0,-1--1--1,,1|(1144,2466)| +10,387,"Effect of Long-Term Overtime on Burnout",1007,3072,48,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,388,387,92,1,0,0,0,0,128,0,-1--1--1,,1|(907,2965)| +1,389,1,24,0,0,0,0,0,128,0,-1--1--1,,1|(-1172,2718)| +10,390,"Effect of Short-Term Overtime on Missed Appointments",-1321,3568,75,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,391,"Effect of Long-Term Overtime on Burnout",-1310,4000,48,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,392,390,256,0,0,0,0,0,128,0,-1--1--1,,1|(-1351,3512)| +1,393,391,226,0,0,0,0,0,128,0,-1--1--1,,1|(-1397,3979)| +1,394,378,199,0,0,0,0,0,128,0,-1--1--1,,1|(-1233,4196)| +1,395,22,33,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-983,2685)| +10,396,Effect of Fatigue on Patient's Engagement Time,-22,3952,89,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,397,396,310,1,0,0,0,0,128,0,-1--1--1,,1|(-177,3911)| +1,398,118,364,0,0,0,0,0,128,0,-1--1--1,,1|(1383,2647)| +1,399,359,314,0,0,0,0,0,128,0,-1--1--1,,1|(-760,3866)| +1,400,367,38,0,0,0,0,0,64,1,-1--1--1,,1|(2240,2841)| +1,401,367,128,0,0,0,0,0,128,0,-1--1--1,,1|(2078,2796)| +10,402,Review Rate,-883,3811,59,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,403,402,308,0,0,0,0,0,128,0,-1--1--1,,1|(-737,3788)| +1,404,402,314,0,0,0,0,0,128,0,-1--1--1,,1|(-852,3854)| +10,405,Minimum RVI,822,2434,61,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,406,405,64,0,0,0,0,0,128,0,-1--1--1,,1|(811,2452)| +10,407,Time to Change Staff Hours,825,3008,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,408,Time to Reschedule,462,2419,51,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,409,408,82,0,0,0,0,0,128,0,-1--1--1,,1|(527,2423)| +1,410,9,78,0,0,0,0,0,64,1,-1--1--1,,1|(236,2449)| +10,411,EBPsy Appointments,-1795,4607,57,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +12,412,48,-2007,4605,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,413,415,411,4,0,0,22,0,0,0,-1--1--1,,1|(-1891,4605)| +1,414,415,412,100,0,0,22,0,0,0,-1--1--1,,1|(-1962,4605)| +11,415,48,-1936,4605,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,416,EBPsy Booking Rate,-1936,4633,57,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +12,417,48,-1581,4607,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,418,420,417,4,0,0,22,0,0,0,-1--1--1,,1|(-1630,4607)| +1,419,420,411,100,0,0,22,0,0,0,-1--1--1,,1|(-1702,4607)| +11,420,48,-1660,4607,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,421,EBPsy Completing Rate,-1660,4635,56,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +10,422,"EBPsy Current Pt Appts / week",-2077,4740,60,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,423,422,416,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-2058,4687)| +10,424,EBPsy Scheduled Return Visit Interval,-2048,4838,46,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,425,424,422,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(-2081,4795)| +10,426,EBPsy Patients per Appointment,-2200,4826,41,41,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,427,426,422,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-2178,4778)| +10,428,EBPsy Potential Completion Rate,-1553,4705,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,429,428,421,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-1592,4660)| +10,430,EBPsy Effect of Work Pressure on Scheduled Return Visit Interval,-1936,4913,62,31,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,431,430,424,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-2025,4875)| +10,432,EBPsy RVI,-1949,4775,44,12,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,433,432,424,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1976,4828)| +10,434,EBPsy Work Pressure,-1803,4878,50,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,435,434,430,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1836,4901)| +10,436,EBPsy Desired Completion Rate,-1734,4700,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,437,411,436,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1757,4641)| +10,438,EBPsy Desired Clinical Hours,-1765,4790,61,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,439,436,438,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1722,4737)| +1,440,438,434,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-1765,4816)| +10,441,EBPsy Maximum Completion Rate,-1693,4544,65,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,442,411,441,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1765,4558)| +1,443,441,420,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1661,4575)| +10,444,EBPsy Time per Appointment,-1645,4759,40,40,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,445,444,428,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1622,4705)| +1,446,444,438,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1697,4794)| +10,447,"EBPsy % of Hours per Service",-1306,5204,47,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,448,User EBPsy Appointment Supply,-1308,5151,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +10,449,EBPsy Actual Hours Available for Service,-1515,4879,60,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,450,449,434,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(-1633,4839)| +1,451,449,428,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-1480,4809)| +10,452,EBPsy Effect of Work Pressure on Overtime,-1643,4984,44,29,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,453,434,452,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1751,4945)| +1,454,452,449,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-1545,4943)| +12,455,0,-1661,4890,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,456,0,-644,538,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,456,0,-1659,4924,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Overtime Relieves Work Pressure Quickly -12,457,0,-891,271,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +12,457,0,-1906,4657,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,458,0,-891,307,97,25,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,458,0,-1906,4693,97,25,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Appointment Backlog Extends Return Visit Interval -10,459,EBPsy Appointments to Reschedule,-627,47,48,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,460,462,411,4,0,0,22,0,0,0,-1--1--1,,1|(-781,152)| -1,461,462,459,100,0,0,22,0,0,0,-1--1--1,,1|(-781,47)| -11,462,0,-781,99,6,8,34,3,0,0,2,0,0,0,0,0,0,0,0,0 -10,463,EBPsy Rescheduling Rate,-849,99,62,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,464,459,462,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-722,87)| -12,465,48,-445,46,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,466,468,459,4,0,0,22,0,0,0,-1--1--1,,1|(-547,46)| -1,467,468,465,100,0,0,22,0,0,0,-1--1--1,,1|(-479,46)| -11,468,0,-510,46,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,469,EBPsy True Missed Appointment Rate,-510,74,70,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,470,420,469,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-540,149)| -10,471,"Data True Missed Appointment % -> EBPsy",-133,70,59,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,472,471,504,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,473,432,411,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,474,EBPsy Official Hours Available for Service,-465,572,60,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -12,475,0,-451,184,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,459,EBPsy Appointments to Reschedule,-1642,4433,48,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,460,462,411,4,0,0,22,0,0,0,-1--1--1,,1|(-1796,4539)| +1,461,462,459,100,0,0,22,0,0,0,-1--1--1,,1|(-1796,4433)| +11,462,8956,-1796,4485,6,8,34,3,0,0,2,0,0,0,0,0,0,0,0,0 +10,463,EBPsy Rescheduling Rate,-1864,4485,62,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,464,459,462,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1737,4473)| +12,465,48,-1460,4432,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,466,468,459,4,0,0,22,0,0,0,-1--1--1,,1|(-1563,4432)| +1,467,468,465,100,0,0,22,0,0,0,-1--1--1,,1|(-1502,4432)| +11,468,48,-1525,4432,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,469,EBPsy True Missed Appointment Rate,-1525,4460,70,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,470,420,469,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1555,4535)| +10,471,"Data True Missed Appointment % -> EBPsy",-1148,4456,59,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,472,471,504,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1246,4457)| +1,473,432,411,0,0,0,0,0,64,1,-1--1--1,,1|(-1883,4701)| +10,474,EBPsy Official Hours Available for Service,-1480,4958,60,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +12,475,0,-1466,4570,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 R -12,476,0,-450,227,70,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,476,0,-1465,4613,70,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Fatigue Increases Missed Appointments -1,477,449,411,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,478,444,411,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,479,471,411,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,480,"User EBPsy True Missed Appointment %",-134,125,77,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,481,480,504,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -12,482,0,-554,382,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,477,449,411,0,0,0,0,0,64,1,-1--1--1,,1|(-1651,4747)| +1,478,444,411,0,0,0,0,0,64,1,-1--1--1,,1|(-1719,4685)| +1,479,471,411,0,0,0,0,0,64,1,-1--1--1,,1|(-1466,4530)| +10,480,"User EBPsy True Missed Appointment %",-1149,4511,77,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,481,480,504,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1255,4484)| +12,482,0,-1569,4768,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,483,0,-554,423,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,483,0,-1569,4809,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Overtime Relieves Work Pressure Slowly -1,484,474,449,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(-492,540)| -10,485,"Data Appointment Supply (median) -> EBPsy ",-300,709,62,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,486,485,474,1,0,43,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-415,670)| -1,487,474,447,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-469,695)| -12,488,0,-341,480,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 +1,484,474,449,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-1507,4926)| +10,485,"Data Appointment Supply (median) -> EBPsy ",-1315,5095,62,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,486,485,474,1,0,43,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-1430,5056)| +1,487,474,447,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1484,5081)| +12,488,0,-1356,4866,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 B -12,489,0,-338,514,60,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,489,0,-1353,4900,60,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Burnout Increases Clinican Quits -10,490,"Data Return Visit Interval (median) -> EBPsy",-872,464,65,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,491,User EBPsy Return Visit Interval,-836,422,48,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,492,491,432,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-889,424)| -1,493,490,432,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-909,434)| -1,494,448,474,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-439,698)| -10,495,Time,-936,349,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,496,495,432,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,497,Time,-465,652,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,498,497,474,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,499,EBPsy Hours for Calculating Total Official Team Hours,-171,691,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,500,485,499,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-219,715)| -1,501,448,499,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-194,749)| -10,502,Time,-171,743,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,503,502,499,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,504,"EBPsy Actual True Missed Appointment %",-341,71,59,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,505,504,469,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,506,Time,-343,33,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,507,506,504,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -1,508,436,421,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(-649,282)| -10,509,EBPsy RVI used when Completing,-825,357,66,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,510,432,509,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(-867,397)| -1,511,509,436,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(-758,348)| -10,512,EBPsy Patients in Service,889,354,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 -12,513,48,1067,353,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,514,516,513,4,0,0,22,0,0,0,-1--1--1,,1|(1032,353)| -1,515,516,512,100,0,0,22,0,0,0,-1--1--1,,1|(963,353)| -11,516,0,1002,353,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,517,EBPsy Ending Service Rate,1002,381,53,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -1,518,512,516,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(946,323)| -10,519,EBPsy Engagement Duration,890,594,50,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,520,519,558,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,521,EBPsy Difference between Actual and Standard RVI,698,112,74,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -10,522,EBPsy RVI,995,75,53,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,523,522,521,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(822,87)| -1,524,521,589,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(593,79)| -12,525,0,678,255,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,490,"Data Return Visit Interval (median) -> EBPsy",-1887,4850,65,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,491,User EBPsy Return Visit Interval,-1851,4808,48,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,492,491,432,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1904,4810)| +1,493,490,432,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1924,4820)| +1,494,448,474,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1454,5084)| +10,495,Time,-1951,4735,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,496,495,432,0,0,0,0,0,64,0,-1--1--1,,1|(-1951,4748)| +10,497,Time,-1480,5038,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,498,497,474,0,0,0,0,0,64,0,-1--1--1,,1|(-1480,5011)| +10,499,EBPsy Hours for Calculating Total Official Team Hours,-1186,5077,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,500,485,499,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1234,5101)| +1,501,448,499,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1209,5135)| +10,502,Time,-1186,5129,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,503,502,499,0,0,0,0,0,64,0,-1--1--1,,1|(-1186,5119)| +10,504,"EBPsy Actual True Missed Appointment %",-1356,4457,59,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,505,504,469,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1429,4459)| +10,506,Time,-1358,4419,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,507,506,504,0,0,0,0,0,64,0,-1--1--1,,1|(-1358,4425)| +1,508,436,421,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(-1664,4668)| +10,509,EBPsy RVI used when Completing,-1840,4743,66,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,510,432,509,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1882,4783)| +1,511,509,436,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1773,4734)| +10,512,EBPsy Patients in Service,-126,4740,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 +12,513,48,52,4739,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,514,516,513,4,0,0,22,0,0,0,-1--1--1,,1|(10,4739)| +1,515,516,512,100,0,0,22,0,0,0,-1--1--1,,1|(-53,4739)| +11,516,48,-13,4739,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,517,EBPsy Ending Service Rate,-13,4767,53,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +1,518,512,516,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-69,4709)| +10,519,EBPsy Engagement Duration,-125,4980,50,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,520,519,558,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-125,4914)| +10,521,EBPsy Difference between Actual and Standard RVI,-317,4498,74,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,522,EBPsy RVI,-20,4461,53,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,523,522,521,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-193,4473)| +1,524,521,589,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-422,4465)| +12,525,0,-337,4641,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,526,0,678,290,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,526,0,-337,4676,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Start Delays Affect Treatment Decisions -10,527,EBPsy Actual Return Visit Interval,998,139,53,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,528,527,521,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(842,115)| -10,529,EBPsy Appointments,1097,248,58,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,530,529,527,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(1074,184)| -10,531,EBPsy Completing Rate,1155,183,46,24,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,532,531,527,1,0,45,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(1092,145)| -10,533,EBPsy Effect of Start Delays on Treatment Decisions,532,200,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,534,EBPsy Patients per Appointment,448,805,65,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,535,EBPsy RVI,443,746,53,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -10,536,EBPsy Time per Appointment,596,755,54,24,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -10,537,EBPsy Demand per Patient per Week,435,690,62,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,538,EBPsy Actual Service Capacity,745,688,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,539,535,537,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(380,724)| -1,540,534,537,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(363,766)| -10,541,EBPsy Appointment Rate for Service Capacity,587,688,62,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,542,538,541,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(681,661)| -10,543,EBPsy Initial Patients,1254,357,49,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,544,537,543,0,0,0,0,0,128,1,-1--1--1,,1|(0,0)| -1,545,541,543,0,0,0,0,0,128,1,-1--1--1,,1|(0,0)| -10,546,EBPsy Patient Start Rate,698,595,56,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,547,EBPsy Patients Waiting to Start a Service,668,352,47,25,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,548,550,512,4,0,0,22,0,0,0,-1--1--1,,1|(811,353)| -1,549,550,547,100,0,0,22,0,0,0,-1--1--1,,1|(738,353)| -11,550,0,766,353,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,551,EBPsy Starting a Service Rate,766,381,63,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -12,552,48,496,352,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,553,555,547,4,0,0,22,0,0,0,-1--1--1,,1|(586,352)| -1,554,555,552,100,0,0,22,0,0,0,-1--1--1,,1|(522,352)| -11,555,0,544,352,6,8,34,131,0,0,1,0,0,0,0,0,0,0,0,0 -10,556,EBPsy Treatment Decision Rate,544,380,66,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -1,557,546,551,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(793,438)| -10,558,EBPsy Actual Engagement Time,891,449,53,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,559,558,517,1,0,45,13,2,192,0,-1--1--1,|||0-0-0,1|(947,376)| -12,560,0,1044,437,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 +10,527,EBPsy Actual Return Visit Interval,-17,4525,53,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,528,527,521,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-173,4501)| +10,529,EBPsy Appointments,82,4634,58,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,530,529,527,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(59,4570)| +10,531,EBPsy Completing Rate,140,4569,46,24,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,532,531,527,1,0,45,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(77,4531)| +10,533,EBPsy Effect of Start Delays on Treatment Decisions,-483,4586,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,534,EBPsy Patients per Appointment,-567,5191,65,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,535,EBPsy RVI,-572,5132,53,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +10,536,EBPsy Time per Appointment,-419,5141,54,24,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +10,537,EBPsy Demand per Patient per Week,-580,5076,62,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,538,EBPsy Actual Service Capacity,-270,5074,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,539,535,537,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(-635,5110)| +1,540,534,537,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-652,5152)| +10,541,EBPsy Appointment Rate for Service Capacity,-428,5074,62,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,542,538,541,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-334,5047)| +10,543,EBPsy Initial Patients,239,4743,49,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,544,537,543,0,0,0,0,0,128,1,-1--1--1,,1|(-170,4909)| +1,545,541,543,0,0,0,0,0,128,1,-1--1--1,,1|(-90,4905)| +10,546,EBPsy Patient Start Rate,-317,4981,56,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,547,EBPsy Patients Waiting to Start a Service,-347,4738,47,25,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,548,550,512,4,0,0,22,0,0,0,-1--1--1,,1|(-205,4739)| +1,549,550,547,100,0,0,22,0,0,0,-1--1--1,,1|(-278,4739)| +11,550,7064,-249,4739,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,551,EBPsy Starting a Service Rate,-249,4767,63,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +12,552,48,-519,4738,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,553,555,547,4,0,0,22,0,0,0,-1--1--1,,1|(-430,4738)| +1,554,555,552,100,0,0,22,0,0,0,-1--1--1,,1|(-486,4738)| +11,555,48,-471,4738,6,8,34,131,0,0,1,0,0,0,0,0,0,0,0,0 +10,556,EBPsy Treatment Decision Rate,-471,4766,66,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +1,557,546,551,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(-222,4824)| +10,558,EBPsy Actual Engagement Time,-124,4835,53,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,559,558,517,1,0,45,13,2,192,0,-1--1--1,|10||0-0-0,1|(-68,4762)| +12,560,0,29,4823,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 B -12,561,0,1046,470,59,20,8,7,0,0,-1,0,0,0,0,0,0,0,0,0 +12,561,0,31,4856,59,20,8,7,0,0,-1,0,0,0,0,0,0,0,0,0 Fatigue Increases Ending Early -10,562,EBPsy Service Proportions Balanced Across Team Variables,350,568,65,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,563,562,595,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(447,500)| -1,564,533,591,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(494,254)| -1,565,537,546,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(621,614)| -1,566,541,546,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(621,633)| -1,567,536,541,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(633,730)| -10,568,EBPsy Maximum Start Rate Service,487,24,65,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,569,547,568,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(576,114)| -1,570,568,550,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(582,103)| -1,571,519,546,0,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(0,0)| -10,572,"Data Service Proportions from Team Data -> EBPsy",718,498,64,30,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,573,572,595,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(622,478)| -10,574,EBPsy Delay to Starting Service,796,273,61,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,575,547,574,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(752,320)| -1,576,550,574,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(789,316)| -10,577,EBPsy Difference between Actual and Acceptable Start Delays,700,196,74,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,578,574,577,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(778,225)| -1,579,577,533,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(610,159)| -12,580,0,955,235,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,562,EBPsy Service Proportions Balanced Across Team Variables,-665,4954,65,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,563,562,595,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-568,4886)| +1,564,533,591,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-521,4640)| +1,565,537,546,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(-394,5000)| +1,566,541,546,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(-394,5019)| +1,567,536,541,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(-382,5116)| +10,568,EBPsy Maximum Start Rate Service,-528,4410,65,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,569,547,568,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-439,4500)| +1,570,568,550,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-433,4489)| +1,571,519,546,0,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(-211,4980)| +10,572,"Data Service Proportions from Team Data -> EBPsy",-297,4884,64,30,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,573,572,595,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-393,4864)| +10,574,EBPsy Delay to Starting Service,-219,4659,61,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,575,547,574,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-263,4706)| +1,576,550,574,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(-226,4702)| +10,577,EBPsy Difference between Actual and Acceptable Start Delays,-315,4582,74,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,578,574,577,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-237,4611)| +1,579,577,533,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-405,4545)| +12,580,0,-60,4621,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,581,0,956,270,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,581,0,-59,4656,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 RVI Delays Affect Treatment Decisions -1,582,543,512,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,583,Time,590,416,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,584,EBPsy Actual Hours Available for Service,764,748,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,585,584,538,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(805,723)| -10,586,"EBPsy Actual True Missed Appointment %",788,798,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,587,586,538,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(843,700)| -1,588,546,562,1,0,0,0,0,128,0,-1--1--1,,1|(439,584)| -10,589,EBPsy Effect of RVI Delays on Treatment Decisions,498,111,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,590,589,591,1,0,43,13,2,192,0,-1--1--1,|||0-0-0,1|(456,232)| -10,591,EBPsy Effect of Care Delays on Treatment Decisions,508,286,60,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,592,591,555,1,0,45,13,2,192,0,-1--1--1,|||0-0-0,1|(517,318)| -10,593,User EBPsy Service Proportions from Team Data,546,540,64,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,594,593,595,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(561,483)| -10,595,EBPsy Service Proportions,554,454,58,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,596,595,556,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,597,583,595,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,598,"Data Engagement Duration (median) -> EBPsy ",963,650,77,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,599,User EBPsy Engagement Duration,970,715,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,600,599,519,1,0,0,0,0,128,0,-1--1--1,,1|(870,666)| -1,601,598,519,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,602,Time,890,634,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,603,602,519,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,604,EBPsy Patients in Service,-1106,546,65,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,605,604,422,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-1131,470)| -10,606,"Total Appt. Supply",-127,818,48,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,607,606,447,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,608,"Effect of Long-Term Overtime on Burnout",-333,627,48,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,609,608,474,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,610,"Effect of Short-Term Overtime on Missed Appointments",-292,161,75,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,611,610,504,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,612,Effect of Fatigue on Patient's Engagement Time,974,542,89,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,613,612,558,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,614,Sensitivity of Scheduled Return Visit Interval to Work Pressure,-939,726,76,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,615,Sensitivity of Overtime to Work Pressure,-637,751,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,616,615,452,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,617,614,430,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,618,Sensitivity of Treatment Decisions to Existing Patient Care Delays,323,171,93,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,619,618,589,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,620,618,533,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,621,Minimum RVI,-677,110,61,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,622,621,441,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,623,Time to Change Scheduled RVI,-843,600,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,624,623,430,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,625,Time to Change Staff Hours,-738,663,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,626,625,452,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,627,Minimum Time to Schedule,305,20,63,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,628,627,568,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,629,Time to Perceive Internal Delays,144,167,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,630,629,589,1,0,0,0,0,128,0,-1--1--1,,1|(304,96)| -1,631,629,533,1,0,0,0,0,128,0,-1--1--1,,1|(267,222)| -10,632,Acceptable Delay to Starting Service,897,187,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,633,632,577,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,634,Time to Reschedule,-942,152,51,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,635,634,463,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,636,Review Rate,308,422,59,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,637,636,562,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,638,636,556,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,639,Intake Completion Rate,384,458,53,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,640,639,556,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,641,639,562,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,642,9,459,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,643,36,547,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,644,EBPsy Hours for Calculating Total Official Team Hours,-3,-1476,57,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,645,EBPsy Actual Hours Available for Service,-420,-1492,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,646,645,29,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,647,644,1,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,648,CC Appointments,-768,1155,57,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -12,649,48,-980,1153,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,650,652,648,4,0,0,22,0,0,0,-1--1--1,,1|(-864,1153)| -1,651,652,649,100,0,0,22,0,0,0,-1--1--1,,1|(-942,1153)| -11,652,0,-909,1153,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,653,CC Booking Rate,-909,1172,56,11,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -12,654,48,-554,1155,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,655,657,654,4,0,0,22,0,0,0,-1--1--1,,1|(-595,1155)| -1,656,657,648,100,0,0,22,0,0,0,-1--1--1,,1|(-675,1155)| -11,657,0,-633,1155,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,658,CC Completing Rate,-633,1183,50,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -10,659,"CC Current Pt Appts / week",-1050,1288,55,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,660,659,653,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1031,1235)| -10,661,CC Scheduled Return Visit Interval,-1021,1386,57,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,662,661,659,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(-1054,1343)| -10,663,CC Patients per Appointment,-1173,1374,41,41,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,664,663,659,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(-1151,1326)| -10,665,CC Potential Completion Rate,-526,1253,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,666,665,658,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(-565,1208)| -10,667,CC Effect of Work Pressure on Scheduled Return Visit Interval,-909,1461,62,31,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,668,667,661,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-998,1423)| -10,669,CC RVI,-922,1323,32,12,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,670,669,661,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-949,1376)| -10,671,CC Work Pressure,-776,1426,38,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,672,671,667,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-809,1449)| -10,673,CC Desired Completion Rate,-707,1248,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,674,648,673,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-730,1189)| -10,675,CC Desired Clinical Hours,-738,1338,62,20,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,676,673,675,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-695,1285)| -1,677,675,671,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-738,1364)| -10,678,CC Maximum Completion Rate,-666,1092,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,679,648,678,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-738,1106)| -1,680,678,657,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-634,1123)| -10,681,CC Time per Appointment,-618,1307,40,40,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,682,681,665,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-595,1253)| -1,683,681,675,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-670,1342)| -10,684,"CC % of Hours per Service",-279,1752,62,20,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,685,User CC Appointment Supply,-281,1699,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -10,686,CC Actual Hours Available for Service,-488,1427,64,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,687,686,671,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(-606,1387)| -1,688,686,665,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(-453,1357)| -10,689,CC Effect of Work Pressure on Overtime,-616,1532,44,29,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,690,671,689,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-724,1493)| -1,691,689,686,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-518,1491)| -12,692,0,-634,1438,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,582,543,512,0,0,0,0,0,64,1,-1--1--1,,1|(58,4741)| +10,583,Time,-425,4802,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,584,EBPsy Actual Hours Available for Service,-251,5134,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,585,584,538,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-210,5109)| +10,586,"EBPsy Actual True Missed Appointment %",-227,5184,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,587,586,538,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-172,5086)| +1,588,546,562,1,0,0,0,0,128,0,-1--1--1,,1|(-576,4970)| +10,589,EBPsy Effect of RVI Delays on Treatment Decisions,-517,4497,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,590,589,591,1,0,43,13,2,192,0,-1--1--1,|10||0-0-0,1|(-559,4618)| +10,591,EBPsy Effect of Care Delays on Treatment Decisions,-507,4672,60,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,592,591,555,1,0,45,13,2,192,0,-1--1--1,|10||0-0-0,1|(-498,4704)| +10,593,User EBPsy Service Proportions from Team Data,-469,4926,64,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,594,593,595,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-454,4869)| +10,595,EBPsy Service Proportions,-461,4840,58,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,596,595,556,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-465,4810)| +1,597,583,595,0,0,0,0,0,128,0,-1--1--1,,1|(-436,4813)| +10,598,"Data Engagement Duration (median) -> EBPsy ",-52,5036,77,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,599,User EBPsy Engagement Duration,-45,5101,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,600,599,519,1,0,0,0,0,128,0,-1--1--1,,1|(-145,5052)| +1,601,598,519,0,0,0,0,0,128,0,-1--1--1,,1|(-83,5012)| +10,602,Time,-125,5020,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,603,602,519,0,0,0,0,0,64,0,-1--1--1,,1|(-125,5013)| +10,604,EBPsy Patients in Service,-2121,4932,65,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,605,604,422,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-2146,4856)| +10,606,"Total Appt. Supply",-1142,5204,48,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,607,606,447,0,0,0,0,0,128,0,-1--1--1,,1|(-1218,5204)| +10,608,"Effect of Long-Term Overtime on Burnout",-1348,5013,48,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,609,608,474,0,0,0,0,0,128,0,-1--1--1,,1|(-1404,4990)| +10,610,"Effect of Short-Term Overtime on Missed Appointments",-1307,4547,75,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,611,610,504,0,0,0,0,0,128,0,-1--1--1,,1|(-1330,4506)| +10,612,Effect of Fatigue on Patient's Engagement Time,-41,4928,89,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,613,612,558,0,0,0,0,0,128,0,-1--1--1,,1|(-81,4883)| +10,614,Sensitivity of Scheduled Return Visit Interval to Work Pressure,-1954,5112,76,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,615,Sensitivity of Overtime to Work Pressure,-1652,5137,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,616,615,452,0,0,0,0,0,128,0,-1--1--1,,1|(-1649,5069)| +1,617,614,430,0,0,0,0,0,128,0,-1--1--1,,1|(-1947,5020)| +10,618,Sensitivity of Treatment Decisions to Existing Patient Care Delays,-692,4557,93,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,619,618,589,0,0,0,0,0,128,0,-1--1--1,,1|(-595,4524)| +1,620,618,533,0,0,0,0,0,128,0,-1--1--1,,1|(-575,4573)| +10,621,Minimum RVI,-1692,4496,61,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,622,621,441,0,0,0,0,0,128,0,-1--1--1,,1|(-1693,4511)| +10,623,Time to Change Scheduled RVI,-1858,4986,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,624,623,430,0,0,0,0,0,128,0,-1--1--1,,1|(-1885,4960)| +10,625,Time to Change Staff Hours,-1753,5049,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,626,625,452,0,0,0,0,0,128,0,-1--1--1,,1|(-1712,5024)| +10,627,Minimum Time to Schedule,-710,4406,63,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,628,627,568,0,0,0,0,0,128,0,-1--1--1,,1|(-627,4408)| +10,629,Time to Perceive Internal Delays,-871,4553,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,630,629,589,1,0,0,0,0,128,0,-1--1--1,,1|(-711,4482)| +1,631,629,533,1,0,0,0,0,128,0,-1--1--1,,1|(-748,4608)| +10,632,Acceptable Delay to Starting Service,-118,4573,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,633,632,577,0,0,0,0,0,128,0,-1--1--1,,1|(-205,4577)| +10,634,Time to Reschedule,-1957,4538,51,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,635,634,463,0,0,0,0,0,128,0,-1--1--1,,1|(-1920,4516)| +10,636,Review Rate,-707,4808,59,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,637,636,562,0,0,0,0,0,128,0,-1--1--1,,1|(-691,4865)| +1,638,636,556,0,0,0,0,0,128,0,-1--1--1,,1|(-600,4788)| +10,639,Intake Intake Completion Rate,-631,4844,53,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,640,639,556,0,0,0,0,0,128,0,-1--1--1,,1|(-554,4806)| +1,641,639,562,0,0,0,0,0,128,0,-1--1--1,,1|(-645,4889)| +1,642,9,459,0,0,0,0,0,64,1,-1--1--1,,1|(-992,3468)| +1,643,36,547,0,0,0,0,0,64,1,-1--1--1,,1|(-350,3836)| +10,644,EBPsy Hours for Calculating Total Official Team Hours,-1018,2910,57,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,645,EBPsy Actual Hours Available for Service,-1435,2894,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,646,645,29,0,0,0,0,0,128,0,-1--1--1,,1|(-1361,2841)| +1,647,644,1,0,0,0,0,0,128,0,-1--1--1,,1|(-1083,2846)| +10,648,CC Appointments,-1783,5541,57,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +12,649,48,-1995,5539,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,650,652,648,4,0,0,22,0,0,0,-1--1--1,,1|(-1879,5539)| +1,651,652,649,100,0,0,22,0,0,0,-1--1--1,,1|(-1950,5539)| +11,652,48,-1924,5539,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,653,CC Booking Rate,-1924,5558,56,11,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +12,654,48,-1569,5541,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,655,657,654,4,0,0,22,0,0,0,-1--1--1,,1|(-1618,5541)| +1,656,657,648,100,0,0,22,0,0,0,-1--1--1,,1|(-1690,5541)| +11,657,48,-1648,5541,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,658,CC Completing Rate,-1648,5569,50,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +10,659,"CC Current Pt Appts / week",-2065,5674,55,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,660,659,653,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-2046,5621)| +10,661,CC Scheduled Return Visit Interval,-2036,5772,57,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,662,661,659,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(-2069,5729)| +10,663,CC Patients per Appointment,-2188,5760,41,41,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,664,663,659,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-2166,5712)| +10,665,CC Potential Completion Rate,-1541,5639,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,666,665,658,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-1580,5594)| +10,667,CC Effect of Work Pressure on Scheduled Return Visit Interval,-1924,5847,62,31,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,668,667,661,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-2013,5809)| +10,669,CC RVI,-1937,5709,32,12,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,670,669,661,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1964,5762)| +10,671,CC Work Pressure,-1791,5812,38,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,672,671,667,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1824,5835)| +10,673,CC Desired Completion Rate,-1722,5634,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,674,648,673,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1745,5575)| +10,675,CC Desired Clinical Hours,-1753,5724,62,20,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,676,673,675,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1710,5671)| +1,677,675,671,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-1753,5750)| +10,678,CC Maximum Completion Rate,-1681,5478,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,679,648,678,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1753,5492)| +1,680,678,657,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1649,5509)| +10,681,CC Time per Appointment,-1633,5693,40,40,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,682,681,665,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1610,5639)| +1,683,681,675,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1685,5728)| +10,684,"CC % of Hours per Service",-1294,6138,62,20,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,685,User CC Appointment Supply,-1296,6085,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +10,686,CC Actual Hours Available for Service,-1503,5813,64,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,687,686,671,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(-1621,5773)| +1,688,686,665,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-1468,5743)| +10,689,CC Effect of Work Pressure on Overtime,-1631,5918,44,29,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,690,671,689,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1739,5879)| +1,691,689,686,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-1533,5877)| +12,692,0,-1649,5824,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,693,0,-632,1472,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,693,0,-1647,5858,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Overtime Relieves Work Pressure Quickly -12,694,0,-879,1205,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +12,694,0,-1894,5591,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,695,0,-879,1241,97,25,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,695,0,-1894,5627,97,25,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Appointment Backlog Extends Return Visit Interval -10,696,CC Appointments to Reschedule,-615,981,48,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,697,699,648,4,0,0,22,0,0,0,-1--1--1,,1|(-769,1086)| -1,698,699,696,100,0,0,22,0,0,0,-1--1--1,,1|(-769,981)| -11,699,0,-769,1033,6,8,34,3,0,0,2,0,0,0,0,0,0,0,0,0 -10,700,CC Rescheduling Rate,-831,1033,56,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,701,696,699,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-710,1021)| -12,702,48,-433,980,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,703,705,696,4,0,0,22,0,0,0,-1--1--1,,1|(-535,980)| -1,704,705,702,100,0,0,22,0,0,0,-1--1--1,,1|(-467,980)| -11,705,0,-498,980,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,706,CC True Missed Appointment Rate,-498,1008,61,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,707,657,706,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-528,1083)| -10,708,"Data True Missed Appointment % -> CC",-121,1004,59,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,709,708,741,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,710,669,648,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,711,CC Official Hours Available for Service,-453,1506,60,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -12,712,0,-439,1118,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,696,CC Appointments to Reschedule,-1630,5367,48,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,697,699,648,4,0,0,22,0,0,0,-1--1--1,,1|(-1784,5472)| +1,698,699,696,100,0,0,22,0,0,0,-1--1--1,,1|(-1784,5367)| +11,699,7834,-1784,5419,6,8,34,3,0,0,2,0,0,0,0,0,0,0,0,0 +10,700,CC Rescheduling Rate,-1846,5419,56,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,701,696,699,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1725,5407)| +12,702,48,-1448,5366,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,703,705,696,4,0,0,22,0,0,0,-1--1--1,,1|(-1551,5366)| +1,704,705,702,100,0,0,22,0,0,0,-1--1--1,,1|(-1490,5366)| +11,705,48,-1513,5366,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,706,CC True Missed Appointment Rate,-1513,5394,61,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,707,657,706,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1543,5469)| +10,708,"Data True Missed Appointment % -> CC",-1136,5390,59,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,709,708,741,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1233,5390)| +1,710,669,648,0,0,0,0,0,64,1,-1--1--1,,1|(-1871,5635)| +10,711,CC Official Hours Available for Service,-1468,5892,60,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +12,712,0,-1454,5504,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 R -12,713,0,-438,1161,70,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,713,0,-1453,5547,70,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Fatigue Increases Missed Appointments -1,714,686,648,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,715,681,648,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,716,708,648,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,717,"User CC True Missed Appointment %",-122,1059,59,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,718,717,741,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -12,719,0,-542,1316,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,714,686,648,0,0,0,0,0,64,1,-1--1--1,,1|(-1639,5681)| +1,715,681,648,0,0,0,0,0,64,1,-1--1--1,,1|(-1707,5619)| +1,716,708,648,0,0,0,0,0,64,1,-1--1--1,,1|(-1454,5463)| +10,717,"User CC True Missed Appointment %",-1137,5445,59,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,718,717,741,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1234,5419)| +12,719,0,-1557,5702,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,720,0,-542,1357,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,720,0,-1557,5743,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Overtime Relieves Work Pressure Slowly -1,721,711,686,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(-480,1474)| -10,722,"Data Appointment Supply (median) -> CC",-288,1643,62,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,723,722,711,1,0,43,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-403,1604)| -1,724,711,684,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-457,1629)| -12,725,0,-329,1414,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 +1,721,711,686,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-1495,5860)| +10,722,"Data Appointment Supply (median) -> CC",-1303,6029,62,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,723,722,711,1,0,43,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(-1418,5990)| +1,724,711,684,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-1472,6015)| +12,725,0,-1344,5800,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 B -12,726,0,-326,1448,60,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,726,0,-1341,5834,60,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Burnout Increases Clinican Quits -10,727,"Data Return Visit Interval (median) -> CC",-860,1398,65,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,728,User CC Return Visit Interval,-824,1356,61,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,729,728,669,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-877,1358)| -1,730,727,669,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-897,1368)| -1,731,685,711,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-427,1632)| -10,732,Time,-924,1283,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,733,732,669,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,734,Time,-453,1586,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,735,734,711,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,736,CC Hours for Calculating Total Official Team Hours,-48,1428,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,737,722,736,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-116,1540)| -1,738,685,736,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-57,1584)| -10,739,Time,-152,1631,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,740,739,736,1,0,0,0,0,64,0,-1--1--1,,1|(-87,1544)| -10,741,"CC Actual True Missed Appointment %",-329,1005,59,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,742,741,706,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,743,Time,-331,967,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,744,743,741,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -1,745,673,658,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(-637,1216)| -10,746,CC RVI used when Completing,-813,1291,71,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,747,669,746,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(-855,1331)| -1,748,746,673,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(-746,1282)| -10,749,CC Patients in Service,901,1288,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 -12,750,48,1079,1287,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,751,753,750,4,0,0,22,0,0,0,-1--1--1,,1|(1044,1287)| -1,752,753,749,100,0,0,22,0,0,0,-1--1--1,,1|(975,1287)| -11,753,0,1014,1287,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,754,CC Ending Service Rate,1014,1315,61,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -1,755,749,753,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(958,1257)| -10,756,CC Engagement Duration,902,1528,64,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,757,756,795,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,758,CC Difference between Actual and Standard RVI,710,1046,59,30,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -10,759,CC RVI,1007,1009,41,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,760,759,758,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(834,1021)| -1,761,758,826,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(605,1013)| -12,762,0,690,1189,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,727,"Data Return Visit Interval (median) -> CC",-1875,5784,65,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,728,User CC Return Visit Interval,-1839,5742,61,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,729,728,669,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1892,5744)| +1,730,727,669,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1912,5754)| +1,731,685,711,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1442,6018)| +10,732,Time,-1939,5669,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,733,732,669,0,0,0,0,0,64,0,-1--1--1,,1|(-1939,5682)| +10,734,Time,-1468,5972,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,735,734,711,0,0,0,0,0,64,0,-1--1--1,,1|(-1468,5945)| +10,736,CC Hours for Calculating Total Official Team Hours,-1063,5814,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,737,722,736,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1131,5926)| +1,738,685,736,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1072,5970)| +10,739,Time,-1167,6017,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,740,739,736,1,0,0,0,0,64,0,-1--1--1,,1|(-1102,5930)| +10,741,"CC Actual True Missed Appointment %",-1344,5391,59,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,742,741,706,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1421,5392)| +10,743,Time,-1346,5353,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,744,743,741,0,0,0,0,0,64,0,-1--1--1,,1|(-1346,5359)| +1,745,673,658,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(-1652,5602)| +10,746,CC RVI used when Completing,-1828,5677,71,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,747,669,746,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1870,5717)| +1,748,746,673,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-1761,5668)| +10,749,CC Patients in Service,-114,5674,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 +12,750,48,64,5673,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,751,753,750,4,0,0,22,0,0,0,-1--1--1,,1|(22,5673)| +1,752,753,749,100,0,0,22,0,0,0,-1--1--1,,1|(-41,5673)| +11,753,48,-1,5673,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,754,CC Ending Service Rate,-1,5701,61,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +1,755,749,753,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-57,5643)| +10,756,CC Engagement Duration,-113,5914,64,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,757,756,795,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-113,5851)| +10,758,CC Difference between Actual and Standard RVI,-305,5432,59,30,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,759,CC RVI,-8,5395,41,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,760,759,758,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-181,5407)| +1,761,758,826,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-410,5399)| +12,762,0,-325,5575,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,763,0,690,1224,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,763,0,-325,5610,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Start Delays Affect Treatment Decisions -10,764,CC Actual Return Visit Interval,1010,1073,66,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,765,764,758,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(854,1049)| -10,766,CC Appointments,1109,1182,58,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,767,766,764,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(1086,1118)| -10,768,CC Completing Rate,1167,1117,64,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,769,768,764,1,0,45,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(1104,1079)| -10,770,CC Effect of Start Delays on Treatment Decisions,544,1134,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,771,CC Patients per Appointment,460,1739,54,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,772,CC RVI,455,1680,41,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -10,773,CC Time per Appointment,608,1689,55,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -10,774,CC Demand per Patient per Week,447,1624,63,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,775,CC Actual Service Capacity,757,1622,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,776,772,774,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(392,1658)| -1,777,771,774,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(375,1700)| -10,778,CC Appointment Rate for Service Capacity,599,1622,64,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,779,775,778,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(693,1595)| -10,780,CC Initial Patients,1266,1291,37,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,781,774,780,0,0,0,0,0,128,1,-1--1--1,,1|(0,0)| -1,782,778,780,0,0,0,0,0,128,1,-1--1--1,,1|(0,0)| -10,783,CC Patient Start Rate,710,1529,63,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,784,CC Patients Waiting to Start a Service,680,1286,47,25,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,785,787,749,4,0,0,22,0,0,0,-1--1--1,,1|(823,1287)| -1,786,787,784,100,0,0,22,0,0,0,-1--1--1,,1|(750,1287)| -11,787,0,778,1287,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,788,CC Starting a Service Rate,778,1315,45,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -12,789,48,508,1286,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,790,792,784,4,0,0,22,0,0,0,-1--1--1,,1|(598,1286)| -1,791,792,789,100,0,0,22,0,0,0,-1--1--1,,1|(534,1286)| -11,792,0,556,1286,6,8,34,131,0,0,1,0,0,0,0,0,0,0,0,0 -10,793,CC Treatment Decision Rate,556,1314,47,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -1,794,783,788,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(805,1372)| -10,795,CC Actual Engagement Time,903,1383,50,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,796,795,754,1,0,45,13,2,192,0,-1--1--1,|||0-0-0,1|(959,1310)| -12,797,0,1056,1371,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 +10,764,CC Actual Return Visit Interval,-5,5459,66,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,765,764,758,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-161,5435)| +10,766,CC Appointments,94,5568,58,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,767,766,764,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(71,5504)| +10,768,CC Completing Rate,152,5503,64,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,769,768,764,1,0,45,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(89,5465)| +10,770,CC Effect of Start Delays on Treatment Decisions,-471,5520,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,771,CC Patients per Appointment,-555,6125,54,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,772,CC RVI,-560,6066,41,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +10,773,CC Time per Appointment,-407,6075,55,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +10,774,CC Demand per Patient per Week,-568,6010,63,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,775,CC Actual Service Capacity,-258,6008,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,776,772,774,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(-623,6044)| +1,777,771,774,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(-640,6086)| +10,778,CC Appointment Rate for Service Capacity,-416,6008,64,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,779,775,778,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-322,5981)| +10,780,CC Initial Patients,251,5677,37,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,781,774,780,0,0,0,0,0,128,1,-1--1--1,,1|(-154,5841)| +1,782,778,780,0,0,0,0,0,128,1,-1--1--1,,1|(-84,5842)| +10,783,CC Patient Start Rate,-305,5915,63,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,784,CC Patients Waiting to Start a Service,-335,5672,47,25,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,785,787,749,4,0,0,22,0,0,0,-1--1--1,,1|(-193,5673)| +1,786,787,784,100,0,0,22,0,0,0,-1--1--1,,1|(-266,5673)| +11,787,8032,-237,5673,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,788,CC Starting a Service Rate,-237,5701,45,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +12,789,48,-507,5672,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,790,792,784,4,0,0,22,0,0,0,-1--1--1,,1|(-418,5672)| +1,791,792,789,100,0,0,22,0,0,0,-1--1--1,,1|(-474,5672)| +11,792,48,-459,5672,6,8,34,131,0,0,1,0,0,0,0,0,0,0,0,0 +10,793,CC Treatment Decision Rate,-459,5700,47,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +1,794,783,788,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(-210,5758)| +10,795,CC Actual Engagement Time,-112,5769,50,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,796,795,754,1,0,45,13,2,192,0,-1--1--1,|10||0-0-0,1|(-56,5696)| +12,797,0,41,5757,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 B -12,798,0,1058,1404,59,20,8,7,0,0,-1,0,0,0,0,0,0,0,0,0 +12,798,0,43,5790,59,20,8,7,0,0,-1,0,0,0,0,0,0,0,0,0 Fatigue Increases Ending Early -10,799,CC Service Proportions Balanced Across Team Variables,362,1502,65,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,800,799,832,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(459,1434)| -1,801,770,828,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(506,1188)| -1,802,774,783,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(633,1548)| -1,803,778,783,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(633,1567)| -1,804,773,778,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(645,1664)| -10,805,CC Maximum Start Rate Service,499,958,53,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,806,784,805,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(590,1048)| -1,807,805,787,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(594,1037)| -1,808,756,783,0,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(0,0)| -10,809,"Data Service Proportions from Team Data -> CC",730,1432,64,30,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,810,809,832,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(634,1412)| -10,811,CC Delay to Starting Service,808,1207,61,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,812,784,811,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(766,1254)| -1,813,787,811,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(801,1250)| -10,814,CC Difference between Actual and Acceptable Start Delays,712,1130,60,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,815,811,814,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(790,1159)| -1,816,814,770,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(622,1093)| -12,817,0,967,1169,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,799,CC Service Proportions Balanced Across Team Variables,-653,5888,65,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,800,799,832,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-556,5820)| +1,801,770,828,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-509,5574)| +1,802,774,783,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(-382,5934)| +1,803,778,783,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(-382,5953)| +1,804,773,778,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(-370,6050)| +10,805,CC Maximum Start Rate Service,-516,5344,53,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,806,784,805,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-425,5434)| +1,807,805,787,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-421,5423)| +1,808,756,783,0,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(-203,5914)| +10,809,"Data Service Proportions from Team Data -> CC",-285,5818,64,30,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,810,809,832,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-381,5798)| +10,811,CC Delay to Starting Service,-207,5593,61,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,812,784,811,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-249,5640)| +1,813,787,811,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(-214,5636)| +10,814,CC Difference between Actual and Acceptable Start Delays,-303,5516,60,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,815,811,814,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-225,5545)| +1,816,814,770,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(-393,5479)| +12,817,0,-48,5555,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,818,0,968,1204,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,818,0,-47,5590,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 RVI Delays Affect Treatment Decisions -1,819,780,749,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,820,Time,602,1350,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,821,CC Actual Hours Available for Service,776,1682,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,822,821,775,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(817,1657)| -10,823,"CC Actual True Missed Appointment %",800,1732,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,824,823,775,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(855,1634)| -1,825,783,799,1,0,0,0,0,128,0,-1--1--1,,1|(451,1518)| -10,826,CC Effect of RVI Delays on Treatment Decisions,510,1045,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,827,826,828,1,0,43,13,2,192,0,-1--1--1,|||0-0-0,1|(468,1166)| -10,828,CC Effect of Care Delays on Treatment Decisions,520,1220,60,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,829,828,792,1,0,45,13,2,192,0,-1--1--1,|||0-0-0,1|(529,1252)| -10,830,User CC Service Proportions from Team Data,558,1474,81,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,831,830,832,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(573,1417)| -10,832,CC Service Proportions,566,1388,46,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,833,832,793,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,834,820,832,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,835,"Data Engagement Duration (median)-> CC",975,1584,58,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,836,User CC Engagement Duration,982,1649,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,837,836,756,1,0,0,0,0,128,0,-1--1--1,,1|(882,1600)| -1,838,835,756,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,839,Time,902,1568,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,840,839,756,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,841,CC Patients in Service,-1094,1480,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,842,841,659,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(-1119,1404)| -10,843,"Total Appt. Supply",-115,1752,48,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,844,843,684,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,845,"Effect of Long-Term Overtime on Burnout",-321,1561,48,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,846,845,711,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,847,"Effect of Short-Term Overtime on Missed Appointments",-280,1095,75,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,848,847,741,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,849,Effect of Fatigue on Patient's Engagement Time,986,1476,89,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,850,849,795,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,851,Sensitivity of Scheduled Return Visit Interval to Work Pressure,-927,1660,76,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,852,Sensitivity of Overtime to Work Pressure,-625,1685,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,853,852,689,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,854,851,667,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,855,Sensitivity of Treatment Decisions to Existing Patient Care Delays,335,1105,93,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,856,855,826,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,857,855,770,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,858,Minimum RVI,-665,1044,61,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,859,858,678,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,860,Time to Change Scheduled RVI,-831,1534,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,861,860,667,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,862,Time to Change Staff Hours,-726,1597,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,863,862,689,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,864,Minimum Time to Schedule,317,954,63,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,865,864,805,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,866,Time to Perceive Internal Delays,156,1101,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,867,866,826,1,0,0,0,0,128,0,-1--1--1,,1|(316,1030)| -1,868,866,770,1,0,0,0,0,128,0,-1--1--1,,1|(279,1156)| -10,869,Acceptable Delay to Starting Service,909,1121,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,870,869,814,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,871,Time to Reschedule,-930,1086,51,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,872,871,700,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,873,Review Rate,320,1356,59,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,874,873,799,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,875,873,793,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,876,Intake Completion Rate,396,1392,53,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,877,876,793,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,878,876,799,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,879,9,696,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,880,36,784,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,881,CC Hours for Calculating Total Official Team Hours,-25,-1421,63,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,882,CC Actual Hours Available for Service,-398,-1433,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,883,882,29,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,884,881,1,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,885,MM Appointments,2089,-791,57,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -12,886,48,1877,-793,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,887,889,885,4,0,0,22,0,0,0,-1--1--1,,1|(1993,-793)| -1,888,889,886,100,0,0,22,0,0,0,-1--1--1,,1|(1914,-793)| -11,889,0,1948,-793,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,890,MM Booking Rate,1948,-774,58,11,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -12,891,48,2303,-791,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,892,894,891,4,0,0,22,0,0,0,-1--1--1,,1|(2261,-791)| -1,893,894,885,100,0,0,22,0,0,0,-1--1--1,,1|(2182,-791)| -11,894,0,2224,-791,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,895,MM Completing Rate,2224,-763,52,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -10,896,"MM Current Pt Appts / week",1807,-658,56,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,897,896,890,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1826,-711)| -10,898,MM Scheduled Return Visit Interval,1836,-560,58,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,899,898,896,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(1803,-603)| -10,900,MM Patients per Appointment,1684,-572,41,41,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,901,900,896,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(1706,-620)| -10,902,MM Potential Completion Rate,2331,-693,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,903,902,895,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(2292,-738)| -10,904,MM Effect of Work Pressure on Scheduled Return Visit Interval,1948,-485,62,31,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,905,904,898,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1859,-523)| -10,906,MM RVI,1935,-623,33,12,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,907,906,898,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1908,-570)| -10,908,MM Work Pressure,2081,-520,39,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,909,908,904,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2048,-497)| -10,910,MM Desired Completion Rate,2150,-698,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,911,885,910,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2127,-757)| -10,912,MM Desired Clinical Hours,2119,-608,54,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,913,910,912,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2162,-661)| -1,914,912,908,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(2119,-582)| -10,915,MM Maximum Completion Rate,2191,-854,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,916,885,915,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2119,-840)| -1,917,915,894,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2223,-823)| -10,918,MM Time per Appointment,2239,-639,40,40,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,919,918,902,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2262,-693)| -1,920,918,912,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2187,-604)| -10,921,"MM % of Hours per Service",2578,-194,64,20,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,922,User MM Appointment Supply,2576,-247,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -10,923,MM Actual Hours Available for Service,2369,-519,65,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,924,923,908,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(2251,-559)| -1,925,923,902,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(2404,-589)| -10,926,MM Effect of Work Pressure on Overtime,2241,-414,44,29,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,927,908,926,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2133,-453)| -1,928,926,923,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(2339,-455)| -12,929,0,2223,-508,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,819,780,749,0,0,0,0,0,64,1,-1--1--1,,1|(76,5675)| +10,820,Time,-413,5736,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,821,CC Actual Hours Available for Service,-239,6068,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,822,821,775,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-198,6043)| +10,823,"CC Actual True Missed Appointment %",-215,6118,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,824,823,775,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(-160,6020)| +1,825,783,799,1,0,0,0,0,128,0,-1--1--1,,1|(-564,5904)| +10,826,CC Effect of RVI Delays on Treatment Decisions,-505,5431,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,827,826,828,1,0,43,13,2,192,0,-1--1--1,|10||0-0-0,1|(-547,5552)| +10,828,CC Effect of Care Delays on Treatment Decisions,-495,5606,60,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,829,828,792,1,0,45,13,2,192,0,-1--1--1,|10||0-0-0,1|(-486,5638)| +10,830,User CC Service Proportions from Team Data,-457,5860,81,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,831,830,832,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-442,5803)| +10,832,CC Service Proportions,-449,5774,46,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,833,832,793,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-453,5744)| +1,834,820,832,0,0,0,0,0,128,0,-1--1--1,,1|(-424,5747)| +10,835,"Data Engagement Duration (median)-> CC",-40,5970,58,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,836,User CC Engagement Duration,-33,6035,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,837,836,756,1,0,0,0,0,128,0,-1--1--1,,1|(-133,5986)| +1,838,835,756,0,0,0,0,0,128,0,-1--1--1,,1|(-79,5940)| +10,839,Time,-113,5954,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,840,839,756,0,0,0,0,0,64,0,-1--1--1,,1|(-113,5944)| +10,841,CC Patients in Service,-2109,5866,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,842,841,659,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(-2134,5790)| +10,843,"Total Appt. Supply",-1130,6138,48,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,844,843,684,0,0,0,0,0,128,0,-1--1--1,,1|(-1198,6138)| +10,845,"Effect of Long-Term Overtime on Burnout",-1336,5947,48,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,846,845,711,0,0,0,0,0,128,0,-1--1--1,,1|(-1392,5924)| +10,847,"Effect of Short-Term Overtime on Missed Appointments",-1295,5481,75,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,848,847,741,0,0,0,0,0,128,0,-1--1--1,,1|(-1318,5439)| +10,849,Effect of Fatigue on Patient's Engagement Time,-29,5862,89,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,850,849,795,0,0,0,0,0,128,0,-1--1--1,,1|(-69,5817)| +10,851,Sensitivity of Scheduled Return Visit Interval to Work Pressure,-1942,6046,76,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,852,Sensitivity of Overtime to Work Pressure,-1640,6071,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,853,852,689,0,0,0,0,0,128,0,-1--1--1,,1|(-1637,6003)| +1,854,851,667,0,0,0,0,0,128,0,-1--1--1,,1|(-1935,5954)| +10,855,Sensitivity of Treatment Decisions to Existing Patient Care Delays,-680,5491,93,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,856,855,826,0,0,0,0,0,128,0,-1--1--1,,1|(-583,5457)| +1,857,855,770,0,0,0,0,0,128,0,-1--1--1,,1|(-563,5506)| +10,858,Minimum RVI,-1680,5430,61,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,859,858,678,0,0,0,0,0,128,0,-1--1--1,,1|(-1681,5444)| +10,860,Time to Change Scheduled RVI,-1846,5920,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,861,860,667,0,0,0,0,0,128,0,-1--1--1,,1|(-1873,5894)| +10,862,Time to Change Staff Hours,-1741,5983,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,863,862,689,0,0,0,0,0,128,0,-1--1--1,,1|(-1700,5958)| +10,864,Minimum Time to Schedule,-698,5340,63,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,865,864,805,0,0,0,0,0,128,0,-1--1--1,,1|(-609,5341)| +10,866,Time to Perceive Internal Delays,-859,5487,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,867,866,826,1,0,0,0,0,128,0,-1--1--1,,1|(-699,5416)| +1,868,866,770,1,0,0,0,0,128,0,-1--1--1,,1|(-736,5542)| +10,869,Acceptable Delay to Starting Service,-106,5507,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,870,869,814,0,0,0,0,0,128,0,-1--1--1,,1|(-200,5510)| +10,871,Time to Reschedule,-1945,5472,51,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,872,871,700,0,0,0,0,0,128,0,-1--1--1,,1|(-1905,5449)| +10,873,Review Rate,-695,5742,59,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,874,873,799,0,0,0,0,0,128,0,-1--1--1,,1|(-679,5799)| +1,875,873,793,0,0,0,0,0,128,0,-1--1--1,,1|(-578,5721)| +10,876,Intake Intake Completion Rate,-619,5778,53,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,877,876,793,0,0,0,0,0,128,0,-1--1--1,,1|(-542,5740)| +1,878,876,799,0,0,0,0,0,128,0,-1--1--1,,1|(-633,5823)| +1,879,9,696,0,0,0,0,0,64,1,-1--1--1,,1|(-988,3935)| +1,880,36,784,0,0,0,0,0,64,1,-1--1--1,,1|(-344,4304)| +10,881,CC Hours for Calculating Total Official Team Hours,-1040,2965,63,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,882,CC Actual Hours Available for Service,-1413,2953,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,883,882,29,0,0,0,0,0,128,0,-1--1--1,,1|(-1350,2876)| +1,884,881,1,0,0,0,0,0,128,0,-1--1--1,,1|(-1094,2878)| +10,885,MM Appointments,1074,3595,57,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +12,886,48,862,3593,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,887,889,885,4,0,0,22,0,0,0,-1--1--1,,1|(978,3593)| +1,888,889,886,100,0,0,22,0,0,0,-1--1--1,,1|(907,3593)| +11,889,48,933,3593,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,890,MM Booking Rate,933,3612,58,11,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +12,891,48,1288,3595,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,892,894,891,4,0,0,22,0,0,0,-1--1--1,,1|(1239,3595)| +1,893,894,885,100,0,0,22,0,0,0,-1--1--1,,1|(1167,3595)| +11,894,48,1209,3595,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,895,MM Completing Rate,1209,3623,52,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +10,896,"MM Current Pt Appts / week",792,3728,56,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,897,896,890,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(811,3675)| +10,898,MM Scheduled Return Visit Interval,821,3826,58,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,899,898,896,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(788,3783)| +10,900,MM Patients per Appointment,669,3814,41,41,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,901,900,896,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(691,3766)| +10,902,MM Potential Completion Rate,1316,3693,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,903,902,895,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(1277,3648)| +10,904,MM Effect of Work Pressure on Scheduled Return Visit Interval,933,3901,62,31,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,905,904,898,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(844,3863)| +10,906,MM RVI,920,3763,33,12,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,907,906,898,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(893,3816)| +10,908,MM Work Pressure,1066,3866,39,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,909,908,904,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1033,3889)| +10,910,MM Desired Completion Rate,1135,3688,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,911,885,910,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1112,3629)| +10,912,MM Desired Clinical Hours,1104,3778,54,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,913,910,912,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1147,3725)| +1,914,912,908,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(1104,3804)| +10,915,MM Maximum Completion Rate,1176,3532,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,916,885,915,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1104,3546)| +1,917,915,894,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1208,3563)| +10,918,MM Time per Appointment,1224,3747,40,40,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,919,918,902,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1247,3693)| +1,920,918,912,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1172,3782)| +10,921,"MM % of Hours per Service",1563,4192,64,20,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,922,User MM Appointment Supply,1561,4139,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +10,923,MM Actual Hours Available for Service,1354,3867,65,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,924,923,908,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(1236,3827)| +1,925,923,902,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(1389,3797)| +10,926,MM Effect of Work Pressure on Overtime,1226,3972,44,29,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,927,908,926,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1118,3933)| +1,928,926,923,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(1324,3931)| +12,929,0,1208,3878,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,930,0,2225,-474,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,930,0,1210,3912,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Overtime Relieves Work Pressure Quickly -12,931,0,1978,-741,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +12,931,0,963,3645,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,932,0,1978,-705,97,25,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,932,0,963,3681,97,25,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Appointment Backlog Extends Return Visit Interval -10,933,MM Appointments to Reschedule,2242,-965,48,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,934,936,885,4,0,0,22,0,0,0,-1--1--1,,1|(2088,-860)| -1,935,936,933,100,0,0,22,0,0,0,-1--1--1,,1|(2088,-965)| -11,936,0,2088,-913,6,8,34,3,0,0,2,0,0,0,0,0,0,0,0,0 -10,937,MM Rescheduling Rate,2024,-913,58,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,938,933,936,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2147,-925)| -12,939,48,2424,-966,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,940,942,933,4,0,0,22,0,0,0,-1--1--1,,1|(2321,-966)| -1,941,942,939,100,0,0,22,0,0,0,-1--1--1,,1|(2389,-966)| -11,942,0,2359,-966,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,943,MM True Missed Appointment Rate,2359,-938,61,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,944,894,943,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2329,-863)| -10,945,"Data True Missed Appointment % -> MM",2736,-942,59,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,946,945,978,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,947,906,885,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,948,MM Official Hours Available for Service,2404,-440,60,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -12,949,0,2418,-828,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,933,MM Appointments to Reschedule,1227,3421,48,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,934,936,885,4,0,0,22,0,0,0,-1--1--1,,1|(1073,3527)| +1,935,936,933,100,0,0,22,0,0,0,-1--1--1,,1|(1073,3421)| +11,936,9396,1073,3473,6,8,34,3,0,0,2,0,0,0,0,0,0,0,0,0 +10,937,MM Rescheduling Rate,1009,3473,58,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,938,933,936,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1132,3461)| +12,939,48,1409,3420,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,940,942,933,4,0,0,22,0,0,0,-1--1--1,,1|(1306,3420)| +1,941,942,939,100,0,0,22,0,0,0,-1--1--1,,1|(1367,3420)| +11,942,48,1344,3420,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,943,MM True Missed Appointment Rate,1344,3448,61,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,944,894,943,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1314,3523)| +10,945,"Data True Missed Appointment % -> MM",1721,3444,59,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,946,945,978,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1624,3445)| +1,947,906,885,0,0,0,0,0,64,1,-1--1--1,,1|(986,3690)| +10,948,MM Official Hours Available for Service,1389,3946,60,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +12,949,0,1403,3558,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 R -12,950,0,2419,-785,70,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,950,0,1404,3601,70,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Fatigue Increases Missed Appointments -1,951,923,885,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,952,918,885,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,953,945,885,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,954,"User MM True Missed Appointment %",2735,-887,59,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,955,954,978,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -12,956,0,2315,-630,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,951,923,885,0,0,0,0,0,64,1,-1--1--1,,1|(1218,3736)| +1,952,918,885,0,0,0,0,0,64,1,-1--1--1,,1|(1150,3674)| +1,953,945,885,0,0,0,0,0,64,1,-1--1--1,,1|(1403,3518)| +10,954,"User MM True Missed Appointment %",1720,3499,59,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,955,954,978,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1623,3475)| +12,956,0,1300,3756,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,957,0,2315,-589,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,957,0,1300,3797,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Overtime Relieves Work Pressure Slowly -1,958,948,923,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(2377,-472)| -10,959,"Data Appointment Supply (median) -> MM",2569,-303,62,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,960,959,948,1,0,43,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(2454,-342)| -1,961,948,921,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2400,-317)| -12,962,0,2528,-532,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 +1,958,948,923,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(1362,3914)| +10,959,"Data Appointment Supply (median) -> MM",1554,4083,62,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,960,959,948,1,0,43,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(1439,4044)| +1,961,948,921,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1385,4069)| +12,962,0,1513,3854,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 B -12,963,0,2531,-498,60,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,963,0,1516,3888,60,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Burnout Increases Clinican Quits -10,964,"Data Return Visit Interval (median) -> MM",1997,-548,65,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,965,User MM Return Visit Interval,2033,-590,62,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,966,965,906,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(1980,-588)| -1,967,964,906,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(1960,-578)| -1,968,922,948,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2430,-314)| -10,969,Time,1933,-663,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,970,969,906,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,971,Time,2404,-360,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,972,971,948,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,973,MM Hours for Calculating Total Official Team Hours,2698,-321,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,974,959,973,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2650,-297)| -1,975,922,973,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2675,-263)| -10,976,Time,2698,-269,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,977,976,973,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,978,"MM Actual True Missed Appointment %",2528,-941,60,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,979,978,943,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,980,Time,2526,-979,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,981,980,978,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -1,982,910,895,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(2220,-730)| -10,983,MM RVI used when Completing,2044,-655,72,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,984,906,983,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(2002,-615)| -1,985,983,910,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(2111,-664)| -10,986,MM Patients in Service,3758,-658,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 -12,987,48,3936,-659,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,988,990,987,4,0,0,22,0,0,0,-1--1--1,,1|(3901,-659)| -1,989,990,986,100,0,0,22,0,0,0,-1--1--1,,1|(3831,-659)| -11,990,0,3871,-659,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,991,MM Ending Service Rate,3871,-631,43,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -1,992,986,990,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(3815,-689)| -10,993,MM Engagement Duration,3759,-418,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,994,993,1032,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,995,MM Difference between Actual and Standard RVI,3567,-900,59,30,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -10,996,MM RVI,3864,-937,42,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,997,996,995,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(3691,-925)| -1,998,995,1063,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3462,-933)| -12,999,0,3547,-757,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,964,"Data Return Visit Interval (median) -> MM",982,3838,65,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,965,User MM Return Visit Interval,1018,3796,62,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,966,965,906,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(965,3798)| +1,967,964,906,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(945,3808)| +1,968,922,948,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1415,4072)| +10,969,Time,918,3723,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,970,969,906,0,0,0,0,0,64,0,-1--1--1,,1|(918,3737)| +10,971,Time,1389,4026,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,972,971,948,0,0,0,0,0,64,0,-1--1--1,,1|(1389,3999)| +10,973,MM Hours for Calculating Total Official Team Hours,1683,4065,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,974,959,973,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1635,4089)| +1,975,922,973,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1660,4123)| +10,976,Time,1683,4117,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,977,976,973,0,0,0,0,0,64,0,-1--1--1,,1|(1683,4107)| +10,978,"MM Actual True Missed Appointment %",1513,3445,60,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,979,978,943,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1435,3447)| +10,980,Time,1511,3407,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,981,980,978,0,0,0,0,0,64,0,-1--1--1,,1|(1511,3413)| +1,982,910,895,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(1205,3656)| +10,983,MM RVI used when Completing,1029,3731,72,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,984,906,983,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(987,3771)| +1,985,983,910,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(1096,3722)| +10,986,MM Patients in Service,2743,3728,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 +12,987,48,2921,3727,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,988,990,987,4,0,0,22,0,0,0,-1--1--1,,1|(2879,3727)| +1,989,990,986,100,0,0,22,0,0,0,-1--1--1,,1|(2816,3727)| +11,990,48,2856,3727,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,991,MM Ending Service Rate,2856,3755,43,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +1,992,986,990,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2800,3697)| +10,993,MM Engagement Duration,2744,3968,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,994,993,1032,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2744,3906)| +10,995,MM Difference between Actual and Standard RVI,2552,3486,59,30,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,996,MM RVI,2849,3449,42,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,997,996,995,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(2676,3461)| +1,998,995,1063,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2447,3453)| +12,999,0,2532,3629,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,1000,0,3547,-722,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1000,0,2532,3664,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Start Delays Affect Treatment Decisions -10,1001,MM Actual Return Visit Interval,3867,-873,46,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1002,1001,995,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3711,-897)| -10,1003,MM Appointments,3966,-764,58,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,1004,1003,1001,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3943,-828)| -10,1005,MM Completing Rate,4024,-829,65,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,1006,1005,1001,1,0,45,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(3961,-867)| -10,1007,MM Effect of Start Delays on Treatment Decisions,3401,-812,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,1008,MM Patients per Appointment,3317,-207,54,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1009,MM RVI,3312,-266,42,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -10,1010,MM Time per Appointment,3465,-257,56,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -10,1011,MM Demand per Patient per Week,3304,-322,64,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,1012,MM Actual Service Capacity,3614,-324,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1013,1009,1011,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(3249,-288)| -1,1014,1008,1011,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(3232,-246)| -10,1015,MM Appointment Rate for Service Capacity,3456,-324,65,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1016,1012,1015,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3550,-351)| -10,1017,MM Initial Patients,4123,-655,38,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1018,1011,1017,0,0,0,0,0,128,1,-1--1--1,,1|(0,0)| -1,1019,1015,1017,0,0,0,0,0,128,1,-1--1--1,,1|(0,0)| -10,1020,MM Patient Start Rate,3567,-417,64,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,1021,MM Patients Waiting to Start a Service,3511,-651,47,25,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1022,1024,986,4,0,0,22,0,0,0,-1--1--1,,1|(3679,-659)| -1,1023,1024,1021,100,0,0,22,0,0,0,-1--1--1,,1|(3593,-659)| -11,1024,0,3635,-659,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,1025,MM Starting a Service Rate,3635,-631,47,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -12,1026,48,3365,-660,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1027,1029,1021,4,0,0,22,0,0,0,-1--1--1,,1|(3441,-660)| -1,1028,1029,1026,100,0,0,22,0,0,0,-1--1--1,,1|(3391,-660)| -11,1029,0,3413,-660,6,8,34,131,0,0,1,0,0,0,0,0,0,0,0,0 -10,1030,MM Treatment Decision Rate,3413,-632,49,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -1,1031,1020,1025,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(3662,-574)| -10,1032,MM Actual Engagement Time,3760,-563,50,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1033,1032,991,1,0,45,13,2,192,0,-1--1--1,|||0-0-0,1|(3816,-636)| -12,1034,0,3913,-575,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 +10,1001,MM Actual Return Visit Interval,2852,3513,46,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1002,1001,995,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2696,3489)| +10,1003,MM Appointments,2951,3622,58,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,1004,1003,1001,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2928,3558)| +10,1005,MM Completing Rate,3009,3557,65,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,1006,1005,1001,1,0,45,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(2946,3519)| +10,1007,MM Effect of Start Delays on Treatment Decisions,2386,3574,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,1008,MM Patients per Appointment,2302,4179,54,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1009,MM RVI,2297,4120,42,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +10,1010,MM Time per Appointment,2450,4129,56,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +10,1011,MM Demand per Patient per Week,2289,4064,64,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,1012,MM Actual Service Capacity,2599,4062,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1013,1009,1011,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(2234,4098)| +1,1014,1008,1011,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2217,4140)| +10,1015,MM Appointment Rate for Service Capacity,2441,4062,65,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1016,1012,1015,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2535,4035)| +10,1017,MM Initial Patients,3108,3731,38,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1018,1011,1017,0,0,0,0,0,128,1,-1--1--1,,1|(2702,3897)| +1,1019,1015,1017,0,0,0,0,0,128,1,-1--1--1,,1|(2773,3897)| +10,1020,MM Patient Start Rate,2552,3969,64,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,1021,MM Patients Waiting to Start a Service,2496,3735,47,25,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1022,1024,986,4,0,0,22,0,0,0,-1--1--1,,1|(2664,3727)| +1,1023,1024,1021,100,0,0,22,0,0,0,-1--1--1,,1|(2578,3727)| +11,1024,9330,2620,3727,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,1025,MM Starting a Service Rate,2620,3755,47,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +12,1026,48,2350,3726,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1027,1029,1021,4,0,0,22,0,0,0,-1--1--1,,1|(2426,3726)| +1,1028,1029,1026,100,0,0,22,0,0,0,-1--1--1,,1|(2383,3726)| +11,1029,48,2398,3726,6,8,34,131,0,0,1,0,0,0,0,0,0,0,0,0 +10,1030,MM Treatment Decision Rate,2398,3754,49,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +1,1031,1020,1025,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(2647,3812)| +10,1032,MM Actual Engagement Time,2745,3823,50,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1033,1032,991,1,0,45,13,2,192,0,-1--1--1,|10||0-0-0,1|(2801,3750)| +12,1034,0,2898,3811,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 B -12,1035,0,3915,-542,59,20,8,7,0,0,-1,0,0,0,0,0,0,0,0,0 +12,1035,0,2900,3844,59,20,8,7,0,0,-1,0,0,0,0,0,0,0,0,0 Fatigue Increases Ending Early -10,1036,MM Service Proportions Balanced Across Team Variables,3219,-444,65,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1037,1036,1069,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3316,-512)| -1,1038,1007,1065,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3363,-758)| -1,1039,1011,1020,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(3490,-398)| -1,1040,1015,1020,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(3490,-379)| -1,1041,1010,1015,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(3502,-282)| -10,1042,MM Maximum Start Rate Service,3356,-988,54,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1043,1021,1042,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3437,-893)| -1,1044,1042,1024,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3451,-909)| -1,1045,993,1020,0,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(0,0)| -10,1046,"Data Service Proportions from Team Data -> MM",3587,-514,64,30,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1047,1046,1069,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3491,-534)| -10,1048,MM Delay to Starting Service,3665,-739,61,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1049,1021,1048,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3613,-682)| -1,1050,1024,1048,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(3658,-696)| -10,1051,MM Difference between Actual and Acceptable Start Delays,3569,-816,60,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1052,1048,1051,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3647,-787)| -1,1053,1051,1007,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3479,-853)| -12,1054,0,3824,-777,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,1036,MM Service Proportions Balanced Across Team Variables,2204,3942,65,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1037,1036,1069,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2301,3874)| +1,1038,1007,1065,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2348,3628)| +1,1039,1011,1020,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(2475,3988)| +1,1040,1015,1020,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(2475,4007)| +1,1041,1010,1015,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(2487,4104)| +10,1042,MM Maximum Start Rate Service,2341,3398,54,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1043,1021,1042,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2422,3493)| +1,1044,1042,1024,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2436,3477)| +1,1045,993,1020,0,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(2654,3969)| +10,1046,"Data Service Proportions from Team Data -> MM",2572,3872,64,30,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,1047,1046,1069,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2476,3852)| +10,1048,MM Delay to Starting Service,2650,3647,61,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1049,1021,1048,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2598,3704)| +1,1050,1024,1048,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(2643,3690)| +10,1051,MM Difference between Actual and Acceptable Start Delays,2554,3570,60,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1052,1048,1051,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2632,3599)| +1,1053,1051,1007,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2464,3533)| +12,1054,0,2809,3609,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,1055,0,3825,-742,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1055,0,2810,3644,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 RVI Delays Affect Treatment Decisions -1,1056,1017,986,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,1057,Time,3459,-596,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1058,MM Actual Hours Available for Service,3633,-264,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1059,1058,1012,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3674,-289)| -10,1060,"MM Actual True Missed Appointment %",3657,-214,64,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1061,1060,1012,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(3712,-312)| -1,1062,1020,1036,1,0,0,0,0,128,0,-1--1--1,,1|(3308,-428)| -10,1063,MM Effect of RVI Delays on Treatment Decisions,3367,-901,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1064,1063,1065,1,0,43,13,2,192,0,-1--1--1,|||0-0-0,1|(3325,-780)| -10,1065,MM Effect of Care Delays on Treatment Decisions,3377,-726,60,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1066,1065,1029,1,0,45,13,2,192,0,-1--1--1,|||0-0-0,1|(3386,-694)| -10,1067,User MM Service Proportions from Team Data,3415,-472,66,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,1068,1067,1069,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3430,-529)| -10,1069,MM Service Proportions,3423,-558,47,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1070,1069,1030,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,1071,1057,1069,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1072,"Data Engagement Duration (median) -> MM",3832,-362,61,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,1073,User MM Engagement Duration,3839,-297,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,1074,1073,993,1,0,0,0,0,128,0,-1--1--1,,1|(3739,-346)| -1,1075,1072,993,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1076,Time,3759,-378,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1077,1076,993,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1078,MM Patients in Service,1763,-466,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1079,1078,896,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(1738,-542)| -10,1080,"Total Appt. Supply",2742,-194,48,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1081,1080,921,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1082,"Effect of Long-Term Overtime on Burnout",2536,-385,48,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1083,1082,948,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1084,"Effect of Short-Term Overtime on Missed Appointments",2577,-851,75,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1085,1084,978,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1086,Effect of Fatigue on Patient's Engagement Time,3863,-474,89,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1087,1086,1032,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1088,Sensitivity of Scheduled Return Visit Interval to Work Pressure,1930,-286,76,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1089,Sensitivity of Overtime to Work Pressure,2232,-261,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1090,1089,926,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1091,1088,904,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1092,Sensitivity of Treatment Decisions to Existing Patient Care Delays,3192,-841,93,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1093,1092,1063,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1094,1092,1007,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1095,Minimum RVI,2192,-902,61,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1096,1095,915,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1097,Time to Change Scheduled RVI,2026,-412,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1098,1097,904,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1099,Time to Change Staff Hours,2131,-349,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1100,1099,926,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1101,Minimum Time to Schedule,3174,-992,63,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1102,1101,1042,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1103,Time to Perceive Internal Delays,3013,-845,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1104,1103,1063,1,0,0,0,0,128,0,-1--1--1,,1|(3173,-916)| -1,1105,1103,1007,1,0,0,0,0,128,0,-1--1--1,,1|(3136,-790)| -10,1106,Acceptable Delay to Starting Service,3766,-825,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1107,1106,1051,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1108,Time to Reschedule,1927,-860,51,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1109,1108,937,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1110,Review Rate,3177,-590,59,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1111,1110,1036,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1112,1110,1030,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1113,Intake Completion Rate,3253,-554,53,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1114,1113,1030,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1115,1113,1036,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1116,9,933,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,1117,36,1021,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,1118,MM Hours for Calculating Total Official Team Hours,-35,-1379,63,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1119,MM Actual Hours Available for Service,-359,-1389,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1120,1119,29,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1121,1118,1,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1122,Adjunctive Appointments,2012,223,57,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -12,1123,48,1800,221,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1124,1126,1122,4,0,0,22,0,0,0,-1--1--1,,1|(1916,221)| -1,1125,1126,1123,100,0,0,22,0,0,0,-1--1--1,,1|(1837,221)| -11,1126,0,1871,221,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,1127,Adjunctive Booking Rate,1871,249,45,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -12,1128,48,2226,223,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1129,1131,1128,4,0,0,22,0,0,0,-1--1--1,,1|(2184,223)| -1,1130,1131,1122,100,0,0,22,0,0,0,-1--1--1,,1|(2105,223)| -11,1131,0,2147,223,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,1132,Adjunctive Completing Rate,2147,251,56,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -10,1133,"Adjunctive Current Pt Appts / week",1730,356,63,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1134,1133,1127,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1749,303)| -10,1135,Adjunctive Scheduled Return Visit Interval,1759,454,46,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1136,1135,1133,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(1726,411)| -10,1137,Adjunctive Patients per Appointment,1607,442,41,41,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1138,1137,1133,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(1629,394)| -10,1139,Adjunctive Potential Completion Rate,2254,321,64,24,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1140,1139,1132,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(2215,276)| -10,1141,Adjunctive Effect of Work Pressure on Scheduled Return Visit Interval,1871,529,62,31,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1142,1141,1135,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1782,491)| -10,1143,Adjunctive RVI,1858,391,56,12,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1144,1143,1135,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1831,444)| -10,1145,Adjunctive Work Pressure,2004,494,62,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1146,1145,1141,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1971,517)| -10,1147,Adjunctive Desired Completion Rate,2073,316,64,24,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1148,1122,1147,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2050,257)| -10,1149,Adjunctive Desired Clinical Hours,2042,406,61,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1150,1147,1149,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2085,353)| -1,1151,1149,1145,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(2042,432)| -10,1152,Adjunctive Maximum Completion Rate,2114,160,64,24,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1153,1122,1152,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2042,174)| -1,1154,1152,1131,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2146,191)| -10,1155,Adjunctive Time per Appointment,2162,375,40,40,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1156,1155,1139,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2185,321)| -1,1157,1155,1149,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2110,410)| -10,1158,"Adjunctive % of Hours per Service",2501,820,59,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,1159,User Adjunctive Appointment Supply,2499,767,60,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -10,1160,Adjunctive Actual Hours Available for Service,2292,495,65,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1161,1160,1145,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(2174,455)| -1,1162,1160,1139,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(2327,425)| -10,1163,Adjunctive Effect of Work Pressure on Overtime,2164,600,44,29,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1164,1145,1163,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2056,561)| -1,1165,1163,1160,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(2262,559)| -12,1166,0,2146,506,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1056,1017,986,0,0,0,0,0,64,1,-1--1--1,,1|(2933,3731)| +10,1057,Time,2444,3790,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1058,MM Actual Hours Available for Service,2618,4122,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1059,1058,1012,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2659,4097)| +10,1060,"MM Actual True Missed Appointment %",2642,4172,64,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1061,1060,1012,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(2697,4074)| +1,1062,1020,1036,1,0,0,0,0,128,0,-1--1--1,,1|(2293,3958)| +10,1063,MM Effect of RVI Delays on Treatment Decisions,2352,3485,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1064,1063,1065,1,0,43,13,2,192,0,-1--1--1,|10||0-0-0,1|(2310,3606)| +10,1065,MM Effect of Care Delays on Treatment Decisions,2362,3660,60,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1066,1065,1029,1,0,45,13,2,192,0,-1--1--1,|10||0-0-0,1|(2371,3692)| +10,1067,User MM Service Proportions from Team Data,2400,3914,66,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,1068,1067,1069,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2415,3857)| +10,1069,MM Service Proportions,2408,3828,47,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1070,1069,1030,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2404,3799)| +1,1071,1057,1069,0,0,0,0,0,128,0,-1--1--1,,1|(2433,3802)| +10,1072,"Data Engagement Duration (median) -> MM",2817,4024,61,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,1073,User MM Engagement Duration,2824,4089,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,1074,1073,993,1,0,0,0,0,128,0,-1--1--1,,1|(2724,4040)| +1,1075,1072,993,0,0,0,0,0,128,0,-1--1--1,,1|(2778,3995)| +10,1076,Time,2744,4008,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1077,1076,993,0,0,0,0,0,64,0,-1--1--1,,1|(2744,3998)| +10,1078,MM Patients in Service,748,3920,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1079,1078,896,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(723,3844)| +10,1080,"Total Appt. Supply",1727,4192,48,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1081,1080,921,0,0,0,0,0,128,0,-1--1--1,,1|(1660,4192)| +10,1082,"Effect of Long-Term Overtime on Burnout",1521,4001,48,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1083,1082,948,0,0,0,0,0,128,0,-1--1--1,,1|(1465,3979)| +10,1084,"Effect of Short-Term Overtime on Missed Appointments",1562,3535,75,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1085,1084,978,0,0,0,0,0,128,0,-1--1--1,,1|(1539,3494)| +10,1086,Effect of Fatigue on Patient's Engagement Time,2848,3912,89,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1087,1086,1032,0,0,0,0,0,128,0,-1--1--1,,1|(2798,3869)| +10,1088,Sensitivity of Scheduled Return Visit Interval to Work Pressure,915,4100,76,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1089,Sensitivity of Overtime to Work Pressure,1217,4125,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1090,1089,926,0,0,0,0,0,128,0,-1--1--1,,1|(1220,4058)| +1,1091,1088,904,0,0,0,0,0,128,0,-1--1--1,,1|(922,4009)| +10,1092,Sensitivity of Treatment Decisions to Existing Patient Care Delays,2177,3545,93,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1093,1092,1063,0,0,0,0,0,128,0,-1--1--1,,1|(2274,3512)| +1,1094,1092,1007,0,0,0,0,0,128,0,-1--1--1,,1|(2294,3561)| +10,1095,Minimum RVI,1177,3484,61,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1096,1095,915,0,0,0,0,0,128,0,-1--1--1,,1|(1176,3499)| +10,1097,Time to Change Scheduled RVI,1011,3974,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1098,1097,904,0,0,0,0,0,128,0,-1--1--1,,1|(984,3949)| +10,1099,Time to Change Staff Hours,1116,4037,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1100,1099,926,0,0,0,0,0,128,0,-1--1--1,,1|(1157,4013)| +10,1101,Minimum Time to Schedule,2159,3394,63,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1102,1101,1042,0,0,0,0,0,128,0,-1--1--1,,1|(2247,3396)| +10,1103,Time to Perceive Internal Delays,1998,3541,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1104,1103,1063,1,0,0,0,0,128,0,-1--1--1,,1|(2158,3470)| +1,1105,1103,1007,1,0,0,0,0,128,0,-1--1--1,,1|(2121,3596)| +10,1106,Acceptable Delay to Starting Service,2751,3561,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1107,1106,1051,0,0,0,0,0,128,0,-1--1--1,,1|(2657,3566)| +10,1108,Time to Reschedule,912,3526,51,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1109,1108,937,0,0,0,0,0,128,0,-1--1--1,,1|(951,3504)| +10,1110,Review Rate,2162,3796,59,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1111,1110,1036,0,0,0,0,0,128,0,-1--1--1,,1|(2178,3854)| +1,1112,1110,1030,0,0,0,0,0,128,0,-1--1--1,,1|(2278,3776)| +10,1113,Intake Intake Completion Rate,2238,3832,53,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1114,1113,1030,0,0,0,0,0,128,0,-1--1--1,,1|(2315,3795)| +1,1115,1113,1036,0,0,0,0,0,128,0,-1--1--1,,1|(2224,3878)| +1,1116,9,933,0,0,0,0,0,64,1,-1--1--1,,1|(426,2965)| +1,1117,36,1021,0,0,0,0,0,64,1,-1--1--1,,1|(1074,3343)| +10,1118,MM Hours for Calculating Total Official Team Hours,-1050,3007,63,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1119,MM Actual Hours Available for Service,-1374,2997,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1120,1119,29,0,0,0,0,0,128,0,-1--1--1,,1|(-1329,2903)| +1,1121,1118,1,0,0,0,0,0,128,0,-1--1--1,,1|(-1099,2900)| +10,1122,Adjunctive Appointments,997,4609,57,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +12,1123,48,785,4607,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1124,1126,1122,4,0,0,22,0,0,0,-1--1--1,,1|(901,4607)| +1,1125,1126,1123,100,0,0,22,0,0,0,-1--1--1,,1|(830,4607)| +11,1126,48,856,4607,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,1127,Adjunctive Booking Rate,856,4635,45,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +12,1128,48,1211,4609,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1129,1131,1128,4,0,0,22,0,0,0,-1--1--1,,1|(1162,4609)| +1,1130,1131,1122,100,0,0,22,0,0,0,-1--1--1,,1|(1090,4609)| +11,1131,48,1132,4609,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,1132,Adjunctive Completing Rate,1132,4637,56,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +10,1133,"Adjunctive Current Pt Appts / week",715,4742,63,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1134,1133,1127,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(734,4689)| +10,1135,Adjunctive Scheduled Return Visit Interval,744,4840,46,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1136,1135,1133,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(711,4797)| +10,1137,Adjunctive Patients per Appointment,592,4828,41,41,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1138,1137,1133,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(614,4780)| +10,1139,Adjunctive Potential Completion Rate,1239,4707,64,24,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1140,1139,1132,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(1200,4662)| +10,1141,Adjunctive Effect of Work Pressure on Scheduled Return Visit Interval,856,4915,62,31,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1142,1141,1135,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(767,4877)| +10,1143,Adjunctive RVI,843,4777,56,12,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1144,1143,1135,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(816,4830)| +10,1145,Adjunctive Work Pressure,989,4880,62,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1146,1145,1141,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(956,4903)| +10,1147,Adjunctive Desired Completion Rate,1058,4702,64,24,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1148,1122,1147,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1035,4643)| +10,1149,Adjunctive Desired Clinical Hours,1027,4792,61,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1150,1147,1149,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1070,4739)| +1,1151,1149,1145,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(1027,4818)| +10,1152,Adjunctive Maximum Completion Rate,1099,4546,64,24,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1153,1122,1152,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1027,4560)| +1,1154,1152,1131,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1131,4577)| +10,1155,Adjunctive Time per Appointment,1147,4761,40,40,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1156,1155,1139,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1170,4707)| +1,1157,1155,1149,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1095,4796)| +10,1158,"Adjunctive % of Hours per Service",1486,5206,59,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,1159,User Adjunctive Appointment Supply,1484,5153,60,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +10,1160,Adjunctive Actual Hours Available for Service,1277,4881,65,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1161,1160,1145,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(1159,4841)| +1,1162,1160,1139,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(1312,4811)| +10,1163,Adjunctive Effect of Work Pressure on Overtime,1149,4986,44,29,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1164,1145,1163,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1041,4947)| +1,1165,1163,1160,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(1247,4945)| +12,1166,0,1131,4892,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,1167,0,2148,540,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1167,0,1133,4926,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Overtime Relieves Work Pressure Quickly -12,1168,0,1901,273,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +12,1168,0,886,4659,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,1169,0,1901,309,97,25,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1169,0,886,4695,97,25,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Appointment Backlog Extends Return Visit Interval -10,1170,Adjunctive Appointments to Reschedule,2165,49,48,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1171,1173,1122,4,0,0,22,0,0,0,-1--1--1,,1|(2011,154)| -1,1172,1173,1170,100,0,0,22,0,0,0,-1--1--1,,1|(2011,49)| -11,1173,0,2011,101,6,8,34,3,0,0,2,0,0,0,0,0,0,0,0,0 -10,1174,Adjunctive Rescheduling Rate,1943,101,62,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,1175,1170,1173,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2070,89)| -12,1176,48,2347,48,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1177,1179,1170,4,0,0,22,0,0,0,-1--1--1,,1|(2244,48)| -1,1178,1179,1176,100,0,0,22,0,0,0,-1--1--1,,1|(2312,48)| -11,1179,0,2282,48,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,1180,Adjunctive True Missed Appointment Rate,2282,76,77,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,1181,1131,1180,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2252,151)| -10,1182,"Data True Missed Appointment % -> Adjunct",2659,72,59,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1183,1182,1215,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,1184,1143,1122,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,1185,Adjunctive Official Hours Available for Service,2327,574,52,30,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -12,1186,0,2341,186,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,1170,Adjunctive Appointments to Reschedule,1150,4435,48,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1171,1173,1122,4,0,0,22,0,0,0,-1--1--1,,1|(996,4541)| +1,1172,1173,1170,100,0,0,22,0,0,0,-1--1--1,,1|(996,4435)| +11,1173,4732,996,4487,6,8,34,3,0,0,2,0,0,0,0,0,0,0,0,0 +10,1174,Adjunctive Rescheduling Rate,928,4487,62,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,1175,1170,1173,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1055,4475)| +12,1176,48,1332,4434,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1177,1179,1170,4,0,0,22,0,0,0,-1--1--1,,1|(1229,4434)| +1,1178,1179,1176,100,0,0,22,0,0,0,-1--1--1,,1|(1290,4434)| +11,1179,48,1267,4434,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,1180,Adjunctive True Missed Appointment Rate,1267,4462,77,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,1181,1131,1180,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1237,4537)| +10,1182,"Data True Missed Appointment % -> Adjunct",1644,4458,59,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,1183,1182,1215,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1549,4459)| +1,1184,1143,1122,0,0,0,0,0,64,1,-1--1--1,,1|(909,4703)| +10,1185,Adjunctive Official Hours Available for Service,1312,4960,52,30,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +12,1186,0,1326,4572,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 R -12,1187,0,2342,229,70,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1187,0,1327,4615,70,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Fatigue Increases Missed Appointments -1,1188,1160,1122,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,1189,1155,1122,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,1190,1182,1122,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,1191,"User Adjunctive True Missed Appointment %",2658,127,60,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,1192,1191,1215,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -12,1193,0,2238,384,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1188,1160,1122,0,0,0,0,0,64,1,-1--1--1,,1|(1141,4749)| +1,1189,1155,1122,0,0,0,0,0,64,1,-1--1--1,,1|(1073,4687)| +1,1190,1182,1122,0,0,0,0,0,64,1,-1--1--1,,1|(1326,4532)| +10,1191,"User Adjunctive True Missed Appointment %",1643,4513,60,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,1192,1191,1215,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1548,4489)| +12,1193,0,1223,4770,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,1194,0,2238,425,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1194,0,1223,4811,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Overtime Relieves Work Pressure Slowly -1,1195,1185,1160,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(2300,542)| -10,1196,"Data Appointment Supply (median) -> Adjunct",2492,711,62,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1197,1196,1185,1,0,43,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(2377,672)| -1,1198,1185,1158,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2323,697)| -12,1199,0,2451,482,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 +1,1195,1185,1160,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(1285,4928)| +10,1196,"Data Appointment Supply (median) -> Adjunct",1477,5097,62,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,1197,1196,1185,1,0,43,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(1362,5058)| +1,1198,1185,1158,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1308,5083)| +12,1199,0,1436,4868,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 B -12,1200,0,2454,516,60,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1200,0,1439,4902,60,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Burnout Increases Clinican Quits -10,1201,"Data Return Visit Interval (median) -> Adjunct",1920,466,65,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,1202,User Adjunctive Return Visit Interval,1956,424,60,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,1203,1202,1143,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(1903,426)| -1,1204,1201,1143,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(1883,436)| -1,1205,1159,1185,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2353,700)| -10,1206,Time,1856,351,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1207,1206,1143,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1208,Time,2327,654,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1209,1208,1185,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1210,Adjunctive Hours for Calculating Total Official Team Hours,2782,560,64,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1211,1196,1210,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2690,661)| -1,1212,1159,1210,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2738,707)| -10,1213,Time,2621,745,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1214,1213,1210,1,0,0,0,0,64,0,-1--1--1,,1|(2711,686)| -10,1215,"Adjunctive Actual True Missed Appointment %",2451,73,65,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1216,1215,1180,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,1217,Time,2449,35,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1218,1217,1215,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -1,1219,1147,1132,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(2143,284)| -10,1220,Adjunctive RVI used when Completing,1967,359,56,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1221,1143,1220,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(1925,399)| -1,1222,1220,1147,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(2034,350)| -10,1223,Adjunctive Patients in Service,3681,356,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 -12,1224,48,3859,355,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1225,1227,1224,4,0,0,22,0,0,0,-1--1--1,,1|(3824,355)| -1,1226,1227,1223,100,0,0,22,0,0,0,-1--1--1,,1|(3754,355)| -11,1227,0,3794,355,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,1228,Adjunctive Ending Service Rate,3794,383,60,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -1,1229,1223,1227,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(3738,325)| -10,1230,Adjunctive Engagement Duration,3682,596,50,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1231,1230,1269,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,1232,Adjunctive Difference between Actual and Standard RVI,3490,114,76,30,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -10,1233,Adjunctive RVI,3787,77,65,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,1234,1233,1232,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(3614,89)| -1,1235,1232,1300,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3385,81)| -12,1236,0,3470,257,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,1201,"Data Return Visit Interval (median) -> Adjunct",905,4852,65,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,1202,User Adjunctive Return Visit Interval,941,4810,60,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,1203,1202,1143,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(888,4812)| +1,1204,1201,1143,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(868,4822)| +1,1205,1159,1185,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1338,5086)| +10,1206,Time,841,4737,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1207,1206,1143,0,0,0,0,0,64,0,-1--1--1,,1|(841,4750)| +10,1208,Time,1312,5040,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1209,1208,1185,0,0,0,0,0,64,0,-1--1--1,,1|(1312,5016)| +10,1210,Adjunctive Hours for Calculating Total Official Team Hours,1767,4946,64,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1211,1196,1210,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1675,5047)| +1,1212,1159,1210,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1723,5093)| +10,1213,Time,1606,5131,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1214,1213,1210,1,0,0,0,0,64,0,-1--1--1,,1|(1696,5072)| +10,1215,"Adjunctive Actual True Missed Appointment %",1436,4459,65,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1216,1215,1180,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1364,4461)| +10,1217,Time,1434,4421,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1218,1217,1215,0,0,0,0,0,64,0,-1--1--1,,1|(1434,4427)| +1,1219,1147,1132,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(1128,4670)| +10,1220,Adjunctive RVI used when Completing,952,4745,56,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1221,1143,1220,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(910,4785)| +1,1222,1220,1147,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(1019,4736)| +10,1223,Adjunctive Patients in Service,2666,4742,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 +12,1224,48,2844,4741,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1225,1227,1224,4,0,0,22,0,0,0,-1--1--1,,1|(2802,4741)| +1,1226,1227,1223,100,0,0,22,0,0,0,-1--1--1,,1|(2739,4741)| +11,1227,48,2779,4741,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,1228,Adjunctive Ending Service Rate,2779,4769,60,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +1,1229,1223,1227,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2723,4711)| +10,1230,Adjunctive Engagement Duration,2667,4982,50,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1231,1230,1269,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2667,4916)| +10,1232,Adjunctive Difference between Actual and Standard RVI,2475,4500,76,30,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,1233,Adjunctive RVI,2772,4463,65,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,1234,1233,1232,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(2599,4475)| +1,1235,1232,1300,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2370,4467)| +12,1236,0,2455,4643,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,1237,0,3470,292,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1237,0,2455,4678,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Start Delays Affect Treatment Decisions -10,1238,Adjunctive Actual Return Visit Interval,3790,141,65,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1239,1238,1232,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3634,117)| -10,1240,Adjunctive Appointments,3889,250,58,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,1241,1240,1238,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3866,186)| -10,1242,Adjunctive Completing Rate,3947,185,46,24,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,1243,1242,1238,1,0,45,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(3884,147)| -10,1244,Adjunctive Effect of Start Delays on Treatment Decisions,3324,202,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,1245,Adjunctive Patients per Appointment,3240,807,54,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1246,Adjunctive RVI,3235,748,65,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -10,1247,Adjunctive Time per Appointment,3388,757,65,24,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -10,1248,Adjunctive Demand per Patient per Week,3227,692,49,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,1249,Adjunctive Actual Service Capacity,3537,690,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1250,1246,1248,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(3172,726)| -1,1251,1245,1248,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(3155,768)| -10,1252,Adjunctive Appointment Rate for Service Capacity,3379,690,62,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1253,1249,1252,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3473,663)| -10,1254,Adjunctive Initial Patients,4046,359,61,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1255,1248,1254,0,0,0,0,0,128,1,-1--1--1,,1|(0,0)| -1,1256,1252,1254,0,0,0,0,0,128,1,-1--1--1,,1|(0,0)| -10,1257,Adjunctive Patient Start Rate,3490,597,49,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,1258,Adjunctive Patients Waiting to Start a Service,3460,354,47,25,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1259,1261,1223,4,0,0,22,0,0,0,-1--1--1,,1|(3602,355)| -1,1260,1261,1258,100,0,0,22,0,0,0,-1--1--1,,1|(3529,355)| -11,1261,0,3558,355,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,1262,Adjunctive Starting a Service Rate,3558,383,70,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -12,1263,48,3288,354,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1264,1266,1258,4,0,0,22,0,0,0,-1--1--1,,1|(3377,354)| -1,1265,1266,1263,100,0,0,22,0,0,0,-1--1--1,,1|(3314,354)| -11,1266,0,3336,354,6,8,34,131,0,0,1,0,0,0,0,0,0,0,0,0 -10,1267,Adjunctive Treatment Decision Rate,3336,382,73,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -1,1268,1257,1262,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(3585,440)| -10,1269,Adjunctive Actual Engagement Time,3683,451,65,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1270,1269,1228,1,0,45,13,2,192,0,-1--1--1,|||0-0-0,1|(3739,378)| -12,1271,0,3836,439,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 +10,1238,Adjunctive Actual Return Visit Interval,2775,4527,65,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1239,1238,1232,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2619,4503)| +10,1240,Adjunctive Appointments,2874,4636,58,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,1241,1240,1238,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2851,4572)| +10,1242,Adjunctive Completing Rate,2932,4571,46,24,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,1243,1242,1238,1,0,45,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(2869,4533)| +10,1244,Adjunctive Effect of Start Delays on Treatment Decisions,2309,4588,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,1245,Adjunctive Patients per Appointment,2225,5193,54,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1246,Adjunctive RVI,2220,5134,65,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +10,1247,Adjunctive Time per Appointment,2373,5143,65,24,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +10,1248,Adjunctive Demand per Patient per Week,2212,5078,49,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,1249,Adjunctive Actual Service Capacity,2522,5076,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1250,1246,1248,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(2157,5112)| +1,1251,1245,1248,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2140,5154)| +10,1252,Adjunctive Appointment Rate for Service Capacity,2364,5076,62,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1253,1249,1252,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2458,5049)| +10,1254,Adjunctive Initial Patients,3031,4745,61,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1255,1248,1254,0,0,0,0,0,128,1,-1--1--1,,1|(2617,4913)| +1,1256,1252,1254,0,0,0,0,0,128,1,-1--1--1,,1|(2702,4907)| +10,1257,Adjunctive Patient Start Rate,2475,4983,49,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,1258,Adjunctive Patients Waiting to Start a Service,2445,4740,47,25,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1259,1261,1223,4,0,0,22,0,0,0,-1--1--1,,1|(2587,4741)| +1,1260,1261,1258,100,0,0,22,0,0,0,-1--1--1,,1|(2514,4741)| +11,1261,4974,2543,4741,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,1262,Adjunctive Starting a Service Rate,2543,4769,70,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +12,1263,48,2273,4740,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1264,1266,1258,4,0,0,22,0,0,0,-1--1--1,,1|(2362,4740)| +1,1265,1266,1263,100,0,0,22,0,0,0,-1--1--1,,1|(2306,4740)| +11,1266,48,2321,4740,6,8,34,131,0,0,1,0,0,0,0,0,0,0,0,0 +10,1267,Adjunctive Treatment Decision Rate,2321,4768,73,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +1,1268,1257,1262,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(2570,4826)| +10,1269,Adjunctive Actual Engagement Time,2668,4837,65,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1270,1269,1228,1,0,45,13,2,192,0,-1--1--1,|10||0-0-0,1|(2724,4764)| +12,1271,0,2821,4825,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 B -12,1272,0,3838,472,59,20,8,7,0,0,-1,0,0,0,0,0,0,0,0,0 +12,1272,0,2823,4858,59,20,8,7,0,0,-1,0,0,0,0,0,0,0,0,0 Fatigue Increases Ending Early -10,1273,Adjunctive Service Proportions Balanced Across Team Variables,3142,570,70,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1274,1273,1306,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3239,502)| -1,1275,1244,1302,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3286,256)| -1,1276,1248,1257,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(3413,616)| -1,1277,1252,1257,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(3413,635)| -1,1278,1247,1252,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(3425,732)| -10,1279,Adjunctive Maximum Start Rate Service,3279,26,58,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1280,1258,1279,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3368,116)| -1,1281,1279,1261,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3374,105)| -1,1282,1230,1257,0,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(0,0)| -10,1283,"Data Service Proportions from Team Data -> Adjunct",3510,500,64,30,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1284,1283,1306,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3414,480)| -10,1285,Adjunctive Delay to Starting Service,3588,275,63,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1286,1258,1285,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3544,322)| -1,1287,1261,1285,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(3581,318)| -10,1288,Adjunctive Difference between Actual and Acceptable Start Delays,3492,198,73,36,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1289,1285,1288,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3570,227)| -1,1290,1288,1244,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3402,161)| -12,1291,0,3747,237,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,1273,Adjunctive Service Proportions Balanced Across Team Variables,2127,4956,70,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1274,1273,1306,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2224,4888)| +1,1275,1244,1302,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2271,4642)| +1,1276,1248,1257,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(2398,5002)| +1,1277,1252,1257,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(2398,5021)| +1,1278,1247,1252,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(2410,5118)| +10,1279,Adjunctive Maximum Start Rate Service,2264,4412,58,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1280,1258,1279,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2353,4502)| +1,1281,1279,1261,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2359,4491)| +1,1282,1230,1257,0,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(2577,4982)| +10,1283,"Data Service Proportions from Team Data -> Adjunct",2495,4886,64,30,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,1284,1283,1306,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2399,4866)| +10,1285,Adjunctive Delay to Starting Service,2573,4661,63,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1286,1258,1285,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2529,4708)| +1,1287,1261,1285,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(2566,4704)| +10,1288,Adjunctive Difference between Actual and Acceptable Start Delays,2477,4584,73,36,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1289,1285,1288,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2555,4613)| +1,1290,1288,1244,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2387,4547)| +12,1291,0,2732,4623,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,1292,0,3748,272,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1292,0,2733,4658,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 RVI Delays Affect Treatment Decisions -1,1293,1254,1223,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,1294,Time,3382,418,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1295,Adjunctive Actual Hours Available for Service,3556,750,50,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1296,1295,1249,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3597,725)| -10,1297,"Adjunctive Actual True Missed Appointment %",3580,800,63,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1298,1297,1249,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(3635,702)| -1,1299,1257,1273,1,0,0,0,0,128,0,-1--1--1,,1|(3231,586)| -10,1300,Adjunctive Effect of RVI Delays on Treatment Decisions,3290,113,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1301,1300,1302,1,0,43,13,2,192,0,-1--1--1,|||0-0-0,1|(3248,234)| -10,1302,Adjunctive Effect of Care Delays on Treatment Decisions,3300,288,63,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1303,1302,1266,1,0,45,13,2,192,0,-1--1--1,|||0-0-0,1|(3309,320)| -10,1304,User Adjunctive Service Proportions from Team Data,3338,542,64,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,1305,1304,1306,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3353,485)| -10,1306,Adjunctive Service Proportions,3346,456,46,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1307,1306,1267,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,1308,1294,1306,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1309,"Data Engagement Duration (median) -> Adjunct",3755,652,77,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,1310,User Adjunctive Engagement Duration,3762,717,60,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,1311,1310,1230,1,0,0,0,0,128,0,-1--1--1,,1|(3662,668)| -1,1312,1309,1230,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1313,Time,3682,636,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1314,1313,1230,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1315,Adjunctive Patients in Service,1686,548,46,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1316,1315,1133,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(1661,472)| -10,1317,"Total Appt. Supply",2665,820,48,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1318,1317,1158,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1319,"Effect of Long-Term Overtime on Burnout",2459,629,48,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1320,1319,1185,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1321,"Effect of Short-Term Overtime on Missed Appointments",2500,163,75,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1322,1321,1215,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1323,Effect of Fatigue on Patient's Engagement Time,3766,544,89,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1324,1323,1269,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1325,Sensitivity of Scheduled Return Visit Interval to Work Pressure,1853,728,76,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1326,Sensitivity of Overtime to Work Pressure,2155,753,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1327,1326,1163,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1328,1325,1141,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1329,Sensitivity of Treatment Decisions to Existing Patient Care Delays,3115,173,93,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1330,1329,1300,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1331,1329,1244,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1332,Minimum RVI,2115,112,61,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1333,1332,1152,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1334,Time to Change Scheduled RVI,1949,602,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1335,1334,1141,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1336,Time to Change Staff Hours,2054,665,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1337,1336,1163,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1338,Minimum Time to Schedule,3097,22,63,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1339,1338,1279,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1340,Time to Perceive Internal Delays,2936,169,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1341,1340,1300,1,0,0,0,0,128,0,-1--1--1,,1|(3096,98)| -1,1342,1340,1244,1,0,0,0,0,128,0,-1--1--1,,1|(3059,224)| -10,1343,Acceptable Delay to Starting Service,3689,189,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1344,1343,1288,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1345,Time to Reschedule,1850,154,51,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1346,1345,1174,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1347,Review Rate,3100,424,59,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1348,1347,1273,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1349,1347,1267,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1350,Intake Completion Rate,3176,460,53,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1351,1350,1267,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1352,1350,1273,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1353,9,1170,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,1354,36,1258,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,1355,Adjunctive Actual Hours Available for Service,-320,-1335,50,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1356,Adjunctive Hours for Calculating Total Official Team Hours,-67,-1319,74,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1357,1356,1,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1358,1355,29,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1359,Group Appointments,2112,1153,57,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -12,1360,48,1900,1151,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1361,1363,1359,4,0,0,22,0,0,0,-1--1--1,,1|(2016,1151)| -1,1362,1363,1360,100,0,0,22,0,0,0,-1--1--1,,1|(1937,1151)| -11,1363,0,1971,1151,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,1364,Group Booking Rate,1971,1179,49,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -12,1365,48,2326,1153,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1366,1368,1365,4,0,0,22,0,0,0,-1--1--1,,1|(2284,1153)| -1,1367,1368,1359,100,0,0,22,0,0,0,-1--1--1,,1|(2205,1153)| -11,1368,0,2247,1153,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,1369,Group Completing Rate,2247,1181,60,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -10,1370,"Group Current Pt Appts / week",1830,1286,64,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1371,1370,1364,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1849,1233)| -10,1372,Group Scheduled Return Visit Interval,1859,1384,46,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1373,1372,1370,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(1826,1341)| -10,1374,Group Patients per Appointment,1707,1372,41,41,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1375,1374,1370,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(1729,1324)| -10,1376,Group Potential Completion Rate,2354,1251,64,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1377,1376,1369,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(2315,1206)| -10,1378,Group Effect of Work Pressure on Scheduled Return Visit Interval,1971,1459,62,31,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1379,1378,1372,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1882,1421)| -10,1380,Group RVI,1958,1321,42,12,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1381,1380,1372,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1931,1374)| -10,1382,Group Work Pressure,2104,1424,48,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1383,1382,1378,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2071,1447)| -10,1384,Group Desired Completion Rate,2173,1246,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1385,1359,1384,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2150,1187)| -10,1386,Group Desired Clinical Hours,2142,1336,57,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1387,1384,1386,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2185,1283)| -1,1388,1386,1382,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(2142,1362)| -10,1389,Group Maximum Completion Rate,2214,1090,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1390,1359,1389,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2142,1104)| -1,1391,1389,1368,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2246,1121)| -10,1392,Group Time per Appointment,2260,1314,60,60,6,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1393,1392,1376,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2281,1256)| -1,1394,1392,1386,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2208,1345)| -10,1395,"Group % of Hours per Service",2601,1750,45,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,1396,User Group Appointment Supply,2599,1697,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -10,1397,Group Actual Hours Available for Service,2392,1425,60,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1398,1397,1382,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(2274,1385)| -1,1399,1397,1376,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(2427,1355)| -10,1400,Group Effect of Work Pressure on Overtime,2264,1530,44,29,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1401,1382,1400,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2156,1491)| -1,1402,1400,1397,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(2362,1489)| -12,1403,0,2246,1436,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1293,1254,1223,0,0,0,0,0,64,1,-1--1--1,,1|(2844,4743)| +10,1294,Time,2367,4804,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1295,Adjunctive Actual Hours Available for Service,2541,5136,50,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1296,1295,1249,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2582,5111)| +10,1297,"Adjunctive Actual True Missed Appointment %",2565,5186,63,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1298,1297,1249,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(2620,5088)| +1,1299,1257,1273,1,0,0,0,0,128,0,-1--1--1,,1|(2216,4972)| +10,1300,Adjunctive Effect of RVI Delays on Treatment Decisions,2275,4499,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1301,1300,1302,1,0,43,13,2,192,0,-1--1--1,|10||0-0-0,1|(2233,4620)| +10,1302,Adjunctive Effect of Care Delays on Treatment Decisions,2285,4674,63,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1303,1302,1266,1,0,45,13,2,192,0,-1--1--1,|10||0-0-0,1|(2294,4706)| +10,1304,User Adjunctive Service Proportions from Team Data,2323,4928,64,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,1305,1304,1306,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2338,4871)| +10,1306,Adjunctive Service Proportions,2331,4842,46,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1307,1306,1267,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2326,4809)| +1,1308,1294,1306,0,0,0,0,0,128,0,-1--1--1,,1|(2360,4813)| +10,1309,"Data Engagement Duration (median) -> Adjunct",2740,5038,77,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,1310,User Adjunctive Engagement Duration,2747,5103,60,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,1311,1310,1230,1,0,0,0,0,128,0,-1--1--1,,1|(2647,5054)| +1,1312,1309,1230,0,0,0,0,0,128,0,-1--1--1,,1|(2709,5014)| +10,1313,Time,2667,5022,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1314,1313,1230,0,0,0,0,0,64,0,-1--1--1,,1|(2667,5015)| +10,1315,Adjunctive Patients in Service,671,4934,46,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1316,1315,1133,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(646,4858)| +10,1317,"Total Appt. Supply",1650,5206,48,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1318,1317,1158,0,0,0,0,0,128,0,-1--1--1,,1|(1580,5206)| +10,1319,"Effect of Long-Term Overtime on Burnout",1444,5015,48,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1320,1319,1185,0,0,0,0,0,128,0,-1--1--1,,1|(1386,4990)| +10,1321,"Effect of Short-Term Overtime on Missed Appointments",1485,4549,75,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1322,1321,1215,0,0,0,0,0,128,0,-1--1--1,,1|(1462,4508)| +10,1323,Effect of Fatigue on Patient's Engagement Time,2751,4930,89,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1324,1323,1269,0,0,0,0,0,128,0,-1--1--1,,1|(2711,4885)| +10,1325,Sensitivity of Scheduled Return Visit Interval to Work Pressure,838,5114,76,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1326,Sensitivity of Overtime to Work Pressure,1140,5139,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1327,1326,1163,0,0,0,0,0,128,0,-1--1--1,,1|(1143,5071)| +1,1328,1325,1141,0,0,0,0,0,128,0,-1--1--1,,1|(845,5022)| +10,1329,Sensitivity of Treatment Decisions to Existing Patient Care Delays,2100,4559,93,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1330,1329,1300,0,0,0,0,0,128,0,-1--1--1,,1|(2197,4526)| +1,1331,1329,1244,0,0,0,0,0,128,0,-1--1--1,,1|(2217,4575)| +10,1332,Minimum RVI,1100,4498,61,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1333,1332,1152,0,0,0,0,0,128,0,-1--1--1,,1|(1100,4510)| +10,1334,Time to Change Scheduled RVI,934,4988,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1335,1334,1141,0,0,0,0,0,128,0,-1--1--1,,1|(907,4962)| +10,1336,Time to Change Staff Hours,1039,5051,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1337,1336,1163,0,0,0,0,0,128,0,-1--1--1,,1|(1080,5026)| +10,1338,Minimum Time to Schedule,2082,4408,63,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1339,1338,1279,0,0,0,0,0,128,0,-1--1--1,,1|(2168,4410)| +10,1340,Time to Perceive Internal Delays,1921,4555,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1341,1340,1300,1,0,0,0,0,128,0,-1--1--1,,1|(2081,4484)| +1,1342,1340,1244,1,0,0,0,0,128,0,-1--1--1,,1|(2044,4610)| +10,1343,Acceptable Delay to Starting Service,2674,4575,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1344,1343,1288,0,0,0,0,0,128,0,-1--1--1,,1|(2587,4579)| +10,1345,Time to Reschedule,835,4540,51,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1346,1345,1174,0,0,0,0,0,128,0,-1--1--1,,1|(872,4518)| +10,1347,Review Rate,2085,4810,59,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1348,1347,1273,0,0,0,0,0,128,0,-1--1--1,,1|(2101,4867)| +1,1349,1347,1267,0,0,0,0,0,128,0,-1--1--1,,1|(2189,4791)| +10,1350,Intake Intake Completion Rate,2161,4846,53,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1351,1350,1267,0,0,0,0,0,128,0,-1--1--1,,1|(2238,4808)| +1,1352,1350,1273,0,0,0,0,0,128,0,-1--1--1,,1|(2147,4891)| +1,1353,9,1170,0,0,0,0,0,64,1,-1--1--1,,1|(392,3469)| +1,1354,36,1258,0,0,0,0,0,64,1,-1--1--1,,1|(1040,3841)| +10,1355,Adjunctive Actual Hours Available for Service,-1335,3051,50,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1356,Adjunctive Hours for Calculating Total Official Team Hours,-1082,3067,74,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1357,1356,1,0,0,0,0,0,128,0,-1--1--1,,1|(-1116,2932)| +1,1358,1355,29,0,0,0,0,0,128,0,-1--1--1,,1|(-1305,2929)| +10,1359,Group Appointments,1097,5539,57,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +12,1360,48,885,5537,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1361,1363,1359,4,0,0,22,0,0,0,-1--1--1,,1|(1001,5537)| +1,1362,1363,1360,100,0,0,22,0,0,0,-1--1--1,,1|(930,5537)| +11,1363,48,956,5537,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,1364,Group Booking Rate,956,5565,49,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +12,1365,48,1311,5539,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1366,1368,1365,4,0,0,22,0,0,0,-1--1--1,,1|(1262,5539)| +1,1367,1368,1359,100,0,0,22,0,0,0,-1--1--1,,1|(1190,5539)| +11,1368,48,1232,5539,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,1369,Group Completing Rate,1232,5567,60,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +10,1370,"Group Current Pt Appts / week",815,5672,64,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1371,1370,1364,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(834,5619)| +10,1372,Group Scheduled Return Visit Interval,844,5770,46,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1373,1372,1370,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(811,5727)| +10,1374,Group Patients per Appointment,692,5758,41,41,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1375,1374,1370,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(714,5710)| +10,1376,Group Potential Completion Rate,1339,5637,64,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1377,1376,1369,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(1300,5592)| +10,1378,Group Effect of Work Pressure on Scheduled Return Visit Interval,956,5845,62,31,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1379,1378,1372,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(867,5807)| +10,1380,Group RVI,943,5707,42,12,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1381,1380,1372,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(916,5760)| +10,1382,Group Work Pressure,1089,5810,48,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1383,1382,1378,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1056,5833)| +10,1384,Group Desired Completion Rate,1158,5632,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1385,1359,1384,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1135,5573)| +10,1386,Group Desired Clinical Hours,1127,5722,57,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1387,1384,1386,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1170,5669)| +1,1388,1386,1382,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(1127,5748)| +10,1389,Group Maximum Completion Rate,1199,5476,64,18,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1390,1359,1389,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1127,5490)| +1,1391,1389,1368,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1231,5507)| +10,1392,Group Time per Appointment,1245,5700,60,60,6,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1393,1392,1376,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1266,5642)| +1,1394,1392,1386,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1193,5731)| +10,1395,"Group % of Hours per Service",1586,6136,45,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,1396,User Group Appointment Supply,1584,6083,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +10,1397,Group Actual Hours Available for Service,1377,5811,60,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1398,1397,1382,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(1259,5771)| +1,1399,1397,1376,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(1412,5741)| +10,1400,Group Effect of Work Pressure on Overtime,1249,5916,44,29,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1401,1382,1400,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1141,5877)| +1,1402,1400,1397,1,0,43,13,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(1347,5875)| +12,1403,0,1231,5822,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,1404,0,2248,1470,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1404,0,1233,5856,77,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Overtime Relieves Work Pressure Quickly -12,1405,0,2001,1203,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +12,1405,0,986,5589,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,1406,0,2001,1239,97,25,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1406,0,986,5625,97,25,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Appointment Backlog Extends Return Visit Interval -10,1407,Group Appointments to Reschedule,2265,979,48,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1408,1410,1359,4,0,0,22,0,0,0,-1--1--1,,1|(2111,1084)| -1,1409,1410,1407,100,0,0,22,0,0,0,-1--1--1,,1|(2111,979)| -11,1410,0,2111,1031,6,8,34,3,0,0,2,0,0,0,0,0,0,0,0,0 -10,1411,Group Rescheduling Rate,2043,1031,62,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,1412,1407,1410,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2170,1019)| -12,1413,48,2447,978,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1414,1416,1407,4,0,0,22,0,0,0,-1--1--1,,1|(2344,978)| -1,1415,1416,1413,100,0,0,22,0,0,0,-1--1--1,,1|(2412,978)| -11,1416,0,2382,978,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,1417,Group True Missed Appointment Rate,2382,1006,62,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 -1,1418,1368,1417,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2352,1081)| -10,1419,"Data True Missed Appointment % -> Group",2759,1002,59,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1420,1419,1452,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,1421,1380,1359,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,1422,Group Official Hours Available for Service,2427,1504,60,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -12,1423,0,2441,1116,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,1407,Group Appointments to Reschedule,1250,5365,48,23,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1408,1410,1359,4,0,0,22,0,0,0,-1--1--1,,1|(1096,5470)| +1,1409,1410,1407,100,0,0,22,0,0,0,-1--1--1,,1|(1096,5365)| +11,1410,5832,1096,5417,6,8,34,3,0,0,2,0,0,0,0,0,0,0,0,0 +10,1411,Group Rescheduling Rate,1028,5417,62,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,1412,1407,1410,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1155,5405)| +12,1413,48,1432,5364,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1414,1416,1407,4,0,0,22,0,0,0,-1--1--1,,1|(1329,5364)| +1,1415,1416,1413,100,0,0,22,0,0,0,-1--1--1,,1|(1390,5364)| +11,1416,48,1367,5364,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,1417,Group True Missed Appointment Rate,1367,5392,62,20,40,3,0,0,-1,0,0,0,0,0,0,0,0,0 +1,1418,1368,1417,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1337,5467)| +10,1419,"Data True Missed Appointment % -> Group",1744,5388,59,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,1420,1419,1452,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1647,5388)| +1,1421,1380,1359,0,0,0,0,0,64,1,-1--1--1,,1|(1009,5633)| +10,1422,Group Official Hours Available for Service,1412,5890,60,24,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +12,1423,0,1426,5502,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 R -12,1424,0,2442,1159,70,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1424,0,1427,5545,70,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Fatigue Increases Missed Appointments -1,1425,1397,1359,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,1426,1392,1359,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,1427,1419,1359,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,1428,"User Group True Missed Appointment %",2758,1057,63,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,1429,1428,1452,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -12,1430,0,2338,1314,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1425,1397,1359,0,0,0,0,0,64,1,-1--1--1,,1|(1241,5679)| +1,1426,1392,1359,0,0,0,0,0,64,1,-1--1--1,,1|(1166,5614)| +1,1427,1419,1359,0,0,0,0,0,64,1,-1--1--1,,1|(1426,5461)| +10,1428,"User Group True Missed Appointment %",1743,5443,63,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,1429,1428,1452,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1644,5417)| +12,1430,0,1323,5700,15,15,5,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,1431,0,2338,1355,68,16,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1431,0,1323,5741,68,16,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Overtime Relieves Work Pressure Slowly -1,1432,1422,1397,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(2400,1472)| -10,1433,"Data Appointment Supply (median) -> Group",2592,1641,62,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1434,1433,1422,1,0,43,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(2477,1602)| -1,1435,1422,1395,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2423,1627)| -12,1436,0,2551,1412,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 +1,1432,1422,1397,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(1385,5858)| +10,1433,"Data Appointment Supply (median) -> Group",1577,6027,62,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,1434,1433,1422,1,0,43,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(1462,5988)| +1,1435,1422,1395,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1408,6013)| +12,1436,0,1536,5798,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 B -12,1437,0,2554,1446,60,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1437,0,1539,5832,60,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Burnout Increases Clinican Quits -10,1438,"Data Return Visit Interval (median) -> Group",2020,1396,65,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,1439,User Group Return Visit Interval,2056,1354,46,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,1440,1439,1380,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2003,1356)| -1,1441,1438,1380,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(1983,1366)| -1,1442,1396,1422,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2453,1630)| -10,1443,Time,1956,1281,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1444,1443,1380,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1445,Time,2427,1584,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1446,1445,1422,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1447,Group Hours for Calculating Total Official Team Hours,2801,1465,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1448,1433,1447,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2740,1566)| -1,1449,1396,1447,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(2791,1600)| -10,1450,Time,2721,1675,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1451,1450,1447,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1452,"Group Actual True Missed Appointment %",2551,1003,59,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1453,1452,1417,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,1454,Time,2549,965,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1455,1454,1452,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -1,1456,1384,1369,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(2243,1214)| -10,1457,Group RVI used when Completing,2067,1289,66,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1458,1380,1457,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(2025,1329)| -1,1459,1457,1384,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(2134,1280)| -10,1460,Group Patients in Service,3781,1286,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 -12,1461,48,3959,1285,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1462,1464,1461,4,0,0,22,0,0,0,-1--1--1,,1|(3924,1285)| -1,1463,1464,1460,100,0,0,22,0,0,0,-1--1--1,,1|(3854,1285)| -11,1464,0,3894,1285,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,1465,Group Ending Service Rate,3894,1313,45,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -1,1466,1460,1464,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(3838,1255)| -10,1467,Group Engagement Duration,3782,1526,50,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1468,1467,1506,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -10,1469,Group Difference between Actual and Standard RVI,3590,1044,65,30,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -10,1470,Group RVI,3887,1007,51,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,1471,1470,1469,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(3714,1019)| -1,1472,1469,1537,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3485,1011)| -12,1473,0,3570,1187,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,1438,"Data Return Visit Interval (median) -> Group",1005,5782,65,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,1439,User Group Return Visit Interval,1041,5740,46,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,1440,1439,1380,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(988,5742)| +1,1441,1438,1380,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(968,5752)| +1,1442,1396,1422,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1438,6016)| +10,1443,Time,941,5667,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1444,1443,1380,0,0,0,0,0,64,0,-1--1--1,,1|(941,5680)| +10,1445,Time,1412,5970,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1446,1445,1422,0,0,0,0,0,64,0,-1--1--1,,1|(1412,5943)| +10,1447,Group Hours for Calculating Total Official Team Hours,1786,5851,63,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1448,1433,1447,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1725,5952)| +1,1449,1396,1447,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1776,5986)| +10,1450,Time,1706,6061,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1451,1450,1447,0,0,0,0,0,64,0,-1--1--1,,1|(1739,5971)| +10,1452,"Group Actual True Missed Appointment %",1536,5389,59,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1453,1452,1417,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(1460,5390)| +10,1454,Time,1534,5351,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1455,1454,1452,0,0,0,0,0,64,0,-1--1--1,,1|(1534,5357)| +1,1456,1384,1369,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(1228,5600)| +10,1457,Group RVI used when Completing,1052,5675,66,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1458,1380,1457,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(1010,5715)| +1,1459,1457,1384,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(1119,5666)| +10,1460,Group Patients in Service,2766,5672,40,20,3,3,0,0,0,0,0,0,0,0,0,0,0,0 +12,1461,48,2944,5671,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1462,1464,1461,4,0,0,22,0,0,0,-1--1--1,,1|(2902,5671)| +1,1463,1464,1460,100,0,0,22,0,0,0,-1--1--1,,1|(2839,5671)| +11,1464,48,2879,5671,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,1465,Group Ending Service Rate,2879,5699,45,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +1,1466,1460,1464,1,0,43,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2823,5641)| +10,1467,Group Engagement Duration,2767,5912,50,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1468,1467,1506,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2767,5846)| +10,1469,Group Difference between Actual and Standard RVI,2575,5430,65,30,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,1470,Group RVI,2872,5393,51,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,1471,1470,1469,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(2699,5405)| +1,1472,1469,1537,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2470,5397)| +12,1473,0,2555,5573,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,1474,0,3570,1222,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1474,0,2555,5608,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 Start Delays Affect Treatment Decisions -10,1475,Group Actual Return Visit Interval,3890,1071,51,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1476,1475,1469,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3734,1047)| -10,1477,Group Appointments,3989,1180,58,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,1478,1477,1475,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3966,1116)| -10,1479,Group Completing Rate,4047,1115,46,24,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -1,1480,1479,1475,1,0,45,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(3984,1077)| -10,1481,Group Effect of Start Delays on Treatment Decisions,3424,1132,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,1482,Group Patients per Appointment,3340,1737,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1483,Group RVI,3335,1678,51,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -10,1484,Group Time per Appointment,3488,1687,65,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 -10,1485,Group Demand per Patient per Week,3327,1622,59,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,1486,Group Actual Service Capacity,3637,1620,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1487,1483,1485,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(3272,1656)| -1,1488,1482,1485,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(3255,1698)| -10,1489,Group Appointment Rate for Service Capacity,3479,1620,62,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1490,1486,1489,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3573,1593)| -10,1491,Group Initial Patients,4146,1289,47,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1492,1485,1491,0,0,0,0,0,128,1,-1--1--1,,1|(0,0)| -1,1493,1489,1491,0,0,0,0,0,128,1,-1--1--1,,1|(0,0)| -10,1494,Group Patient Start Rate,3590,1527,54,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,1495,Group Patients Waiting to Start a Service,3560,1284,47,25,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1496,1498,1460,4,0,0,22,0,0,0,-1--1--1,,1|(3702,1285)| -1,1497,1498,1495,100,0,0,22,0,0,0,-1--1--1,,1|(3629,1285)| -11,1498,0,3658,1285,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 -10,1499,Group Starting a Service Rate,3658,1313,55,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -12,1500,48,3388,1284,10,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 -1,1501,1503,1495,4,0,0,22,0,0,0,-1--1--1,,1|(3477,1284)| -1,1502,1503,1500,100,0,0,22,0,0,0,-1--1--1,,1|(3414,1284)| -11,1503,0,3436,1284,6,8,34,131,0,0,1,0,0,0,0,0,0,0,0,0 -10,1504,Group Treatment Decision Rate,3436,1312,58,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 -1,1505,1494,1499,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(3685,1370)| -10,1506,Group Actual Engagement Time,3783,1381,51,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1507,1506,1465,1,0,45,13,2,192,0,-1--1--1,|||0-0-0,1|(3839,1308)| -12,1508,0,3936,1369,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 +10,1475,Group Actual Return Visit Interval,2875,5457,51,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1476,1475,1469,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2719,5433)| +10,1477,Group Appointments,2974,5566,58,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,1478,1477,1475,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2951,5502)| +10,1479,Group Completing Rate,3032,5501,46,24,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +1,1480,1479,1475,1,0,45,0,42,64,0,-1--1--1,Meiryo|10||0-0-0,1|(2969,5463)| +10,1481,Group Effect of Start Delays on Treatment Decisions,2409,5518,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,1482,Group Patients per Appointment,2325,6123,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1483,Group RVI,2320,6064,51,12,8,130,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +10,1484,Group Time per Appointment,2473,6073,65,18,8,2,0,43,-1,0,0,0,128-128-128,0-0-0,Meiryo|10||128-128-128,0,0,0,0,0,0 +10,1485,Group Demand per Patient per Week,2312,6008,59,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,1486,Group Actual Service Capacity,2622,6006,65,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1487,1483,1485,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(2257,6042)| +1,1488,1482,1485,1,0,45,0,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(2240,6084)| +10,1489,Group Appointment Rate for Service Capacity,2464,6006,62,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1490,1486,1489,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2558,5979)| +10,1491,Group Initial Patients,3131,5675,47,18,8,131,0,40,0,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1492,1485,1491,0,0,0,0,0,128,1,-1--1--1,,1|(2721,5841)| +1,1493,1489,1491,0,0,0,0,0,128,1,-1--1--1,,1|(2802,5837)| +10,1494,Group Patient Start Rate,2575,5913,54,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,1495,Group Patients Waiting to Start a Service,2545,5670,47,25,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1496,1498,1460,4,0,0,22,0,0,0,-1--1--1,,1|(2687,5671)| +1,1497,1498,1495,100,0,0,22,0,0,0,-1--1--1,,1|(2614,5671)| +11,1498,3852,2643,5671,6,8,34,3,0,0,1,0,0,0,0,0,0,0,0,0 +10,1499,Group Starting a Service Rate,2643,5699,55,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +12,1500,48,2373,5670,25,15,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +1,1501,1503,1495,4,0,0,22,0,0,0,-1--1--1,,1|(2462,5670)| +1,1502,1503,1500,100,0,0,22,0,0,0,-1--1--1,,1|(2406,5670)| +11,1503,48,2421,5670,6,8,34,131,0,0,1,0,0,0,0,0,0,0,0,0 +10,1504,Group Treatment Decision Rate,2421,5698,58,20,40,131,0,0,-1,0,0,0,0,0,0,0,0,0 +1,1505,1494,1499,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(2670,5756)| +10,1506,Group Actual Engagement Time,2768,5767,51,24,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1507,1506,1465,1,0,45,13,2,192,0,-1--1--1,|10||0-0-0,1|(2824,5694)| +12,1508,0,2921,5755,15,15,5,135,0,0,-1,0,0,0,0,0,0,0,0,0 B -12,1509,0,3938,1402,59,20,8,7,0,0,-1,0,0,0,0,0,0,0,0,0 +12,1509,0,2923,5788,59,20,8,7,0,0,-1,0,0,0,0,0,0,0,0,0 Fatigue Increases Ending Early -10,1510,Group Service Proportions Balanced Across Team Variables,3242,1500,65,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1511,1510,1543,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3339,1432)| -1,1512,1481,1539,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3386,1186)| -1,1513,1485,1494,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(3513,1546)| -1,1514,1489,1494,1,0,43,0,2,64,0,-1--1--1,|||0-0-0,1|(3513,1565)| -1,1515,1484,1489,1,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(3525,1662)| -10,1516,Group Maximum Start Rate Service,3379,956,63,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1517,1495,1516,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3468,1046)| -1,1518,1516,1498,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3474,1035)| -1,1519,1467,1494,0,0,45,0,2,64,0,-1--1--1,|||0-0-0,1|(0,0)| -10,1520,"Data Service Proportions from Team Data -> Group",3610,1430,64,30,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1521,1520,1543,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3514,1410)| -10,1522,Group Delay to Starting Service,3688,1205,61,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1523,1495,1522,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3644,1252)| -1,1524,1498,1522,1,0,45,13,2,64,0,-1--1--1,|||0-0-0,1|(3681,1248)| -10,1525,Group Difference between Actual and Acceptable Start Delays,3592,1128,65,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1526,1522,1525,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3670,1157)| -1,1527,1525,1481,1,0,43,13,2,64,0,-1--1--1,|||0-0-0,1|(3502,1091)| -12,1528,0,3847,1167,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 +10,1510,Group Service Proportions Balanced Across Team Variables,2227,5886,65,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1511,1510,1543,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2324,5818)| +1,1512,1481,1539,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2371,5572)| +1,1513,1485,1494,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(2498,5932)| +1,1514,1489,1494,1,0,43,0,2,64,0,-1--1--1,|10||0-0-0,1|(2498,5951)| +1,1515,1484,1489,1,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(2510,6048)| +10,1516,Group Maximum Start Rate Service,2364,5342,63,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1517,1495,1516,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2453,5432)| +1,1518,1516,1498,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2459,5421)| +1,1519,1467,1494,0,0,45,0,2,64,0,-1--1--1,|10||0-0-0,1|(2680,5912)| +10,1520,"Data Service Proportions from Team Data -> Group",2595,5816,64,30,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +1,1521,1520,1543,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2499,5796)| +10,1522,Group Delay to Starting Service,2673,5591,61,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1523,1495,1522,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2629,5638)| +1,1524,1498,1522,1,0,45,13,2,64,0,-1--1--1,|10||0-0-0,1|(2666,5634)| +10,1525,Group Difference between Actual and Acceptable Start Delays,2577,5514,65,30,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1526,1522,1525,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2655,5543)| +1,1527,1525,1481,1,0,43,13,2,64,0,-1--1--1,|10||0-0-0,1|(2487,5477)| +12,1528,0,2832,5553,15,15,4,135,0,40,-1,0,0,0,-1--1--1,0-0-0,Meiryo|10||0-0-0,0,0,0,0,0,0 B -12,1529,0,3848,1202,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,||I|0-0-0,0,0,0,0,0,0 +12,1529,0,2833,5588,67,20,8,135,0,16,-1,0,0,0,-1--1--1,0-0-0,|10|I|0-0-0,0,0,0,0,0,0 RVI Delays Affect Treatment Decisions -1,1530,1491,1460,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,1531,Time,3482,1348,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1532,Group Actual Hours Available for Service,3656,1680,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1533,1532,1486,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3697,1655)| -10,1534,"Group Actual True Missed Appointment %",3680,1730,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1535,1534,1486,1,0,45,0,2,192,0,-1--1--1,|||0-0-0,1|(3735,1632)| -1,1536,1494,1510,1,0,0,0,0,128,0,-1--1--1,,1|(3331,1516)| -10,1537,Group Effect of RVI Delays on Treatment Decisions,3390,1043,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1538,1537,1539,1,0,43,13,2,192,0,-1--1--1,|||0-0-0,1|(3348,1164)| -10,1539,Group Effect of Care Delays on Treatment Decisions,3400,1218,60,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1540,1539,1503,1,0,45,13,2,192,0,-1--1--1,|||0-0-0,1|(3409,1250)| -10,1541,User Group Service Proportions from Team Data,3438,1472,64,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,1542,1541,1543,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(3453,1415)| -10,1543,Group Service Proportions,3446,1386,56,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1544,1543,1504,0,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(0,0)| -1,1545,1531,1543,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1546,"Data Engagement Duration (median) -> Group",3855,1582,77,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -10,1547,User Group Engagement Duration,3862,1647,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-255,0,0,0,0,0,0 -1,1548,1547,1467,1,0,0,0,0,128,0,-1--1--1,,1|(3762,1598)| -1,1549,1546,1467,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1550,Time,3782,1566,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1551,1550,1467,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1552,Group Patients in Service,1786,1478,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1553,1552,1370,1,0,43,0,2,192,0,-1--1--1,|||0-0-0,1|(1761,1402)| -10,1554,"Total Appt. Supply",2765,1750,48,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1555,1554,1395,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1556,"Effect of Long-Term Overtime on Burnout",2559,1559,48,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1557,1556,1422,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1558,"Effect of Short-Term Overtime on Missed Appointments",2600,1093,75,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1559,1558,1452,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1560,Effect of Fatigue on Patient's Engagement Time,3866,1474,89,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1561,1560,1506,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1562,Sensitivity of Scheduled Return Visit Interval to Work Pressure,1953,1658,76,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1563,Sensitivity of Overtime to Work Pressure,2255,1683,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1564,1563,1400,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1565,1562,1378,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1566,Sensitivity of Treatment Decisions to Existing Patient Care Delays,3215,1103,93,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1567,1566,1537,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1568,1566,1481,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1569,Minimum RVI,2215,1042,61,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1570,1569,1389,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1571,Time to Change Scheduled RVI,2049,1532,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1572,1571,1378,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1573,Time to Change Staff Hours,2154,1595,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1574,1573,1400,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1575,Minimum Time to Schedule,3197,952,63,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1576,1575,1516,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1577,Time to Perceive Internal Delays,3036,1099,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1578,1577,1537,1,0,0,0,0,128,0,-1--1--1,,1|(3196,1028)| -1,1579,1577,1481,1,0,0,0,0,128,0,-1--1--1,,1|(3159,1154)| -10,1580,Acceptable Delay to Starting Service,3789,1119,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1581,1580,1525,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1582,Time to Reschedule,1950,1084,51,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1583,1582,1411,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1584,Review Rate,3200,1354,59,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1585,1584,1510,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1586,1584,1504,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1587,Intake Completion Rate,3276,1390,53,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1588,1587,1504,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1589,1587,1510,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1590,9,1407,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,1591,36,1495,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,1592,Group Hours for Calculating Total Official Team Hours,-108,-1256,65,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1593,Group Actual Hours Available for Service,-270,-1287,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1594,1593,29,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1595,1592,1,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1596,Time to Reschedule,-995,-920,51,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1597,Minimum RVI,-655,-900,61,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1598,Time to Change Scheduled RVI,-955,-400,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1599,Time to Change Staff Hours,-659,-338,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1600,Time to Perceive Internal Delays,265,-828,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1601,Minimum Time to Schedule,541,-984,63,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1602,Acceptable Delay to Starting Service,739,-822,63,24,8,130,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1603,1598,182,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1604,1599,204,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1605,1596,215,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1606,1597,193,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1607,1600,342,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1608,1600,285,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1609,1601,320,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1610,9,211,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,1611,Sensitivity of Overtime to Work Pressure,-719,-274,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1612,Sensitivity of Treatment Decisions to Existing Patient Care Delays,91,-832,93,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1613,Sensitivity of Scheduled Return Visit Interval to Work Pressure,-947,-326,76,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1614,1613,182,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1615,1611,204,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1616,1602,330,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1617,1612,342,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1618,1612,285,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1619,36,299,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -10,1620,User Balanced Mode,590,-575,68,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1621,1620,348,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1622,User Balanced Mode,703,434,68,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1623,User Balanced Mode,715,1365,68,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1624,User Balanced Mode,3584,1370,68,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1625,User Balanced Mode,3494,450,68,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1626,User Balanced Mode,3574,-580,68,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1627,1626,1069,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1628,1622,595,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1629,1623,832,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1630,1625,1306,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1631,1624,1543,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1632,105,46,0,0,0,0,0,64,1,-1--1--1,,1|(0,0)| -1,1633,105,60,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -1,1634,105,363,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1635,Intake Work Pressure,1720,-1588,47,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 -10,1636,Intake Effect of Work Pressure on Overtime,1835,-1455,44,29,3,131,0,0,0,0,0,0,0,0,0,0,0,0 -1,1637,1635,1636,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(1720,-1518)| -1,1638,407,1636,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1639,Sensitivity of Overtime to Work Pressure,1679,-1377,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1640,1639,1636,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1641,1636,72,1,0,0,0,0,128,0,-1--1--1,,1|(1940,-1500)| -1,1642,62,1635,1,0,0,0,0,128,0,-1--1--1,,1|(1716,-1609)| -1,1643,72,1635,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1644,Intake Patients per Appointment,2661,-1634,61,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1645,1644,363,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1646,Intake Time per Appointment,2503,-1411,64,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1647,1646,365,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1648,Total Patients w AUD,-2268,-1625,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1649,Total Patients w DEP,-2283,-985,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1650,Total Patients w OUD,-2254,-176,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1651,Total Patients w PTSD,-2267,559,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1652,Total Patients w Other Needs,-2245,1452,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1653,Total Patients in all Services,-2663,-1641,64,20,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1654,Total Starting any Service,-1275,-1656,66,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1655,Total Starting any Service w AUD,-1679,-1650,66,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1656,Total Starting any Service w DEP,-1668,-988,66,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1657,Total Starting any Service w OUD,-1690,-190,66,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1658,Total Starting any Service w PTSD,-1703,548,66,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1659,Total Starting any Service w Other Needs,-1641,1464,66,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1660,PSY Starting a Service Rate,-1539,-1806,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1661,PSY Patients in Service,-2423,-1795,64,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1662,EBPsy Starting a Service Rate,-1539,-1746,63,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1663,EBPsy Patients in Service,-2423,-1733,65,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1664,CC Starting a Service Rate,-1539,-1686,58,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1665,CC Patients in Service,-2423,-1671,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1666,MM Starting a Service Rate,-1539,-1626,59,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1667,MM Patients in Service,-2423,-1609,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1668,Adjunctive Starting a Service Rate,-1539,-1566,55,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1669,Adjunctive Patients in Service,-2423,-1547,46,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1670,Group Starting a Service Rate,-1539,-1502,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1671,Group Patients in Service,-2423,-1483,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -1,1672,1661,1653,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1673,1663,1653,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1674,1665,1653,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1675,1667,1653,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1676,1669,1653,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1677,1671,1653,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1678,1660,1654,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1679,1662,1654,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1680,1664,1654,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1681,1666,1654,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1682,1668,1654,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1683,1670,1654,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1684,PSY Patients w AUD,-2091,-1866,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1685,"Data AUD -> PSY",-2092,-1921,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1686,1685,1684,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1687,PSY Starting a Service w AUD,-1831,-1920,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1688,1685,1687,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1689,EBPsy Patients w AUD,-2091,-1752,60,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1690,"Data AUD -> EBPsy",-2092,-1807,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1691,1690,1689,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1692,EBPsy Starting a Service w AUD,-1831,-1806,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1693,1690,1692,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1694,1661,1684,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1695,1663,1689,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1696,1660,1687,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1697,1662,1692,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1698,CC Patients w AUD,-2085,-1647,56,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1699,"Data AUD -> CC",-2086,-1702,65,12,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1700,1699,1698,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1701,CC Starting a Service w AUD,-1825,-1701,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1702,1699,1701,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1703,MM Patients w AUD,-2081,-1542,57,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1704,"Data AUD -> MM",-2082,-1597,66,12,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1705,1704,1703,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1706,MM Starting a Service w AUD,-1821,-1596,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1707,1704,1706,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1708,Adjunctive Patients w AUD,-2073,-1440,65,20,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1709,"Data AUD -> Adjunct",-2074,-1495,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1710,1709,1708,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1711,Adjunctive Starting a Service w AUD,-1813,-1494,59,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1712,1709,1711,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1713,Group Patients w AUD,-2078,-1330,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1714,"Data AUD -> Group",-2079,-1385,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1715,1714,1713,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1716,Group Starting a Service w AUD,-1818,-1384,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1717,1714,1716,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1718,1665,1698,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1719,1667,1703,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1720,1669,1708,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1721,1671,1713,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1722,1670,1716,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1723,1668,1711,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1724,1666,1706,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1725,1664,1701,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1726,1684,1648,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1727,1689,1648,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1728,1698,1648,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1729,1703,1648,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1730,1708,1648,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1731,1687,1655,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1732,1692,1655,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1733,1701,1655,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1734,1706,1655,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1735,1711,1655,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1736,1716,1655,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1737,PSY Starting a Service Rate,-1503,-1161,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1738,PSY Patients in Service,-2443,-1143,64,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1739,EBPsy Starting a Service Rate,-1498,-1101,63,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1740,EBPsy Patients in Service,-2443,-1081,65,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1741,CC Starting a Service Rate,-1498,-1041,58,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1742,CC Patients in Service,-2443,-1019,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1743,MM Starting a Service Rate,-1498,-981,59,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1744,MM Patients in Service,-2443,-957,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1745,Adjunctive Starting a Service Rate,-1498,-921,55,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1746,Adjunctive Patients in Service,-2443,-895,46,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1747,Group Starting a Service Rate,-1498,-857,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1748,Group Patients in Service,-2443,-831,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1749,PSY Patients w DEP,-2093,-1148,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1750,"Data DEP -> PSY",-2094,-1203,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1751,1750,1749,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1752,PSY Starting a Service w DEP,-1833,-1203,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1753,1750,1752,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -1,1754,1738,1749,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1755,1749,1649,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1756,1737,1752,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1757,1752,1656,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1758,EBPsy Patients w DEP,-2087,-1035,60,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1759,"Data DEP -> EBPsy",-2088,-1090,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1760,1759,1758,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1761,EBPsy Starting a Service w DEP,-1827,-1090,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1762,1759,1761,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1763,CC Patients w DEP,-2087,-929,56,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1764,"Data DEP -> CC",-2088,-984,65,12,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1765,1764,1763,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1766,CC Starting a Service w DEP,-1827,-984,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1767,1764,1766,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1768,MM Patients w DEP,-2082,-822,57,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1769,"Data DEP -> MM",-2083,-877,66,12,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1770,1769,1768,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1771,MM Starting a Service w DEP,-1822,-877,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1772,1769,1771,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1773,Adjunctive Patients w DEP,-2088,-721,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1774,"Data DEP -> Adjunct",-2089,-776,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1775,1774,1773,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1776,Adjunctive Starting a Service w DEP,-1828,-776,59,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1777,1774,1776,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1778,Group Patients w DEP,-2084,-618,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1779,"Data DEP -> Group",-2085,-673,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1780,1779,1778,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1781,Group Starting a Service w DEP,-1824,-673,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1782,1779,1781,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -1,1783,1740,1758,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1784,1742,1763,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1785,1763,1649,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1786,1758,1649,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1787,1744,1768,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1788,1768,1649,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1789,1746,1773,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1790,1773,1649,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1791,1748,1778,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1792,1778,1649,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1793,1739,1761,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1794,1761,1656,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1795,1741,1766,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1796,1766,1656,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1797,1743,1771,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1798,1771,1656,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1799,1745,1776,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1800,1776,1656,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1801,1747,1781,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1802,1781,1656,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1803,PSY Starting a Service Rate,-1477,-412,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1804,PSY Patients in Service,-2417,-395,64,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1805,EBPsy Starting a Service Rate,-1472,-352,63,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1806,EBPsy Patients in Service,-2417,-333,65,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1807,CC Starting a Service Rate,-1472,-292,58,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1808,CC Patients in Service,-2417,-271,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1809,MM Starting a Service Rate,-1472,-232,59,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1810,MM Patients in Service,-2417,-209,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1811,Adjunctive Starting a Service Rate,-1472,-172,55,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1812,Adjunctive Patients in Service,-2417,-147,46,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1813,Group Starting a Service Rate,-1472,-108,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1814,Group Patients in Service,-2417,-83,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1815,PSY Patients w OUD,-2097,-406,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1816,"Data OUD -> PSY",-2098,-461,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1817,1816,1815,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1818,PSY Starting a Service w OUD,-1838,-461,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1819,1816,1818,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1820,EBPsy Patients w OUD,-2101,-293,60,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1821,"Data OUD -> EBPsy",-2102,-348,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1822,1821,1820,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1823,EBPsy Starting a Service w OUD,-1842,-348,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1824,1821,1823,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1825,CC Patients w OUD,-2109,-188,56,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1826,"Data OUD -> CC",-2110,-243,65,12,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1827,1826,1825,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1828,CC Starting a Service w OUD,-1850,-243,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1829,1826,1828,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1830,MM Patients w OUD,-2109,-73,57,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1831,"Data OUD -> MM",-2110,-128,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1832,1831,1830,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1833,MM Starting a Service w OUD,-1850,-128,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1834,1831,1833,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1835,Adjunctive Patients w OUD,-2107,36,65,20,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1836,"Data OUD -> Adjunct",-2108,-19,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1837,1836,1835,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1838,Adjunctive Starting a Service w OUD,-1848,-19,59,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1839,1836,1838,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1840,Group Patients w OUD,-2109,147,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1841,"Data OUD -> Group",-2110,92,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1842,1841,1840,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1843,Group Starting a Service w OUD,-1850,92,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1844,1841,1843,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -1,1845,1804,1815,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1846,1815,1650,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1847,1806,1820,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1848,1820,1650,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1849,1808,1825,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1850,1825,1650,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1851,1810,1830,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1852,1830,1650,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1853,1812,1835,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1854,1835,1650,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1855,1814,1840,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1856,1840,1650,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1857,1803,1818,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1858,1818,1657,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1859,1805,1823,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1860,1823,1657,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1861,1807,1828,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1862,1828,1657,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1863,1809,1833,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1864,1833,1657,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1865,1811,1838,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1866,1838,1657,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1867,1813,1843,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1868,1843,1657,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1869,PSY Starting a Service Rate,-1491,388,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1870,PSY Patients in Service,-2431,405,64,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1871,EBPsy Starting a Service Rate,-1486,448,63,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1872,EBPsy Patients in Service,-2431,467,65,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1873,CC Starting a Service Rate,-1486,508,58,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1874,CC Patients in Service,-2431,529,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1875,MM Starting a Service Rate,-1486,568,59,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1876,MM Patients in Service,-2431,591,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1877,Adjunctive Starting a Service Rate,-1486,628,55,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1878,Adjunctive Patients in Service,-2431,653,46,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1879,Group Starting a Service Rate,-1486,692,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1880,Group Patients in Service,-2431,717,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1881,PSY Starting a Service Rate,-1469,1277,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1882,PSY Patients in Service,-2409,1295,64,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1883,EBPsy Starting a Service Rate,-1464,1337,63,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1884,EBPsy Patients in Service,-2409,1357,65,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1885,CC Starting a Service Rate,-1464,1397,58,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1886,CC Patients in Service,-2409,1419,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1887,MM Starting a Service Rate,-1464,1457,59,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1888,MM Patients in Service,-2409,1481,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1889,Adjunctive Starting a Service Rate,-1464,1517,55,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1890,Adjunctive Patients in Service,-2409,1543,46,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1891,Group Starting a Service Rate,-1464,1581,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1892,Group Patients in Service,-2409,1607,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|||128-128-128,0,0,0,0,0,0 -10,1893,PSY Patients w PTSD,-2085,375,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1894,"Data PTSD -> PSY",-2086,320,55,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1895,1894,1893,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1896,PSY Starting a Service w PTSD,-1822,321,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1897,1894,1896,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1898,EBPsy Patients w PTSD,-2089,469,60,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1899,"Data PTSD -> EBPsy",-2090,414,55,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1900,1899,1898,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1901,EBPsy Starting a Service w PTSD,-1826,415,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1902,1899,1901,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1903,CC Patients w PTSD,-2092,586,56,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1904,"Data PTSD -> CC",-2093,531,55,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1905,1904,1903,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1906,CC Starting a Service w PTSD,-1829,532,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1907,1904,1906,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1908,MM Patients w PTSD,-2094,698,57,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1909,"Data PTSD -> MM",-2095,643,55,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1910,1909,1908,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1911,MM Starting a Service w PTSD,-1831,644,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1912,1909,1911,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1913,Adjuctive Patients w PTSD,-2082,796,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1914,"Data PTSD -> Adjunct",-2083,741,55,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1915,1914,1913,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1916,Adjuctive Starting a Service w PTSD,-1819,742,63,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1917,1914,1916,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1918,Group Patients w PTSD,-2083,914,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1919,"Data PTSD -> Group",-2084,859,55,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1920,1919,1918,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1921,Group Starting a Service w PTSD,-1820,860,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1922,1919,1921,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -1,1923,1870,1893,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1924,1893,1651,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1925,1872,1898,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1926,1898,1651,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1927,1874,1903,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1928,1903,1651,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1929,1876,1908,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1930,1908,1651,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1931,1878,1913,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1932,1913,1651,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1933,1880,1918,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1934,1918,1651,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1935,1896,1658,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1936,1901,1658,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1937,1875,1911,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1938,1911,1658,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1939,1906,1658,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1940,1877,1916,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1941,1916,1658,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1942,1879,1921,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1943,1921,1658,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1944,1873,1906,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1945,1871,1901,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1946,1869,1896,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1947,PSY Patients w Other Needs,-2099,1193,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1948,"Data Other -> PSY",-2098,1138,53,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1949,1948,1947,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1950,PSY Starting a Service w Other Needs,-1831,1138,61,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1951,1948,1950,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1952,EBPsy Patients w Other Needs,-2124,1289,63,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1953,"Data Other -> EBPsy",-2125,1234,53,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1954,1953,1952,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1955,EBPsy Starting a Service w Other Needs,-1858,1234,65,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1956,1953,1955,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1957,MM Patients w Other Needs,-2131,1489,57,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1958,"Data Other -> MM",-2132,1434,53,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1959,1958,1957,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1960,MM Starting a Service w Other Needs,-1865,1434,61,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1961,1958,1960,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1962,CC Patients w Other Needs,-2135,1383,56,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1963,"Data Other -> CC",-2136,1328,53,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1964,1963,1962,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1965,CC Starting a Service w Other Needs,-1869,1328,61,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1966,1963,1965,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1967,Adjunctive Patients w Other Needs,-2119,1589,63,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1968,"Data Other -> Adjunct",-2120,1534,60,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1969,1968,1967,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1970,Adjunctive Starting a Service w Other Needs,-1853,1534,61,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1971,1968,1970,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -10,1972,Group Patients w Other Needs,-2145,1689,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -10,1973,"Data Other -> Group",-2146,1634,53,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 -1,1974,1973,1972,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,1975,Group Starting a Service w Other Needs,-1879,1634,63,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 -1,1976,1973,1975,0,0,0,0,0,64,0,-1--1--1,,1|(0,0)| -1,1977,1882,1947,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1978,1947,1652,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1979,1884,1952,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1980,1952,1652,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1981,1886,1962,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1982,1962,1652,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1983,1888,1957,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1984,1957,1652,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1985,1890,1967,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1986,1967,1652,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1987,1892,1972,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1988,1972,1652,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1989,1891,1975,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1990,1975,1659,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1991,1889,1970,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1992,1970,1659,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1993,1887,1960,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1994,1960,1659,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1995,1885,1965,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1996,1965,1659,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1997,1883,1955,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1998,1955,1659,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,1999,1881,1950,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,2000,1950,1659,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -1,2001,1713,1648,0,0,0,0,0,128,0,-1--1--1,,1|(0,0)| -10,2002,"Data Appointment Supply (Total)",-726,-1765,53,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|||255-0-0,0,0,0,0,0,0 +1,1530,1491,1460,0,0,0,0,0,64,1,-1--1--1,,1|(2951,5673)| +10,1531,Time,2467,5734,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1532,Group Actual Hours Available for Service,2641,6066,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1533,1532,1486,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2682,6041)| +10,1534,"Group Actual True Missed Appointment %",2665,6116,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1535,1534,1486,1,0,45,0,2,192,0,-1--1--1,|10||0-0-0,1|(2720,6018)| +1,1536,1494,1510,1,0,0,0,0,128,0,-1--1--1,,1|(2316,5902)| +10,1537,Group Effect of RVI Delays on Treatment Decisions,2375,5429,53,30,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1538,1537,1539,1,0,43,13,2,192,0,-1--1--1,|10||0-0-0,1|(2333,5550)| +10,1539,Group Effect of Care Delays on Treatment Decisions,2385,5604,60,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1540,1539,1503,1,0,45,13,2,192,0,-1--1--1,|10||0-0-0,1|(2394,5636)| +10,1541,User Group Service Proportions from Team Data,2423,5858,64,30,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,1542,1541,1543,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2438,5801)| +10,1543,Group Service Proportions,2431,5772,56,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1544,1543,1504,0,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(2427,5742)| +1,1545,1531,1543,0,0,0,0,0,128,0,-1--1--1,,1|(2456,5745)| +10,1546,"Data Engagement Duration (median) -> Group",2840,5968,77,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 +10,1547,User Group Engagement Duration,2847,6033,50,24,8,131,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-255,0,0,0,0,0,0 +1,1548,1547,1467,1,0,0,0,0,128,0,-1--1--1,,1|(2747,5984)| +1,1549,1546,1467,0,0,0,0,0,128,0,-1--1--1,,1|(2809,5944)| +10,1550,Time,2767,5952,32,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1551,1550,1467,0,0,0,0,0,64,0,-1--1--1,,1|(2767,5945)| +10,1552,Group Patients in Service,771,5864,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1553,1552,1370,1,0,43,0,2,192,0,-1--1--1,|10||0-0-0,1|(746,5788)| +10,1554,"Total Appt. Supply",1750,6136,48,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1555,1554,1395,0,0,0,0,0,128,0,-1--1--1,,1|(1673,6136)| +10,1556,"Effect of Long-Term Overtime on Burnout",1544,5945,48,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1557,1556,1422,0,0,0,0,0,128,0,-1--1--1,,1|(1488,5922)| +10,1558,"Effect of Short-Term Overtime on Missed Appointments",1585,5479,75,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1559,1558,1452,0,0,0,0,0,128,0,-1--1--1,,1|(1562,5437)| +10,1560,Effect of Fatigue on Patient's Engagement Time,2851,5860,89,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1561,1560,1506,0,0,0,0,0,128,0,-1--1--1,,1|(2811,5815)| +10,1562,Sensitivity of Scheduled Return Visit Interval to Work Pressure,938,6044,76,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1563,Sensitivity of Overtime to Work Pressure,1240,6069,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1564,1563,1400,0,0,0,0,0,128,0,-1--1--1,,1|(1243,6001)| +1,1565,1562,1378,0,0,0,0,0,128,0,-1--1--1,,1|(945,5952)| +10,1566,Sensitivity of Treatment Decisions to Existing Patient Care Delays,2200,5489,93,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1567,1566,1537,0,0,0,0,0,128,0,-1--1--1,,1|(2297,5455)| +1,1568,1566,1481,0,0,0,0,0,128,0,-1--1--1,,1|(2317,5504)| +10,1569,Minimum RVI,1200,5428,61,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1570,1569,1389,0,0,0,0,0,128,0,-1--1--1,,1|(1199,5442)| +10,1571,Time to Change Scheduled RVI,1034,5918,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1572,1571,1378,0,0,0,0,0,128,0,-1--1--1,,1|(1007,5892)| +10,1573,Time to Change Staff Hours,1139,5981,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1574,1573,1400,0,0,0,0,0,128,0,-1--1--1,,1|(1180,5956)| +10,1575,Minimum Time to Schedule,2182,5338,63,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1576,1575,1516,0,0,0,0,0,128,0,-1--1--1,,1|(2266,5339)| +10,1577,Time to Perceive Internal Delays,2021,5485,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1578,1577,1537,1,0,0,0,0,128,0,-1--1--1,,1|(2181,5414)| +1,1579,1577,1481,1,0,0,0,0,128,0,-1--1--1,,1|(2144,5540)| +10,1580,Acceptable Delay to Starting Service,2774,5505,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1581,1580,1525,0,0,0,0,0,128,0,-1--1--1,,1|(2683,5508)| +10,1582,Time to Reschedule,935,5470,51,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1583,1582,1411,0,0,0,0,0,128,0,-1--1--1,,1|(972,5447)| +10,1584,Review Rate,2185,5740,59,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1585,1584,1510,0,0,0,0,0,128,0,-1--1--1,,1|(2201,5797)| +1,1586,1584,1504,0,0,0,0,0,128,0,-1--1--1,,1|(2296,5720)| +10,1587,Intake Intake Completion Rate,2261,5776,53,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1588,1587,1504,0,0,0,0,0,128,0,-1--1--1,,1|(2338,5738)| +1,1589,1587,1510,0,0,0,0,0,128,0,-1--1--1,,1|(2247,5821)| +1,1590,9,1407,0,0,0,0,0,64,1,-1--1--1,,1|(444,3934)| +1,1591,36,1495,0,0,0,0,0,64,1,-1--1--1,,1|(1091,4305)| +10,1592,Group Hours for Calculating Total Official Team Hours,-1123,3130,65,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1593,Group Actual Hours Available for Service,-1285,3099,60,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1594,1593,29,0,0,0,0,0,128,0,-1--1--1,,1|(-1276,2957)| +1,1595,1592,1,0,0,0,0,0,128,0,-1--1--1,,1|(-1138,2964)| +10,1596,Time to Reschedule,-2010,3466,51,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1597,Minimum RVI,-1670,3486,61,12,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1598,Time to Change Scheduled RVI,-1970,3986,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1599,Time to Change Staff Hours,-1674,4048,66,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1600,Time to Perceive Internal Delays,-750,3558,63,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1601,Minimum Time to Schedule,-474,3402,63,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1602,Acceptable Delay to Starting Service,-276,3564,63,24,8,130,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1603,1598,182,0,0,0,0,0,128,0,-1--1--1,,1|(-1969,3959)| +1,1604,1599,204,0,0,0,0,0,128,0,-1--1--1,,1|(-1674,4025)| +1,1605,1596,215,0,0,0,0,0,128,0,-1--1--1,,1|(-1963,3469)| +1,1606,1597,193,0,0,0,0,0,128,0,-1--1--1,,1|(-1688,3504)| +1,1607,1600,342,0,0,0,0,0,128,0,-1--1--1,,1|(-699,3531)| +1,1608,1600,285,0,0,0,0,0,128,0,-1--1--1,,1|(-673,3569)| +1,1609,1601,320,0,0,0,0,0,128,0,-1--1--1,,1|(-552,3403)| +1,1610,9,211,0,0,0,0,0,64,1,-1--1--1,,1|(-1002,2966)| +10,1611,Sensitivity of Overtime to Work Pressure,-1734,4112,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1612,Sensitivity of Treatment Decisions to Existing Patient Care Delays,-924,3554,93,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1613,Sensitivity of Scheduled Return Visit Interval to Work Pressure,-1962,4060,76,30,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1614,1613,182,0,0,0,0,0,128,0,-1--1--1,,1|(-1963,3990)| +1,1615,1611,204,0,0,0,0,0,128,0,-1--1--1,,1|(-1707,4053)| +1,1616,1602,330,0,0,0,0,0,128,0,-1--1--1,,1|(-345,3570)| +1,1617,1612,342,0,0,0,0,0,128,0,-1--1--1,,1|(-762,3521)| +1,1618,1612,285,0,0,0,0,0,128,0,-1--1--1,,1|(-745,3568)| +1,1619,36,299,0,0,0,0,0,64,1,-1--1--1,,1|(-402,3334)| +10,1620,User Balanced Mode,-425,3811,68,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1621,1620,348,0,0,0,0,0,128,0,-1--1--1,,1|(-500,3823)| +10,1622,User Balanced Mode,-312,4820,68,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1623,User Balanced Mode,-300,5751,68,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1624,User Balanced Mode,2569,5756,68,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1625,User Balanced Mode,2479,4836,68,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1626,User Balanced Mode,2559,3806,68,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1627,1626,1069,0,0,0,0,0,128,0,-1--1--1,,1|(2479,3818)| +1,1628,1622,595,0,0,0,0,0,128,0,-1--1--1,,1|(-385,4829)| +1,1629,1623,832,0,0,0,0,0,128,0,-1--1--1,,1|(-379,5762)| +1,1630,1625,1306,0,0,0,0,0,128,0,-1--1--1,,1|(2400,4838)| +1,1631,1624,1543,0,0,0,0,0,128,0,-1--1--1,,1|(2500,5763)| +1,1632,105,46,0,0,0,0,0,64,1,-1--1--1,,1|(1012,2607)| +1,1633,105,60,0,0,0,0,0,64,0,-1--1--1,,1|(1046,2653)| +1,1634,105,363,0,0,0,0,0,64,0,-1--1--1,,1|(1488,2742)| +10,1635,Intake Work Pressure,705,2798,47,18,8,131,0,0,0,0,0,0,0,0,0,0,0,0 +10,1636,Intake Effect of Work Pressure on Overtime,820,2931,44,29,3,131,0,0,0,0,0,0,0,0,0,0,0,0 +1,1637,1635,1636,1,0,43,13,42,192,0,-1--1--1,Meiryo|10||0-0-0,1|(705,2868)| +1,1638,407,1636,0,0,0,0,0,128,0,-1--1--1,,1|(823,2982)| +10,1639,Sensitivity of Overtime to Work Pressure,664,3009,62,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1640,1639,1636,0,0,0,0,0,128,0,-1--1--1,,1|(737,2973)| +1,1641,1636,72,1,0,0,0,0,128,0,-1--1--1,,1|(925,2886)| +1,1642,62,1635,1,0,0,0,0,128,0,-1--1--1,,1|(701,2777)| +1,1643,72,1635,0,0,0,0,0,128,0,-1--1--1,,1|(836,2811)| +10,1644,Intake Patients per Appointment,1646,2752,61,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1645,1644,363,0,0,0,0,0,128,0,-1--1--1,,1|(1650,2783)| +10,1646,Intake Time per Appointment,1488,2975,64,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1647,1646,365,0,0,0,0,0,128,0,-1--1--1,,1|(1573,2977)| +10,1648,Total Patients w AUD,-3283,2761,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1649,Total Patients w DEP,-3298,3401,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1650,Total Patients w OUD,-3269,4210,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1651,Total Patients w PTSD,-3282,4945,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1652,Total Patients w Other Needs,-3260,5838,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1653,Total Patients in all Services,-3678,2745,64,20,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1654,Total Starting any Service,-2290,2730,66,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1655,Total Starting any Service w AUD,-2694,2736,66,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1656,Total Starting any Service w DEP,-2683,3398,66,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1657,Total Starting any Service w OUD,-2705,4196,66,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1658,Total Starting any Service w PTSD,-2718,4934,66,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1659,Total Starting any Service w Other Needs,-2656,5850,66,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1660,PSY Starting a Service Rate,-2554,2580,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1661,PSY Patients in Service,-3438,2591,64,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1662,EBPsy Starting a Service Rate,-2554,2640,63,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1663,EBPsy Patients in Service,-3438,2653,65,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1664,CC Starting a Service Rate,-2554,2700,58,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1665,CC Patients in Service,-3438,2715,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1666,MM Starting a Service Rate,-2554,2760,59,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1667,MM Patients in Service,-3438,2777,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1668,Adjunctive Starting a Service Rate,-2554,2820,55,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1669,Adjunctive Patients in Service,-3438,2839,46,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1670,Group Starting a Service Rate,-2554,2884,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1671,Group Patients in Service,-3438,2903,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +1,1672,1661,1653,0,0,0,0,0,128,0,-1--1--1,,1|(-3550,2664)| +1,1673,1663,1653,0,0,0,0,0,128,0,-1--1--1,,1|(-3547,2696)| +1,1674,1665,1653,0,0,0,0,0,128,0,-1--1--1,,1|(-3549,2729)| +1,1675,1667,1653,0,0,0,0,0,128,0,-1--1--1,,1|(-3550,2763)| +1,1676,1669,1653,0,0,0,0,0,128,0,-1--1--1,,1|(-3548,2796)| +1,1677,1671,1653,0,0,0,0,0,128,0,-1--1--1,,1|(-3550,2829)| +1,1678,1660,1654,0,0,0,0,0,128,0,-1--1--1,,1|(-2429,2652)| +1,1679,1662,1654,0,0,0,0,0,128,0,-1--1--1,,1|(-2430,2683)| +1,1680,1664,1654,0,0,0,0,0,128,0,-1--1--1,,1|(-2433,2714)| +1,1681,1666,1654,0,0,0,0,0,128,0,-1--1--1,,1|(-2433,2747)| +1,1682,1668,1654,0,0,0,0,0,128,0,-1--1--1,,1|(-2428,2778)| +1,1683,1670,1654,0,0,0,0,0,128,0,-1--1--1,,1|(-2429,2811)| +10,1684,PSY Patients w AUD,-3106,2520,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1685,"Data AUD -> PSY",-3107,2465,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1686,1685,1684,0,0,0,0,0,128,0,-1--1--1,,1|(-3107,2486)| +10,1687,PSY Starting a Service w AUD,-2846,2466,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1688,1685,1687,0,0,0,0,0,128,0,-1--1--1,,1|(-2988,2466)| +10,1689,EBPsy Patients w AUD,-3106,2634,60,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1690,"Data AUD -> EBPsy",-3107,2579,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1691,1690,1689,0,0,0,0,0,128,0,-1--1--1,,1|(-3107,2600)| +10,1692,EBPsy Starting a Service w AUD,-2846,2580,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1693,1690,1692,0,0,0,0,0,128,0,-1--1--1,,1|(-2991,2580)| +1,1694,1661,1684,0,0,0,0,0,128,0,-1--1--1,,1|(-3276,2557)| +1,1695,1663,1689,0,0,0,0,0,128,0,-1--1--1,,1|(-3276,2645)| +1,1696,1660,1687,0,0,0,0,0,128,0,-1--1--1,,1|(-2694,2526)| +1,1697,1662,1692,0,0,0,0,0,128,0,-1--1--1,,1|(-2693,2613)| +10,1698,CC Patients w AUD,-3100,2739,56,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1699,"Data AUD -> CC",-3101,2684,65,12,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1700,1699,1698,0,0,0,0,0,128,0,-1--1--1,,1|(-3101,2702)| +10,1701,CC Starting a Service w AUD,-2840,2685,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1702,1699,1701,0,0,0,0,0,128,0,-1--1--1,,1|(-2975,2685)| +10,1703,MM Patients w AUD,-3096,2844,57,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1704,"Data AUD -> MM",-3097,2789,66,12,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1705,1704,1703,0,0,0,0,0,128,0,-1--1--1,,1|(-3097,2807)| +10,1706,MM Starting a Service w AUD,-2836,2790,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1707,1704,1706,0,0,0,0,0,128,0,-1--1--1,,1|(-2970,2790)| +10,1708,Adjunctive Patients w AUD,-3088,2946,65,20,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1709,"Data AUD -> Adjunct",-3089,2891,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1710,1709,1708,0,0,0,0,0,128,0,-1--1--1,,1|(-3089,2911)| +10,1711,Adjunctive Starting a Service w AUD,-2828,2892,59,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1712,1709,1711,0,0,0,0,0,128,0,-1--1--1,,1|(-2970,2892)| +10,1713,Group Patients w AUD,-3093,3056,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1714,"Data AUD -> Group",-3094,3001,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1715,1714,1713,0,0,0,0,0,128,0,-1--1--1,,1|(-3094,3022)| +10,1716,Group Starting a Service w AUD,-2833,3002,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1717,1714,1716,0,0,0,0,0,128,0,-1--1--1,,1|(-2977,3002)| +1,1718,1665,1698,0,0,0,0,0,128,0,-1--1--1,,1|(-3273,2727)| +1,1719,1667,1703,0,0,0,0,0,128,0,-1--1--1,,1|(-3271,2810)| +1,1720,1669,1708,0,0,0,0,0,128,0,-1--1--1,,1|(-3279,2888)| +1,1721,1671,1713,0,0,0,0,0,128,0,-1--1--1,,1|(-3272,2977)| +1,1722,1670,1716,0,0,0,0,0,128,0,-1--1--1,,1|(-2688,2941)| +1,1723,1668,1711,0,0,0,0,0,128,0,-1--1--1,,1|(-2683,2854)| +1,1724,1666,1706,0,0,0,0,0,128,0,-1--1--1,,1|(-2689,2775)| +1,1725,1664,1701,0,0,0,0,0,128,0,-1--1--1,,1|(-2690,2694)| +1,1726,1684,1648,0,0,0,0,0,128,0,-1--1--1,,1|(-3190,2635)| +1,1727,1689,1648,0,0,0,0,0,128,0,-1--1--1,,1|(-3189,2694)| +1,1728,1698,1648,0,0,0,0,0,128,0,-1--1--1,,1|(-3183,2749)| +1,1729,1703,1648,0,0,0,0,0,128,0,-1--1--1,,1|(-3183,2806)| +1,1730,1708,1648,0,0,0,0,0,128,0,-1--1--1,,1|(-3182,2858)| +1,1731,1687,1655,0,0,0,0,0,128,0,-1--1--1,,1|(-2774,2595)| +1,1732,1692,1655,0,0,0,0,0,128,0,-1--1--1,,1|(-2776,2653)| +1,1733,1701,1655,0,0,0,0,0,128,0,-1--1--1,,1|(-2775,2709)| +1,1734,1706,1655,0,0,0,0,0,128,0,-1--1--1,,1|(-2773,2766)| +1,1735,1711,1655,0,0,0,0,0,128,0,-1--1--1,,1|(-2764,2817)| +1,1736,1716,1655,0,0,0,0,0,128,0,-1--1--1,,1|(-2768,2876)| +10,1737,PSY Starting a Service Rate,-2518,3225,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1738,PSY Patients in Service,-3458,3243,64,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1739,EBPsy Starting a Service Rate,-2513,3285,63,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1740,EBPsy Patients in Service,-3458,3305,65,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1741,CC Starting a Service Rate,-2513,3345,58,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1742,CC Patients in Service,-3458,3367,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1743,MM Starting a Service Rate,-2513,3405,59,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1744,MM Patients in Service,-3458,3429,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1745,Adjunctive Starting a Service Rate,-2513,3465,55,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1746,Adjunctive Patients in Service,-3458,3491,46,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1747,Group Starting a Service Rate,-2513,3529,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1748,Group Patients in Service,-3458,3555,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1749,PSY Patients w DEP,-3108,3238,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1750,"Data DEP -> PSY",-3109,3183,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1751,1750,1749,0,0,0,0,0,128,0,-1--1--1,,1|(-3109,3204)| +10,1752,PSY Starting a Service w DEP,-2848,3183,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1753,1750,1752,0,0,0,0,0,64,0,-1--1--1,,1|(-2990,3183)| +1,1754,1738,1749,0,0,0,0,0,128,0,-1--1--1,,1|(-3287,3242)| +1,1755,1749,1649,0,0,0,0,0,128,0,-1--1--1,,1|(-3198,3315)| +1,1756,1737,1752,0,0,0,0,0,128,0,-1--1--1,,1|(-2678,3206)| +1,1757,1752,1656,0,0,0,0,0,128,0,-1--1--1,,1|(-2771,3285)| +10,1758,EBPsy Patients w DEP,-3102,3351,60,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1759,"Data DEP -> EBPsy",-3103,3296,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1760,1759,1758,0,0,0,0,0,128,0,-1--1--1,,1|(-3103,3317)| +10,1761,EBPsy Starting a Service w DEP,-2842,3296,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1762,1759,1761,0,0,0,0,0,64,0,-1--1--1,,1|(-2987,3296)| +10,1763,CC Patients w DEP,-3102,3457,56,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1764,"Data DEP -> CC",-3103,3402,65,12,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1765,1764,1763,0,0,0,0,0,128,0,-1--1--1,,1|(-3103,3420)| +10,1766,CC Starting a Service w DEP,-2842,3402,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1767,1764,1766,0,0,0,0,0,64,0,-1--1--1,,1|(-2977,3402)| +10,1768,MM Patients w DEP,-3097,3564,57,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1769,"Data DEP -> MM",-3098,3509,66,12,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1770,1769,1768,0,0,0,0,0,128,0,-1--1--1,,1|(-3098,3527)| +10,1771,MM Starting a Service w DEP,-2837,3509,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1772,1769,1771,0,0,0,0,0,64,0,-1--1--1,,1|(-2971,3509)| +10,1773,Adjunctive Patients w DEP,-3103,3665,61,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1774,"Data DEP -> Adjunct",-3104,3610,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1775,1774,1773,0,0,0,0,0,128,0,-1--1--1,,1|(-3104,3631)| +10,1776,Adjunctive Starting a Service w DEP,-2843,3610,59,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1777,1774,1776,0,0,0,0,0,64,0,-1--1--1,,1|(-2985,3610)| +10,1778,Group Patients w DEP,-3099,3768,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1779,"Data DEP -> Group",-3100,3713,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1780,1779,1778,0,0,0,0,0,128,0,-1--1--1,,1|(-3100,3734)| +10,1781,Group Starting a Service w DEP,-2839,3713,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1782,1779,1781,0,0,0,0,0,64,0,-1--1--1,,1|(-2983,3713)| +1,1783,1740,1758,0,0,0,0,0,128,0,-1--1--1,,1|(-3284,3328)| +1,1784,1742,1763,0,0,0,0,0,128,0,-1--1--1,,1|(-3284,3411)| +1,1785,1763,1649,0,0,0,0,0,128,0,-1--1--1,,1|(-3191,3432)| +1,1786,1758,1649,0,0,0,0,0,128,0,-1--1--1,,1|(-3193,3375)| +1,1787,1744,1768,0,0,0,0,0,128,0,-1--1--1,,1|(-3284,3495)| +1,1788,1768,1649,0,0,0,0,0,128,0,-1--1--1,,1|(-3192,3487)| +1,1789,1746,1773,0,0,0,0,0,128,0,-1--1--1,,1|(-3282,3577)| +1,1790,1773,1649,0,0,0,0,0,128,0,-1--1--1,,1|(-3196,3539)| +1,1791,1748,1778,0,0,0,0,0,128,0,-1--1--1,,1|(-3285,3658)| +1,1792,1778,1649,0,0,0,0,0,128,0,-1--1--1,,1|(-3195,3591)| +1,1793,1739,1761,0,0,0,0,0,128,0,-1--1--1,,1|(-2670,3291)| +1,1794,1761,1656,0,0,0,0,0,128,0,-1--1--1,,1|(-2769,3344)| +1,1795,1741,1766,0,0,0,0,0,128,0,-1--1--1,,1|(-2671,3373)| +1,1796,1766,1656,0,0,0,0,0,128,0,-1--1--1,,1|(-2774,3401)| +1,1797,1743,1771,0,0,0,0,0,128,0,-1--1--1,,1|(-2669,3455)| +1,1798,1771,1656,0,0,0,0,0,128,0,-1--1--1,,1|(-2767,3458)| +1,1799,1745,1776,0,0,0,0,0,128,0,-1--1--1,,1|(-2672,3535)| +1,1800,1776,1656,0,0,0,0,0,128,0,-1--1--1,,1|(-2766,3507)| +1,1801,1747,1781,0,0,0,0,0,128,0,-1--1--1,,1|(-2670,3618)| +1,1802,1781,1656,0,0,0,0,0,128,0,-1--1--1,,1|(-2765,3562)| +10,1803,PSY Starting a Service Rate,-2492,3974,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1804,PSY Patients in Service,-3432,3991,64,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1805,EBPsy Starting a Service Rate,-2487,4034,63,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1806,EBPsy Patients in Service,-3432,4053,65,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1807,CC Starting a Service Rate,-2487,4094,58,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1808,CC Patients in Service,-3432,4115,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1809,MM Starting a Service Rate,-2487,4154,59,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1810,MM Patients in Service,-3432,4177,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1811,Adjunctive Starting a Service Rate,-2487,4214,55,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1812,Adjunctive Patients in Service,-3432,4239,46,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1813,Group Starting a Service Rate,-2487,4278,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1814,Group Patients in Service,-3432,4303,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1815,PSY Patients w OUD,-3112,3980,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1816,"Data OUD -> PSY",-3113,3925,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1817,1816,1815,0,0,0,0,0,128,0,-1--1--1,,1|(-3113,3946)| +10,1818,PSY Starting a Service w OUD,-2853,3925,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1819,1816,1818,0,0,0,0,0,64,0,-1--1--1,,1|(-2994,3925)| +10,1820,EBPsy Patients w OUD,-3116,4093,60,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1821,"Data OUD -> EBPsy",-3117,4038,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1822,1821,1820,0,0,0,0,0,128,0,-1--1--1,,1|(-3117,4059)| +10,1823,EBPsy Starting a Service w OUD,-2857,4038,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1824,1821,1823,0,0,0,0,0,64,0,-1--1--1,,1|(-3001,4038)| +10,1825,CC Patients w OUD,-3124,4198,56,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1826,"Data OUD -> CC",-3125,4143,65,12,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1827,1826,1825,0,0,0,0,0,128,0,-1--1--1,,1|(-3125,4161)| +10,1828,CC Starting a Service w OUD,-2865,4143,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1829,1826,1828,0,0,0,0,0,64,0,-1--1--1,,1|(-2999,4143)| +10,1830,MM Patients w OUD,-3124,4313,57,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1831,"Data OUD -> MM",-3125,4258,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1832,1831,1830,0,0,0,0,0,128,0,-1--1--1,,1|(-3125,4279)| +10,1833,MM Starting a Service w OUD,-2865,4258,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1834,1831,1833,0,0,0,0,0,64,0,-1--1--1,,1|(-3006,4258)| +10,1835,Adjunctive Patients w OUD,-3122,4422,65,20,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1836,"Data OUD -> Adjunct",-3123,4367,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1837,1836,1835,0,0,0,0,0,128,0,-1--1--1,,1|(-3123,4387)| +10,1838,Adjunctive Starting a Service w OUD,-2863,4367,59,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1839,1836,1838,0,0,0,0,0,64,0,-1--1--1,,1|(-3004,4367)| +10,1840,Group Patients w OUD,-3124,4533,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1841,"Data OUD -> Group",-3125,4478,51,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1842,1841,1840,0,0,0,0,0,128,0,-1--1--1,,1|(-3125,4499)| +10,1843,Group Starting a Service w OUD,-2865,4478,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1844,1841,1843,0,0,0,0,0,64,0,-1--1--1,,1|(-3008,4478)| +1,1845,1804,1815,0,0,0,0,0,128,0,-1--1--1,,1|(-3276,3987)| +1,1846,1815,1650,0,0,0,0,0,128,0,-1--1--1,,1|(-3187,4090)| +1,1847,1806,1820,0,0,0,0,0,128,0,-1--1--1,,1|(-3278,4073)| +1,1848,1820,1650,0,0,0,0,0,128,0,-1--1--1,,1|(-3187,4148)| +1,1849,1808,1825,0,0,0,0,0,128,0,-1--1--1,,1|(-3282,4156)| +1,1850,1825,1650,0,0,0,0,0,128,0,-1--1--1,,1|(-3188,4203)| +1,1851,1810,1830,0,0,0,0,0,128,0,-1--1--1,,1|(-3284,4243)| +1,1852,1830,1650,0,0,0,0,0,128,0,-1--1--1,,1|(-3191,4266)| +1,1853,1812,1835,0,0,0,0,0,128,0,-1--1--1,,1|(-3280,4329)| +1,1854,1835,1650,0,0,0,0,0,128,0,-1--1--1,,1|(-3192,4321)| +1,1855,1814,1840,0,0,0,0,0,128,0,-1--1--1,,1|(-3284,4414)| +1,1856,1840,1650,0,0,0,0,0,128,0,-1--1--1,,1|(-3194,4378)| +1,1857,1803,1818,0,0,0,0,0,128,0,-1--1--1,,1|(-2667,3951)| +1,1858,1818,1657,0,0,0,0,0,128,0,-1--1--1,,1|(-2783,4055)| +1,1859,1805,1823,0,0,0,0,0,128,0,-1--1--1,,1|(-2665,4036)| +1,1860,1823,1657,0,0,0,0,0,128,0,-1--1--1,,1|(-2787,4112)| +1,1861,1807,1828,0,0,0,0,0,128,0,-1--1--1,,1|(-2669,4118)| +1,1862,1828,1657,0,0,0,0,0,128,0,-1--1--1,,1|(-2793,4168)| +1,1863,1809,1833,0,0,0,0,0,128,0,-1--1--1,,1|(-2670,4205)| +1,1864,1833,1657,0,0,0,0,0,128,0,-1--1--1,,1|(-2793,4230)| +1,1865,1811,1838,0,0,0,0,0,128,0,-1--1--1,,1|(-2668,4287)| +1,1866,1838,1657,0,0,0,0,0,128,0,-1--1--1,,1|(-2787,4284)| +1,1867,1813,1843,0,0,0,0,0,128,0,-1--1--1,,1|(-2670,4375)| +1,1868,1843,1657,0,0,0,0,0,128,0,-1--1--1,,1|(-2789,4344)| +10,1869,PSY Starting a Service Rate,-2506,4774,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1870,PSY Patients in Service,-3446,4791,64,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1871,EBPsy Starting a Service Rate,-2501,4834,63,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1872,EBPsy Patients in Service,-3446,4853,65,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1873,CC Starting a Service Rate,-2501,4894,58,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1874,CC Patients in Service,-3446,4915,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1875,MM Starting a Service Rate,-2501,4954,59,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1876,MM Patients in Service,-3446,4977,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1877,Adjunctive Starting a Service Rate,-2501,5014,55,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1878,Adjunctive Patients in Service,-3446,5039,46,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1879,Group Starting a Service Rate,-2501,5078,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1880,Group Patients in Service,-3446,5103,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1881,PSY Starting a Service Rate,-2484,5663,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1882,PSY Patients in Service,-3424,5681,64,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1883,EBPsy Starting a Service Rate,-2479,5723,63,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1884,EBPsy Patients in Service,-3424,5743,65,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1885,CC Starting a Service Rate,-2479,5783,58,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1886,CC Patients in Service,-3424,5805,61,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1887,MM Starting a Service Rate,-2479,5843,59,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1888,MM Patients in Service,-3424,5867,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1889,Adjunctive Starting a Service Rate,-2479,5903,55,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1890,Adjunctive Patients in Service,-3424,5929,46,24,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1891,Group Starting a Service Rate,-2479,5967,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1892,Group Patients in Service,-3424,5993,62,18,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|10||128-128-128,0,0,0,0,0,0 +10,1893,PSY Patients w PTSD,-3100,4761,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1894,"Data PTSD -> PSY",-3101,4706,55,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1895,1894,1893,0,0,0,0,0,128,0,-1--1--1,,1|(-3101,4726)| +10,1896,PSY Starting a Service w PTSD,-2837,4707,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1897,1894,1896,0,0,0,0,0,64,0,-1--1--1,,1|(-2980,4706)| +10,1898,EBPsy Patients w PTSD,-3104,4855,60,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1899,"Data PTSD -> EBPsy",-3105,4800,55,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1900,1899,1898,0,0,0,0,0,128,0,-1--1--1,,1|(-3105,4820)| +10,1901,EBPsy Starting a Service w PTSD,-2841,4801,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1902,1899,1901,0,0,0,0,0,64,0,-1--1--1,,1|(-2985,4800)| +10,1903,CC Patients w PTSD,-3107,4972,56,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1904,"Data PTSD -> CC",-3108,4917,55,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1905,1904,1903,0,0,0,0,0,128,0,-1--1--1,,1|(-3108,4937)| +10,1906,CC Starting a Service w PTSD,-2844,4918,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1907,1904,1906,0,0,0,0,0,64,0,-1--1--1,,1|(-2987,4917)| +10,1908,MM Patients w PTSD,-3109,5084,57,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1909,"Data PTSD -> MM",-3110,5029,55,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1910,1909,1908,0,0,0,0,0,128,0,-1--1--1,,1|(-3110,5049)| +10,1911,MM Starting a Service w PTSD,-2846,5030,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1912,1909,1911,0,0,0,0,0,64,0,-1--1--1,,1|(-2989,5029)| +10,1913,Adjuctive Patients w PTSD,-3097,5182,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1914,"Data PTSD -> Adjunct",-3098,5127,55,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1915,1914,1913,0,0,0,0,0,128,0,-1--1--1,,1|(-3098,5147)| +10,1916,Adjuctive Starting a Service w PTSD,-2834,5128,63,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1917,1914,1916,0,0,0,0,0,64,0,-1--1--1,,1|(-2977,5127)| +10,1918,Group Patients w PTSD,-3098,5300,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1919,"Data PTSD -> Group",-3099,5245,55,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1920,1919,1918,0,0,0,0,0,128,0,-1--1--1,,1|(-3099,5265)| +10,1921,Group Starting a Service w PTSD,-2835,5246,63,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1922,1919,1921,0,0,0,0,0,64,0,-1--1--1,,1|(-2978,5245)| +1,1923,1870,1893,0,0,0,0,0,128,0,-1--1--1,,1|(-3277,4776)| +1,1924,1893,1651,0,0,0,0,0,128,0,-1--1--1,,1|(-3186,4848)| +1,1925,1872,1898,0,0,0,0,0,128,0,-1--1--1,,1|(-3279,4853)| +1,1926,1898,1651,0,0,0,0,0,128,0,-1--1--1,,1|(-3187,4896)| +1,1927,1874,1903,0,0,0,0,0,128,0,-1--1--1,,1|(-3280,4942)| +1,1928,1903,1651,0,0,0,0,0,128,0,-1--1--1,,1|(-3186,4960)| +1,1929,1876,1908,0,0,0,0,0,128,0,-1--1--1,,1|(-3284,5028)| +1,1930,1908,1651,0,0,0,0,0,128,0,-1--1--1,,1|(-3190,5018)| +1,1931,1878,1913,0,0,0,0,0,128,0,-1--1--1,,1|(-3277,5107)| +1,1932,1913,1651,0,0,0,0,0,128,0,-1--1--1,,1|(-3185,5069)| +1,1933,1880,1918,0,0,0,0,0,128,0,-1--1--1,,1|(-3278,5198)| +1,1934,1918,1651,0,0,0,0,0,128,0,-1--1--1,,1|(-3187,5128)| +1,1935,1896,1658,0,0,0,0,0,128,0,-1--1--1,,1|(-2782,4814)| +1,1936,1901,1658,0,0,0,0,0,128,0,-1--1--1,,1|(-2785,4862)| +1,1937,1875,1911,0,0,0,0,0,128,0,-1--1--1,,1|(-2665,4989)| +1,1938,1911,1658,0,0,0,0,0,128,0,-1--1--1,,1|(-2788,4986)| +1,1939,1906,1658,0,0,0,0,0,128,0,-1--1--1,,1|(-2790,4924)| +1,1940,1877,1916,0,0,0,0,0,128,0,-1--1--1,,1|(-2657,5066)| +1,1941,1916,1658,0,0,0,0,0,128,0,-1--1--1,,1|(-2779,5034)| +1,1942,1879,1921,0,0,0,0,0,128,0,-1--1--1,,1|(-2662,5158)| +1,1943,1921,1658,0,0,0,0,0,128,0,-1--1--1,,1|(-2780,5096)| +1,1944,1873,1906,0,0,0,0,0,128,0,-1--1--1,,1|(-2663,4905)| +1,1945,1871,1901,0,0,0,0,0,128,0,-1--1--1,,1|(-2664,4818)| +1,1946,1869,1896,0,0,0,0,0,128,0,-1--1--1,,1|(-2664,4741)| +10,1947,PSY Patients w Other Needs,-3114,5579,59,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1948,"Data Other -> PSY",-3113,5524,53,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1949,1948,1947,0,0,0,0,0,128,0,-1--1--1,,1|(-3114,5544)| +10,1950,PSY Starting a Service w Other Needs,-2846,5524,61,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1951,1948,1950,0,0,0,0,0,64,0,-1--1--1,,1|(-2991,5524)| +10,1952,EBPsy Patients w Other Needs,-3139,5675,63,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1953,"Data Other -> EBPsy",-3140,5620,53,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1954,1953,1952,0,0,0,0,0,128,0,-1--1--1,,1|(-3140,5637)| +10,1955,EBPsy Starting a Service w Other Needs,-2873,5620,65,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1956,1953,1955,0,0,0,0,0,64,0,-1--1--1,,1|(-3020,5620)| +10,1957,MM Patients w Other Needs,-3146,5875,57,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1958,"Data Other -> MM",-3147,5820,53,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1959,1958,1957,0,0,0,0,0,128,0,-1--1--1,,1|(-3147,5840)| +10,1960,MM Starting a Service w Other Needs,-2880,5820,61,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1961,1958,1960,0,0,0,0,0,64,0,-1--1--1,,1|(-3025,5820)| +10,1962,CC Patients w Other Needs,-3150,5769,56,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1963,"Data Other -> CC",-3151,5714,53,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1964,1963,1962,0,0,0,0,0,128,0,-1--1--1,,1|(-3151,5734)| +10,1965,CC Starting a Service w Other Needs,-2884,5714,61,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1966,1963,1965,0,0,0,0,0,64,0,-1--1--1,,1|(-3029,5714)| +10,1967,Adjunctive Patients w Other Needs,-3134,5975,63,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1968,"Data Other -> Adjunct",-3135,5920,60,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1969,1968,1967,0,0,0,0,0,128,0,-1--1--1,,1|(-3135,5940)| +10,1970,Adjunctive Starting a Service w Other Needs,-2868,5920,61,30,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1971,1968,1970,0,0,0,0,0,64,0,-1--1--1,,1|(-3009,5920)| +10,1972,Group Patients w Other Needs,-3160,6075,65,18,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +10,1973,"Data Other -> Group",-3161,6020,53,18,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0,0,0,0,0,0,0 +1,1974,1973,1972,0,0,0,0,0,128,0,-1--1--1,,1|(-3161,6040)| +10,1975,Group Starting a Service w Other Needs,-2894,6020,63,24,8,3,0,0,0,0,0,0,0,0,0,0,0,0 +1,1976,1973,1975,0,0,0,0,0,64,0,-1--1--1,,1|(-3040,6020)| +1,1977,1882,1947,0,0,0,0,0,128,0,-1--1--1,,1|(-3276,5632)| +1,1978,1947,1652,0,0,0,0,0,128,0,-1--1--1,,1|(-3184,5702)| +1,1979,1884,1952,0,0,0,0,0,128,0,-1--1--1,,1|(-3287,5710)| +1,1980,1952,1652,0,0,0,0,0,128,0,-1--1--1,,1|(-3197,5753)| +1,1981,1886,1962,0,0,0,0,0,128,0,-1--1--1,,1|(-3291,5787)| +1,1982,1962,1652,0,0,0,0,0,128,0,-1--1--1,,1|(-3199,5799)| +1,1983,1888,1957,0,0,0,0,0,128,0,-1--1--1,,1|(-3289,5870)| +1,1984,1957,1652,0,0,0,0,0,128,0,-1--1--1,,1|(-3197,5858)| +1,1985,1890,1967,0,0,0,0,0,128,0,-1--1--1,,1|(-3294,5949)| +1,1986,1967,1652,0,0,0,0,0,128,0,-1--1--1,,1|(-3195,5908)| +1,1987,1892,1972,0,0,0,0,0,128,0,-1--1--1,,1|(-3298,6031)| +1,1988,1972,1652,0,0,0,0,0,128,0,-1--1--1,,1|(-3207,5962)| +1,1989,1891,1975,0,0,0,0,0,128,0,-1--1--1,,1|(-2680,5991)| +1,1990,1975,1659,0,0,0,0,0,128,0,-1--1--1,,1|(-2782,5939)| +1,1991,1889,1970,0,0,0,0,0,128,0,-1--1--1,,1|(-2664,5910)| +1,1992,1970,1659,0,0,0,0,0,128,0,-1--1--1,,1|(-2772,5887)| +1,1993,1887,1960,0,0,0,0,0,128,0,-1--1--1,,1|(-2672,5831)| +1,1994,1960,1659,0,0,0,0,0,128,0,-1--1--1,,1|(-2778,5833)| +1,1995,1885,1965,0,0,0,0,0,128,0,-1--1--1,,1|(-2674,5750)| +1,1996,1965,1659,0,0,0,0,0,128,0,-1--1--1,,1|(-2777,5778)| +1,1997,1883,1955,0,0,0,0,0,128,0,-1--1--1,,1|(-2669,5673)| +1,1998,1955,1659,0,0,0,0,0,128,0,-1--1--1,,1|(-2770,5729)| +1,1999,1881,1950,0,0,0,0,0,128,0,-1--1--1,,1|(-2651,5598)| +1,2000,1950,1659,0,0,0,0,0,128,0,-1--1--1,,1|(-2756,5680)| +1,2001,1713,1648,0,0,0,0,0,128,0,-1--1--1,,1|(-3184,2915)| +10,2002,"Data Appointment Supply (Total)",-1741,2621,53,24,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|10||255-0-0,0,0,0,0,0,0 ///---\\\ :GRAPH GRAPH :TITLE GRAPH @@ -6325,17 +6936,15 @@ RVI Delays Affect Treatment Decisions :VAR MM Patients Waiting to Start a Service :Y-MIN 9 :Y-MAX 9.35 -:DATASET :SCALE :VAR CC Patients Waiting to Start a Service :Y-MIN 6 :Y-MAX 6.25 -:DATASET :L<%^E!@ 4:Time -5:Acceptable Delay to Starting Service +5:User Group Service Proportions from Team Data 9:AGG-2019Feb08-2 -19:88,0 +19:55,0 24:-13 25:104 26:104 @@ -6366,7 +6975,6 @@ RVI Delays Affect Treatment Decisions 97:0 77:0 78:0 -102:1 93:0 94:0 92:0 @@ -6375,6 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a/blue/mtl3.0_models/agg_i_v15_2024_7_23.xmile b/blue/mtl3.0_models/agg_i_v15_2024_08_21.xmile similarity index 83% rename from blue/mtl3.0_models/agg_i_v15_2024_7_23.xmile rename to blue/mtl3.0_models/agg_i_v15_2024_08_21.xmile index dedc8d956..455ed34d7 100644 --- a/blue/mtl3.0_models/agg_i_v15_2024_7_23.xmile +++ b/blue/mtl3.0_models/agg_i_v15_2024_08_21.xmile @@ -312,6 +312,19 @@ Intake Rescheduling Rate + + pts + The total number of patients waiting for their intake evaluation appointment. (pts) + + Intake_Evaluation_Rate*Acceptable_Delay_to_Starting_Service + + + Intake Evaluation Rate + + + Intake Intake Completion Rate + + appt The total number of appointments for each service on the calendar. (appts) @@ -378,19 +391,6 @@ MM_RVI, MM_RVI , MM_RVI) - - pts - The total number of patients waiting for their intake evaluation appointment. (pts) - - Intake_Evaluation_Rate*Acceptable_Delay_to_Starting_Service - - - Intake Evaluation Rate - - - Intake Completion Rate - - appt The total number of appointments for each service on the calendar. (appts) @@ -680,7 +680,7 @@ Dmnl The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously. - MIN(ZIDZ(Adjunctive_Patient_Start_Rate , (Intake_Completion_Rate+Review_Rate)),1) + MIN(ZIDZ(Adjunctive_Patient_Start_Rate , (Intake_Intake_Completion_Rate+Review_Rate)),1) pts/wk @@ -712,7 +712,7 @@ pts/wk The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk) MAX( - (Intake_Completion_Rate+Review_Rate) + (Intake_Intake_Completion_Rate+Review_Rate) *Adjunctive_Service_Proportions *Adjunctive_Effect_of_Care_Delays_on_Treatment_Decisions @@ -948,7 +948,7 @@ Dmnl The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously. - MIN(ZIDZ(CC_Patient_Start_Rate , (Intake_Completion_Rate+Review_Rate)),1) + MIN(ZIDZ(CC_Patient_Start_Rate , (Intake_Intake_Completion_Rate+Review_Rate)),1) pts/wk @@ -986,17 +986,12 @@ pts/wk The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk) MAX( - (Intake_Completion_Rate+Review_Rate) + (Intake_Intake_Completion_Rate+Review_Rate) *CC_Service_Proportions *CC_Effect_of_Care_Delays_on_Treatment_Decisions ,0) - - Dmnl - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct) - ZIDZ(CC_Desired_Clinical_Hours, CC_Actual_Hours_Available_for_Service) - appt/wk The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk) @@ -1006,6 +1001,11 @@ ,0),0.001) + + Dmnl + When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct) + ZIDZ(CC_Desired_Clinical_Hours, CC_Actual_Hours_Available_for_Service) + Dmnl Ratio of the team's total excess hours worked to their total official hours. @@ -1228,7 +1228,7 @@ Dmnl The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously. - MIN(ZIDZ(EBPsy_Patient_Start_Rate , (Intake_Completion_Rate+Review_Rate)),1) + MIN(ZIDZ(EBPsy_Patient_Start_Rate , (Intake_Intake_Completion_Rate+Review_Rate)),1) pts/wk @@ -1268,7 +1268,7 @@ pts/wk The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk) MAX( - (Intake_Completion_Rate+Review_Rate) + (Intake_Intake_Completion_Rate+Review_Rate) *EBPsy_Service_Proportions *EBPsy_Effect_of_Care_Delays_on_Treatment_Decisions @@ -1520,7 +1520,7 @@ Dmnl The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously. - MIN(ZIDZ(Group_Patient_Start_Rate , (Intake_Completion_Rate+Review_Rate)),1) + MIN(ZIDZ(Group_Patient_Start_Rate , (Intake_Intake_Completion_Rate+Review_Rate)),1) pts/wk @@ -1559,7 +1559,7 @@ pts/wk The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk) MAX( - (Intake_Completion_Rate+Review_Rate) + (Intake_Intake_Completion_Rate+Review_Rate) *Group_Service_Proportions *Group_Effect_of_Care_Delays_on_Treatment_Decisions @@ -1618,11 +1618,6 @@ Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk) QUANTUM(MIN(Intake_Maximum_Completion_Rate, MIN(Intake_Desired_Completion_Rate,Intake_Potential_Completion_Rate)),0.001) - - pts/wk - The number of patients who complete an intake evaluation with the team per week, based on the supply allocated to conducting intake evaluations. (pts/wk) - MIN(Intake_Maximum_Start_Rate_Intake,Intake_Patient_Start_Rate) - appt/(pts*wk) Baseline number of appointments generated per patient per week for a service. @@ -1670,10 +1665,15 @@ IF_THEN_ELSE(User_Intake_Appointment_Supply<0, "Data_Appointment_Supply_(median)_->_Intake",User_Intake_Appointment_Supply )) + + pts/wk + The number of patients who complete an intake evaluation with the team per week, based on the supply allocated to conducting intake evaluations. (pts/wk) + MIN(Intake_Maximum_Start_Rate_Intake,Intake_Patient_Start_Rate) + wk The wait time for intake evaluations with this team. (wks) - MIN(IF_THEN_ELSE(Patients_Waiting_for_Intake_Evaluation<0.05, 0.01, XIDZ(Patients_Waiting_for_Intake_Evaluation, Intake_Completion_Rate, 52)),52) + MIN(IF_THEN_ELSE(Intake_Patients_Waiting_for_Intake_Evaluation<0.05, 0.01, XIDZ(Intake_Patients_Waiting_for_Intake_Evaluation, Intake_Intake_Completion_Rate, 52)),52) appt/wk @@ -1683,12 +1683,12 @@ pts/wk The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments. - Patients_Waiting_for_Intake_Evaluation/Intake_Minimum_Time_to_Schedule + Intake_Patients_Waiting_for_Intake_Evaluation/Intake_Minimum_Time_to_Schedule appt/wk Total number of new patient appointments per week. - Intake_Completion_Rate/Intake_Patients_per_Appointment + Intake_Intake_Completion_Rate/Intake_Patients_per_Appointment hrs/wk @@ -1719,7 +1719,7 @@ Dmnl - This controls the magnitude of the effect increases in wait time have on the inflow of patients for intake evaluations, where these drop as wait time increases. A value of "zero" implies that there is no relationship between wait time and the demand for intake evaluations. A value of "1" indicates that if the wait time doubles, then the demand for intake evaulations will be cut in half. For the same situation, a value of "0.5" would result in less of an effect (reducing the demand for intake evaluations to 7113217260260f its original value), and a value of "1.5" would result in a greater effect (reducing the demand for intake evaluations to less than 350f its original value). + This controls the magnitude of the effect increases in wait time have on the inflow of patients for intake evaluations, where these drop as wait time increases. A value of "zero" implies that there is no relationship between wait time and the demand for intake evaluations. A value of "1" indicates that if the wait time doubles, then the demand for intake evaulations will be cut in half. For the same situation, a value of "0.5" would result in less of an effect (reducing the demand for intake evaluations to 7116323460260f its original value), and a value of "1.5" would result in a greater effect (reducing the demand for intake evaluations to less than 350f its original value). GAME ( 1) @@ -1959,7 +1959,7 @@ Dmnl The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously. - MIN(ZIDZ(MM_Patient_Start_Rate , (Intake_Completion_Rate+Review_Rate)),1) + MIN(ZIDZ(MM_Patient_Start_Rate , (Intake_Intake_Completion_Rate+Review_Rate)),1) pts/wk @@ -1999,7 +1999,7 @@ pts/wk The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk) MAX( - (Intake_Completion_Rate+Review_Rate) + (Intake_Intake_Completion_Rate+Review_Rate) *MM_Service_Proportions *MM_Effect_of_Care_Delays_on_Treatment_Decisions @@ -2236,7 +2236,7 @@ Dmnl The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously. - MIN(ZIDZ(PSY_Patient_Start_Rate , (Intake_Completion_Rate+Review_Rate)), 1) + MIN(ZIDZ(PSY_Patient_Start_Rate , (Intake_Intake_Completion_Rate+Review_Rate)), 1) pts/wk @@ -2274,7 +2274,7 @@ pts/wk The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk) MAX( - (Intake_Completion_Rate+Review_Rate) + (Intake_Intake_Completion_Rate+Review_Rate) *PSY_Service_Proportions *PSY_Effect_of_Care_Delays_on_Treatment_Decisions @@ -2302,37 +2302,37 @@ Dmnl - This controls the magnitude of the effect work pressure has on overtime, where an increase in appointment backlog causes the team to work more "unofficial" hours to increase the completion rate to mitigate that increase. A value of "zero" implies that the team will not use overtime or overbook appointments for any amount of work pressure. A value of "1" implies that there is a direct relationship between work pressure and the amount of overtime used (e.g., doubling the work pressure will also double the hours worked per week). For the same situation, a value of "0.5" would only increase the hours worked to 4113217260260ver the original value, and a value of 1.5 would increase the hours worked to 1820ver the original value. + This controls the magnitude of the effect work pressure has on overtime, where an increase in appointment backlog causes the team to work more "unofficial" hours to increase the completion rate to mitigate that increase. A value of "zero" implies that the team will not use overtime or overbook appointments for any amount of work pressure. A value of "1" implies that there is a direct relationship between work pressure and the amount of overtime used (e.g., doubling the work pressure will also double the hours worked per week). For the same situation, a value of "0.5" would only increase the hours worked to 4116323460260ver the original value, and a value of 1.5 would increase the hours worked to 1820ver the original value. GAME ( 1) Dmnl - This controls the magnitude of the effect provider fatigue has on patients' duration in each service, where the total time in a service drops as fatigue increases. A value of "zero" implies that provider fatigue will have no effect on patient satisfaction. A value of "1" implies the assumption that doubling provider fatigue (e.g., short-term increases in work hours) will reduce the patients percieved quality of service, and thus patients' willingness to remain in that service by half. For the same situation, a value of "0.5" would reduce the average duration in that service to 7113217260260f the original time in service, and a value of 1.5 would reduce the duration to only 350f the original duration. + This controls the magnitude of the effect provider fatigue has on patients' duration in each service, where the total time in a service drops as fatigue increases. A value of "zero" implies that provider fatigue will have no effect on patient satisfaction. A value of "1" implies the assumption that doubling provider fatigue (e.g., short-term increases in work hours) will reduce the patients percieved quality of service, and thus patients' willingness to remain in that service by half. For the same situation, a value of "0.5" would reduce the average duration in that service to 7116323460260f the original time in service, and a value of 1.5 would reduce the duration to only 350f the original duration. GAME ( 1) Dmnl - This controls the magnitude of the effect of work pressure has on the return to clinic interval (RVI), where an increase in appointment backlog causes the team to extend the scheduled RVI for current patients. A value of "zero" implies that the team will not delay existing patients' care (i.e., extend patients' RVI) for any amount of work pressure. A value of "1" implies that there is a direct relationship between work pressure and RVI (e.g., doubling the work pressure will also double the RVI). For the same situation, a value of "0.5" would only increase the RVI by 4113217260260ver its original value, and a value of 1.5 would increase the RVI by 1820ver the original value. + This controls the magnitude of the effect of work pressure has on the return to clinic interval (RVI), where an increase in appointment backlog causes the team to extend the scheduled RVI for current patients. A value of "zero" implies that the team will not delay existing patients' care (i.e., extend patients' RVI) for any amount of work pressure. A value of "1" implies that there is a direct relationship between work pressure and RVI (e.g., doubling the work pressure will also double the RVI). For the same situation, a value of "0.5" would only increase the RVI by 4116323460260ver its original value, and a value of 1.5 would increase the RVI by 1820ver the original value. GAME ( 1) Dmnl - This controls the magnitude of the effect changes in overtime has on team burnout and quits. A value of "zero" implies that there is no relationship between overtime and burnout and quits. A value of "1" implies the assumption that doubling the hours worked over the official hours will eventually cause enough quits to cut the official hours offered in half. For the same situation, a value of "0.5" would eventually reduce the official team hours to 7113217260260f its original value, and a value of 1.5 would reduce the official hours to 350f the original. + This controls the magnitude of the effect changes in overtime has on team burnout and quits. A value of "zero" implies that there is no relationship between overtime and burnout and quits. A value of "1" implies the assumption that doubling the hours worked over the official hours will eventually cause enough quits to cut the official hours offered in half. For the same situation, a value of "0.5" would eventually reduce the official team hours to 7116323460260f its original value, and a value of 1.5 would reduce the official hours to 350f the original. GAME ( 1) Dmnl - This controls the magnitude of the effect changes in overtime have on time for non-patient-facing care tasks and missed appointments. A value of "zero" implies that there is no relationship between overtime and missed appointments. A value below 1 indicates that providers are not sensitive to small changes in overtime and non-patient-facing task time; a value greater than 1 indicates that providers are very sensitive to small changes. Example: if a team is putting in 20more hours per week than their official supply, then an value of "1" would indicate that the ratio of missed appointments to all appointments would also be 20 24752gher than before. A value of "0.5" would cause that same 20 0ncrease in hours worked to have less of an effect (causing only a 9.5-2091475128ncrease in the missed appointment percentage). A value of "2" would cause that same 20 1909011966ncrease to have a greater effect ( raising the missed appointment percentage by 44). + This controls the magnitude of the effect changes in overtime have on time for non-patient-facing care tasks and missed appointments. A value of "zero" implies that there is no relationship between overtime and missed appointments. A value below 1 indicates that providers are not sensitive to small changes in overtime and non-patient-facing task time; a value greater than 1 indicates that providers are very sensitive to small changes. Example: if a team is putting in 20more hours per week than their official supply, then an value of "1" would indicate that the ratio of missed appointments to all appointments would also be 20 24752gher than before. A value of "0.5" would cause that same 20 0ncrease in hours worked to have less of an effect (causing only a 9.5-1213864440ncrease in the missed appointment percentage). A value of "2" would cause that same 20 1821062478ncrease to have a greater effect ( raising the missed appointment percentage by 44). GAME ( 1) Dmnl - This controls the magnitude of the effect existing patient care delays have on the team's treatment decisions, where decisions to start patients in a service drop as actual return to clinic visit interval increases (relative to target RVI). A value of "zero" implies that that no amount of care delay will influence the team's treatment decisions. A value of "1" implies that doubling the time between appointments for existing patients (e.g., delaying their care) will reduce the decisions to start in that service by half. For the same situation, a value of "0.5" would reduce the decisions to start in that service to 7113217260260f the original rate, and a value of "1.5" would reduce the decisions to start to only 350f the original rate. + This controls the magnitude of the effect existing patient care delays have on the team's treatment decisions, where decisions to start patients in a service drop as actual return to clinic visit interval increases (relative to target RVI). A value of "zero" implies that that no amount of care delay will influence the team's treatment decisions. A value of "1" implies that doubling the time between appointments for existing patients (e.g., delaying their care) will reduce the decisions to start in that service by half. For the same situation, a value of "0.5" would reduce the decisions to start in that service to 7116323460260f the original rate, and a value of "1.5" would reduce the decisions to start to only 350f the original rate. GAME ( 1) @@ -2343,7 +2343,7 @@ hrs/wk - The clinician time available for a service depends on the total clinical hours available, the relative increase in hours due to overtime, and the 0x0.07ff75a3d60b0p-1022llocated to a service. + The clinician time available for a service depends on the total clinical hours available, the relative increase in hours due to overtime, and the 0x0.07ff6734e60b0p-1022llocated to a service. Intake_Actual_Hours_Available_for_Service+PSY_Actual_Hours_Available_for_Service+EBPsy_Actual_Hours_Available_for_Service +CC_Actual_Hours_Available_for_Service+MM_Actual_Hours_Available_for_Service+Adjunctive_Actual_Hours_Available_for_Service+Group_Actual_Hours_Available_for_Service @@ -2653,11 +2653,336 @@ The appointment length for a service;aka, the productivity. 0.5 + + hrs/wk + The number of appointments available with this team for each service each week. The estimate is calculated using the volume of visits completed each week with the team in each service over one year. (hrs/wk) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DO2') + + + hrs/wk + The number of appointments available with this team for each service each week. The estimate is calculated using the volume of visits completed each week with the team in each service over one year. (hrs/wk) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CU2') + + + hrs/wk + The number of appointments available with this team for each service each week. The estimate is calculated using the volume of visits completed each week with the team in each service over one year. (hrs/wk) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CK2') + + + hrs/wk + The number of appointments available with this team for each service each week. The estimate is calculated using the volume of visits completed each week with the team in each service over one year. (hrs/wk) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DY2') + + + hrs/wk + The number of appointments available with this team for each service each week. The estimate is calculated using the volume of visits completed each week with the team in each service over one year. (hrs/wk) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','BW2') + + + hrs/wk + The number of appointments available with this team for each service each week. The estimate is calculated using the volume of visits completed each week with the team in each service over one year. (hrs/wk) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DE2') + + + hrs/wk + The number of appointments available with this team for each service each week. The estimate is calculated using the volume of visits completed each week with the team in each service over one year. (hrs/wk) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CA2') + The sum of all clinical hours allocated to patient appointments. It must be less than 40 hrs/week/clinician, due to administrative duties, sick leave, annual leave, training, etc. (hrs/wk) 0 + + Dmnl + The fraction of patients who have AUD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DS2') + + + Dmnl + The fraction of patients who have AUD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CY2') + + + Dmnl + The fraction of patients who have AUD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CO2') + + + Dmnl + The fraction of patients who have AUD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','EC2') + + + Dmnl + The fraction of patients who have AUD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DI2') + + + Dmnl + The fraction of patients who have AUD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CE2') + + + Dmnl + The fraction of patients who have Depression as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DT2') + + + Dmnl + The fraction of patients who have Depression as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CZ2') + + + Dmnl + The fraction of patients who have Depression as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CP2') + + + Dmnl + The fraction of patients who have Depression as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','ED2') + + + Dmnl + The fraction of patients who have Depression as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DJ2') + + + Dmnl + The fraction of patients who have Depression as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CF2') + + + wk + These estimated service durations do not include patients who only come for one visit ("one-n-dones" are a significant portion of all patient visits). + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DP2') + + + wk + These estimated service durations do not include patients who only come for one visit ("one-n-dones" are a significant portion of all patient visits). + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CL2') + + + wk + These estimated service durations do not include patients who only come for one visit ("one-n-dones" are a significant portion of all patient visits). + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DZ2') + + + wk + + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','BX2') + + + wk + These estimated service durations do not include patients who only come for one visit ("one-n-dones" are a significant portion of all patient visits). + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DF2') + + + wk + These estimated service durations do not include patients who only come for one visit ("one-n-dones" are a significant portion of all patient visits). + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CB2') + + + wk + These estimated service durations do not include patients who only come for one visit ("one-n-dones" are a significant portion of all patient visits). + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CV2') + + + pts/wk + The average number of patients starting a new service with the team per week, calculated from a cohort of patients seen over one year in this team who have never had an visit in that service with this team before. (pts/wk) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','BU2') + + + Dmnl + The fraction of patients who have Other Needs as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DW2') + + + Dmnl + The fraction of patients who have Other Needs as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DC2') + + + Dmnl + The fraction of patients who have Other Needs as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CS2') + + + Dmnl + The fraction of patients who have Other Needs as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','EG2') + + + Dmnl + The fraction of patients who have Other Needs as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DM2') + + + Dmnl + The fraction of patients who have Other Needs as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CI2') + + + Dmnl + The fraction of patients who have OUD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DU2') + + + Dmnl + The fraction of patients who have OUD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DA2') + + + Dmnl + The fraction of patients who have OUD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CQ2') + + + Dmnl + The fraction of patients who have OUD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','EE2') + + + Dmnl + The fraction of patients who have OUD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export', 'DK2') + + + Dmnl + The fraction of patients who have OUD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CG2') + + + Dmnl + The fraction of patients who have PTSD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DV2') + + + Dmnl + The fraction of patients who have PTSD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DB2') + + + Dmnl + The fraction of patients who have PTSD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CR2') + + + Dmnl + The fraction of patients who have PTSD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','EF2') + + + Dmnl + The fraction of patients who have PTSD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DL2') + + + Dmnl + The fraction of patients who have PTSD as a primary diagnosis in each service. These fractions are likely to sum to >100, as they are not mutually exclusive (i.e., a patient can have a primary diagnosis of OUD in one visit, and then DEP in a subsequent visit, which would count them in both cohorts). Also, some patients engage in multiple services simultaneously, and thus count in multiple service cohorts. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CH2') + + + wk + The median return-to-clinic visit interval for visits in each service with this team, calculated from the number of visits per patient over their entire engagement time. (wks) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DR2') + + + wk + The median return-to-clinic visit interval for visits in each service with this team, calculated from the number of visits per patient over their entire engagement time. (wks) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CX2') + + + wk + The median return-to-clinic visit interval for visits in each service with this team, calculated from the number of visits per patient over their entire engagement time. (wks) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CN2') + + + wk + The median return-to-clinic visit interval for visits in each service with this team, calculated from the number of visits per patient over their entire engagement time. (wks) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','BY2') + + + wk + The median return-to-clinic visit interval for visits in each service with this team, calculated from the number of visits per patient over their entire engagement time. (wks) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','EB2') + + + wk + The median return-to-clinic visit interval for visits in each service with this team, calculated from the number of visits per patient over their entire engagement time. (wks) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DH2') + + + wk + The median return-to-clinic visit interval for visits in each service with this team, calculated from the number of visits per patient over their entire engagement time. (wks) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CD2') + + + Dmnl + The proportion of patients who start in each service with this team. The percentages sum to more than one, because patients may engage in multiple services concurrently. (pct) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DQ2') + + + Dmnl + The proportion of patients who start in each service with this team. The percentages sum to more than one, because patients may engage in multiple services concurrently. (pct) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CW2') + + + Dmnl + The proportion of patients who start in each service with this team. The percentages sum to more than one, because patients may engage in multiple services concurrently. (pct) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CM2') + + + Dmnl + The proportion of patients who start in each service with this team. The percentages sum to more than one, because patients may engage in multiple services concurrently. (pct) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','EA2') + + + Dmnl + The percent of patients who have appointments in each service, based on the team's data. Specifically, based on a count of all unique patients in the cohort with >1 visit (thus, excluding"1-n-done" patients) in a service (as identified by CPT code set) over the total patient cohort. These percentages will sum to >100, as many patients use multiple services concurrently. + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DG2') + + + Dmnl + The proportion of patients who start in each service with this team. The percentages sum to more than one, because patients may engage in multiple services concurrently. (pct) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CC2') + + + Dmnl + The proportion of appointments for each service with this team that no-showed or were cancelled after the appointment was supposed to have happened. (pct) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DN2') + + + Dmnl + The proportion of appointments for each service with this team that no-showed or were cancelled after the appointment was supposed to have happened. (pct) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CT2') + + + Dmnl + The proportion of appointments for each service with this team that no-showed or were cancelled after the appointment was supposed to have happened. (pct) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','CJ2') + + + Dmnl + The proportion of appointments for each service with this team that no-showed or were cancelled after the appointment was supposed to have happened. (pct) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DX2') + + + Dmnl + The proportion of appointments for each service with this team that no-showed or were cancelled after the appointment was supposed to have happened. (pct) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','BV2') + + + Dmnl + The proportion of appointments for each service with this team that no-showed or were cancelled after the appointment was supposed to have happened. (pct) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','DD2') + + + Dmnl + The proportion of appointments for each service with this team that no-showed or were cancelled after the appointment was supposed to have happened. (pct) + GET_DIRECT_CONSTANTS('ModelParameters.xlsx','Export','BZ2') + pts/appt Usually 1 patient per appointment, except for group clinics, where the ideal number is 8 patients per appointment, but is often as low as 4. diff --git a/blue/mtl3.0_models/agg_i_v15_2024_7_23-A.html b/blue/mtl3.0_models/agg_i_v15_2024_7_23-A.html deleted file mode 100644 index a910b6c77..000000000 --- a/blue/mtl3.0_models/agg_i_v15_2024_7_23-A.html +++ /dev/null @@ -1,16000 +0,0 @@ - - - - - - - - - -Documentation of agg_i_v15_2024_7_23 - - - - -
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Model InformationNumber
Total Number of Variables
449
Total Number of State Variables (Level+Smooth+Delay Variables)
35 (7.8%)
Total Number of Stocks (Stocks in Level+Smooth+Delay Variables) †
35 (7.8%)
0
0
106 (23.6%)
398 (88.6%)
0
0
Time Unit
Week
Initial Time
-13
Final Time
104
Reported Time Interval
TIME STEP
Time Step
0.015625
Model Is Fully Formulated
Yes
Modeler-Defined Groups
- No -
VPM File Available
- No -
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WarningsNumber
17 (3.8%)
Equations with Embedded Data (0 and 1 constants ignored)
32 (7.1%)
Unavailable
0
0
0
0
0
54 (12%)
83 (18.5%)
0
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Potential OmissionsNumber
2
18
0
26
0
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Types: - - - - - - - - - - - - - - - - - - -
L : Level (27 / 27) *SM : Smooth (2 / 2) * DE : Delay (6 / 6) * †LI : Level Initial (47)I : Initial (8)
C : Constant (30)F : Flow (48)A : Auxiliary (334)Sub: Subscripts (0)D : Data (0)
G : Game (42)T : Lookup (0 / 0) ††   
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* (state variables / total stocks)
† Total stocks do not include fixed delay variables.
†† (lookup variables / lookup tables).
 
Groups: - - - - - -
agg i v15 2024 7 23 (445) -
(Default) -		Control (4) -
Simulation Control Parameters -
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Modules: - - - -
Default (449)
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Module
Group
Type
Variable Name and Description
Defaultagg i v15 2024 7 23
(Default)		#1
LI,C -
-		 - (wk) -
= 1
Description: The team's goal to start patients in any service within one week of their intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#2
A -
-		 - (pts) -
= Adjunctive Patients in Service*"Data PTSD -> Adjunct"
Description: The numbers of patients in each service who have PTSD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w PTSD - The total number of patients across all services who have PTSD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#3
A -
-		 - (pts/wk) -
= Adjunctive Starting a Service Rate*"Data PTSD -> Adjunct"
Description: The number of patients per week starting PTSD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#4
A -
-		 - (Dmnl) -
= ZIDZ(Adjunctive Official Hours Available for Service,"Total Appt. Supply")
Description: The ratio of hours used for any one service compared to the total team hours.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#5
A -
-		 - (wk) -
= Adjunctive Engagement Duration*Effect of Fatigue on Patient's Engagement Time
Description: The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Ending Service Rate - The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#6
LI,A -
-		 - (hrs/wk) -
= Adjunctive Official Hours Available for Service*Adjunctive Effect of Work Pressure on Overtime
Description: The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
Present in 1 view: - -Used by:
    - -
  • Adjunctive Actual Service Capacity - The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
    • -
  • Adjunctive Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • Adjunctive Potential Completion Rate - The potential completion rate depends on the net available clinical hours and the time per apppointment.
    • -
  • Adjunctive Work Pressure - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
    • -
  • Total Actual Hours Available for Service - The clinician time available for a service depends on the total clinical hours available, the relative increase in hours due to overtime, and the % allocated to a service.
-
Defaultagg i v15 2024 7 23
(Default)		#7
A -
-		 - (wk) -
= MIN(IF THEN ELSE(Adjunctive Appointments<0.05,0.01,XIDZ(Adjunctive Appointments,Adjunctive Completing Rate, 52)),52)
Description: The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#8
A -
-		 - (hrs/wk) -
= Adjunctive Actual Hours Available for Service*(1-"Adjunctive Actual True Missed Appointment %")
Description: The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Appointment Rate for Service Capacity - The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
-
Defaultagg i v15 2024 7 23
(Default)		#9
A -
-		 - (Dmnl) -
= IF THEN ELSE(Time<0, "Data True MISsed Appointment % -> Adjunct", IF THEN ELSE("User Adjunctive True Missed Appointment %"<0, "Data True Missed Appointment % -> Adjunct", "User Adjunctive True Missed Appointment %"))*"Effect of Short-Term Overtime on Missed Appointments"
Description: The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Actual Service Capacity - The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
    • -
  • Adjunctive True Missed Appointment Rate - The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#10
A -
-		 - (appt/wk) -
= ZIDZ(Adjunctive Actual Service Capacity , Adjunctive Time per Appointment)
Description: The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Initial Patients - The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
    • -
  • Adjunctive Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#11
L -
-		 - (appt) -
= ∫Adjunctive Booking Rate+Adjunctive Rescheduling Rate-Adjunctive Completing Rate dt + [(Adjunctive Booking Rate)*(Adjunctive RVI)+ ((((Adjunctive Actual Hours Available for Service/Adjunctive Time per Appointment)*"Data True MISsed Appointment % -> Adjunct")*Adjunctive RVI))]
Description: The total number of appointments for each service on the calendar. (appts)
Present in 1 view: - -Used by:
    - -
  • Adjunctive Actual Return Visit Interval - The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
    • -
  • Adjunctive Desired Completion Rate - To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
    • -
  • Adjunctive Maximum Completion Rate - The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#12
L -
-		 - (appt) -
= ∫Adjunctive True Missed Appointment Rate-Adjunctive Rescheduling Rate dt + [Adjunctive True Missed Appointment Rate*Time to Reschedule]
Description: The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
Present in 1 view: - -Used by:
    - -
  • Adjunctive Rescheduling Rate - The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#13
LI,F,A -
-
-		 - (appt/wk) -
= "Adjunctive Current Pt Appts / week"
Description: The booking rate combines demand from both existing patients (based on appointments on the calendar and the scheduled RVI) and new patients' first appointments. (appt/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#14
F,A -
-
-		 - (appt/wk) -
= QUANTUM(MIN(Adjunctive Maximum Completion Rate, MIN(Adjunctive Desired Completion Rate,Adjunctive Potential Completion Rate)),0.001)
Description: Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
Present in 1 view: - -Used by:
    - -
  • Adjunctive Actual Return Visit Interval - The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
    • -
  • Adjunctive Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • Adjunctive True Missed Appointment Rate - The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#15
A -
-		 - (appt/wk) -
= ((ZIDZ(Adjunctive Patients in Service,Adjunctive Scheduled Return Visit Interval)) /Adjunctive Patients per Appointment)
Description: The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Booking Rate - The booking rate combines demand from both existing patients (based on appointments on the calendar and the scheduled RVI) and new patients' first appointments. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#16
A -
-		 - (wk) -
= MIN(IF THEN ELSE(Adjunctive Patients Waiting to Start a Service<0.05, 0.01, XIDZ(Adjunctive Patients Waiting to Start a Service, Adjunctive Starting a Service Rate, 52)),52)
Description: The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#17
A -
-		 - (appt/(wk*pts)) -
= ZIDZ(ZIDZ(1 , Adjunctive Patients per Appointment) , Adjunctive RVI)
Description: Baseline number of appointments generated per patient per week for a service.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Initial Patients - The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
    • -
  • Adjunctive Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#18
A -
-		 - (hrs/wk) -
= Adjunctive Desired Completion Rate*Adjunctive Time per Appointment
Description: This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Work Pressure - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#19
A -
-		 - (appt/wk) -
= ZIDZ(Adjunctive Appointments , Adjunctive RVI used when Completing)
Description: To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
    • -
  • Adjunctive Desired Clinical Hours - This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
-
Defaultagg i v15 2024 7 23
(Default)		#20
A -
-		 - (Dmnl) -
= Adjunctive Delay to Starting Service/Acceptable Delay to Starting Service
Description: Ratio of services' acutal start delay to the team's standard for acceptable start delay.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#21
A -
-		 - (Dmnl) -
= XIDZ(Adjunctive Actual Return Visit Interval,Adjunctive RVI,1)
Description: Ratio of services' acutal RVI to the team's desired RVI.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#22
A -
-		 - (Dmnl) -
= Adjunctive Effect of RVI Delays on Treatment Decisions*Adjunctive Effect of Start Delays on Treatment Decisions
Present in 1 view: - -Used by:
    - -
  • Adjunctive Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#23
A -
-		 - (Dmnl) -
= MIN(SMOOTHI(Adjunctive Difference between Actual and Standard RVI^-Sensitivity of Treatment Decisions to Existing Patient Care Delays,Time to Perceive Internal Delays,1),1)
Description: When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#24
A -
-		 - (Dmnl) -
= MIN(SMOOTHI(Adjunctive Difference between Actual and Acceptable Start Delays^-Sensitivity of Treatment Decisions to Existing Patient Care Delays,Time to Perceive Internal Delays,1),1)
Description: When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#25
A -
-		 - (Dmnl) -
= MAX(SMOOTHI((Adjunctive Work Pressure^Sensitivity of Overtime to Work Pressure),Time to Change Staff Hours,1),1)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
Present in 1 view: - -Used by:
    - -
  • Adjunctive Actual Hours Available for Service - The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#26
A -
-		 - (Dmnl) -
= MAX(SMOOTHI((Adjunctive Work Pressure^Sensitivity of Scheduled Return Visit Interval to Work Pressure),Time to Change Scheduled RVI,1),1)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
Present in 1 view: - -Used by:
    - -
  • Adjunctive Scheduled Return Visit Interval - The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
-
Defaultagg i v15 2024 7 23
(Default)		#27
F,A -
-
-		 - (pts/wk) -
= ZIDZ(Adjunctive Patients in Service , Adjunctive Actual Engagement Time)
Description: The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#28
A -
-		 - (wk) -
= IF THEN ELSE(Time<0,"Data Engagement Duration (median) -> Adjunct",IF THEN ELSE(User Adjunctive Engagement Duration<=0,"Data Engagement Duration (median) -> Adjunct",User Adjunctive Engagement Duration))
Present in 1 view: - -Used by:
    - -
  • Adjunctive Actual Engagement Time - The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
    • -
  • Adjunctive Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#29
A -
-		 - (hrs/wk) -
= IF THEN ELSE(Time<0,"Data Appointment Supply (median) -> Adjunct",IF THEN ELSE(User Adjunctive Appointment Supply<0, "Data Appointment Supply (median) -> Adjunct",User Adjunctive Appointment Supply ))
Description: Use the Baseline hours available for appointments for calculating the Total Official Team Clinical Hours, unless the users has set a new value for a service.
Present in 1 view: - -Used by:
    - -
  • "Total Appt. Supply" - The sum of all clinical hours allocated to patient appointments. It must be less than 40 hrs/week/clinician, due to administrative duties, sick leave, annual leave, training, etc.
-
Defaultagg i v15 2024 7 23
(Default)		#30
LI,I -
-		 - (pts) -
= INITIAL(ZIDZ(Adjunctive Appointment Rate for Service Capacity , Adjunctive Demand per Patient per Week))
Description: The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#31
A -
-		 - (appt/wk) -
= Adjunctive Appointments/Minimum RVI
Description: The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#32
A -
-		 - (pts/wk) -
= Adjunctive Patients Waiting to Start a Service/Minimum Time to Schedule
Description: The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Starting a Service Rate - The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#33
A -
-		 - (hrs/wk) -
= MAX(IF THEN ELSE(Time<0, "Data Appointment Supply (median) -> Adjunct", IF THEN ELSE(User Adjunctive Appointment Supply<0,"Data Appointment Supply (median) -> Adjunct", User Adjunctive Appointment Supply))*"Effect of Long-Term Overtime on Burnout",0)
Description: The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#34
A -
-		 - (pts/wk) -
= ZIDZ((ZIDZ(Adjunctive Appointment Rate for Service Capacity , Adjunctive Demand per Patient per Week)) , Adjunctive Engagement Duration)
Description: Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • Adjunctive Starting a Service Rate - The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#35
L -
-		 - (pts) -
= ∫Adjunctive Starting a Service Rate-Adjunctive Ending Service Rate dt + [Adjunctive Initial Patients]
Description: The total number of patients in each service. (pts)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#36
C -
-		 - (pts/appt) -
= 1
Description: Usually 1 patient per appointment, except for group clinics, where the ideal number is 8 patients per appointment, but is often as low as 4.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#37
A -
-		 - (pts) -
= Adjunctive Patients in Service*"Data AUD -> Adjunct"
Description: The numbers of patients in each service who have AUD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w AUD - The total number of patients across all services who have AUD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#38
A -
-		 - (pts) -
= Adjunctive Patients in Service*"Data DEP -> Adjunct"
Description: The numbers of patients in each service who have Depression as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w DEP - The total number of patients across all services who have Depression as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#39
A -
-		 - (pts) -
= Adjunctive Patients in Service*"Data Other -> Adjunct"
Description: The numbers of patients in each service who have Other Needs as a primary diagnosis.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#40
A -
-		 - (pts) -
= Adjunctive Patients in Service*"Data OUD -> Adjunct"
Description: The numbers of patients in each service who have OUD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w OUD - The total number of patients across all services who have OUD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#41
L -
-		 - (pts) -
= ∫Adjunctive Treatment Decision Rate-Adjunctive Starting a Service Rate dt + [Adjunctive Treatment Decision Rate*Acceptable Delay to Starting Service]
Description: The total number of patients waiting to start the service(s) recommended by their provider after a review or an intake evaluation appointment. (pts)
Present in 1 view: - -Used by:
    - -
  • Adjunctive Delay to Starting Service - The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
    • -
  • Adjunctive Maximum Start Rate Service - The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#42
A -
-		 - (appt/wk) -
= (Adjunctive Actual Hours Available for Service/Adjunctive Time per Appointment)
Description: The potential completion rate depends on the net available clinical hours and the time per apppointment.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#43
F,A -
-
-		 - (appt/wk) -
= QUANTUM(Adjunctive Appointments to Reschedule/Time to Reschedule,0.001)
Description: The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#44
LI,A -
-		 - (wk) -
= IF THEN ELSE(Time<0, "Data Return VISit Interval (median) -> Adjunct",IF THEN ELSE(User Adjunctive Return Visit Interval<1, "Data Return Visit Interval (median) -> Adjunct", User Adjunctive Return Visit Interval))
Description: The team's goal to see each patient in each service once in every x week (default RVIs are based on the team's data). The default RVI can be replaced by a user-generated value between 1 and 16 weeks. The "RVI" for Intake is always 1 week, which ensures that patients only have one intake appointment before completing Intake.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#45
DE -		 - (wk) -
= DELAY FIXED (Adjunctive RVI, Adjunctive RVI , Adjunctive RVI)
Description: Appointments are completed based on the RVI in use at the time they were booked. Any change in the RVI does not affect appointments already booked, only appointments being booked (i.e., appointments are not cancelled and rescheduled when RVI changes).
Present in 1 view: - -Used by:
    - -
  • Adjunctive Desired Completion Rate - To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
-
Defaultagg i v15 2024 7 23
(Default)		#46
A -
-		 - (wk) -
= Adjunctive RVI*Adjunctive Effect of Work Pressure on Scheduled Return Visit Interval
Description: The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
Present in 1 view: - -Used by:
    - -
  • "Adjunctive Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
-
Defaultagg i v15 2024 7 23
(Default)		#47
A -
-		 - (Dmnl) -
= IF THEN ELSE(Time<0,Adjunctive Service Proportions Balanced Across Team Variables,IF THEN ELSE(User Balanced Mode=0, Adjunctive Service Proportions Balanced Across Team Variables,IF THEN ELSE(User Adjunctive Service Proportions from Team Data<0,"Data Service PropORtions from Team Data -> Adjunct",User Adjunctive Service Proportions from Team Data)))
Description: The service percentage used by the team.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#48
A -
-		 - (Dmnl) -
= MIN(ZIDZ(Adjunctive Patient Start Rate , (Intake Completion Rate+Review Rate)),1)
Description: The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#49
F,A -
-
-		 - (pts/wk) -
= MIN(Adjunctive Maximum Start Rate Service,Adjunctive Patient Start Rate)
Description: The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#50
A -
-		 - (pts/wk) -
= Adjunctive Starting a Service Rate*"Data AUD -> Adjunct"
Description: The number of patients per week starting AUD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#51
A -
-		 - (pts/wk) -
= Adjunctive Starting a Service Rate*"Data DEP -> Adjunct"
Description: The number of patients per week starting Depression treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#52
A -
-		 - (pts/wk) -
= Adjunctive Starting a Service Rate*"Data Other -> Adjunct"
Description: The number of patients per week starting Other Needs treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#53
A -
-		 - (pts/wk) -
= Adjunctive Starting a Service Rate*"Data OUD -> Adjunct"
Description: The number of patients per week starting OUD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#54
LI,C -
-		 - (hrs/appt) -
= 1
Description: The appointment length for a service;aka, the productivity.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Appointment Rate for Service Capacity - The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
    • -
  • Adjunctive Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • Adjunctive Desired Clinical Hours - This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
    • -
  • Adjunctive Potential Completion Rate - The potential completion rate depends on the net available clinical hours and the time per apppointment.
-
Defaultagg i v15 2024 7 23
(Default)		#55
LI,F,A -
-
-		 - (pts/wk [0,?]) -
= MAX((Intake Completion Rate+Review Rate)*Adjunctive Service Proportions*Adjunctive Effect of Care Delays on Treatment Decisions,0)
Description: The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#56
LI,F,A -
-
-		 - (appt/wk) -
= QUANTUM(MAX(Adjunctive Completing Rate*"Adjunctive Actual True Missed Appointment %",0),0.001)
Description: The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#57
A -
-		 - (Dmnl) -
= ZIDZ(Adjunctive Desired Clinical Hours, Adjunctive Actual Hours Available for Service)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
Present in 1 view: - -Used by:
    - -
  • Adjunctive Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • Adjunctive Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#58
C -
-		 - (wk) -
= 52
Description: Time for the extended workweek to have an effect on turnover (from Oliva).
Present in 1 view: - -Used by:
    - -
  • "Long-Term Overtime" - The ratio of the team's total excess hours worked to their total official hours, averaged over the past year. When the team is working zero overtime, this ratio will be zero. If the team persistently works as much overtime as they have official time, then this ratio will climb to 100%. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#59
A -
-		 - (Dmnl) -
= ZIDZ(CC Official Hours Available for Service,"Total Appt. Supply")
Description: The ratio of hours used for any one service compared to the total team hours.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#60
A -
-		 - (wk) -
= CC Engagement Duration*Effect of Fatigue on Patient's Engagement Time
Description: The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
Present in 1 view: - -Used by:
    - -
  • CC Ending Service Rate - The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#61
LI,A -
-		 - (hrs/wk) -
= CC Official Hours Available for Service*CC Effect of Work Pressure on Overtime
Description: The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
Present in 1 view: - -Used by:
    - -
  • CC Actual Service Capacity - The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
    • -
  • CC Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • CC Potential Completion Rate - The potential completion rate depends on the net available clinical hours and the time per apppointment.
    • -
  • CC Work Pressure - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
    • -
  • Total Actual Hours Available for Service - The clinician time available for a service depends on the total clinical hours available, the relative increase in hours due to overtime, and the % allocated to a service.
-
Defaultagg i v15 2024 7 23
(Default)		#62
A -
-		 - (wk) -
= MIN(IF THEN ELSE(CC Appointments<0.05,0.01,XIDZ(CC Appointments,CC Completing Rate, 52)),52)
Description: The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#63
A -
-		 - (hrs/wk) -
= CC Actual Hours Available for Service*(1-"CC Actual True Missed Appointment %")
Description: The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
Present in 1 view: - -Used by:
    - -
  • CC Appointment Rate for Service Capacity - The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
-
Defaultagg i v15 2024 7 23
(Default)		#64
A -
-		 - (Dmnl) -
= IF THEN ELSE(Time<0, "Data True MISsed Appointment % -> CC", IF THEN ELSE("User CC True Missed Appointment %"<0, "Data True Missed Appointment % -> CC", "User CC True Missed Appointment %"))*"Effect of Short-Term Overtime on Missed Appointments"
Description: The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
Present in 1 view: - -Used by:
    - -
  • CC Actual Service Capacity - The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
    • -
  • CC True Missed Appointment Rate - The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#65
A -
-		 - (appt/wk) -
= ZIDZ(CC Actual Service Capacity , CC Time per Appointment)
Description: The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
Present in 1 view: - -Used by:
    - -
  • CC Initial Patients - The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
    • -
  • CC Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#66
L -
-		 - (appt) -
= ∫CC Booking Rate+CC Rescheduling Rate-CC Completing Rate dt + [(CC Booking Rate)*(CC RVI)+ ((((CC Actual Hours Available for Service/CC Time per Appointment)*"Data True MISsed Appointment % -> CC")*CC RVI))]
Description: The total number of appointments for each service on the calendar. (appts)
Present in 1 view: - -Used by:
    - -
  • CC Actual Return Visit Interval - The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
    • -
  • CC Desired Completion Rate - To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
    • -
  • CC Maximum Completion Rate - The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#67
L -
-		 - (appt) -
= ∫CC True Missed Appointment Rate-CC Rescheduling Rate dt + [CC True Missed Appointment Rate*Time to Reschedule]
Description: The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
Present in 1 view: - -Used by:
    - -
  • CC Rescheduling Rate - The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#68
LI,F,A -
-
-		 - (appt/wk) -
= "CC Current Pt Appts / week"
Description: The booking rate combines demand from both existing patients (based on appointments on the calendar and the scheduled RVI) and new patients' first appointments. (appt/wk)
Present in 1 view: - -Used by:
    - -
  • CC Appointments - The total number of appointments for each service on the calendar. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#69
F,A -
-
-		 - (appt/wk) -
= QUANTUM(MIN(CC Maximum Completion Rate, MIN(CC Desired Completion Rate,CC Potential Completion Rate)),0.001)
Description: Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
Present in 1 view: - -Used by:
    - -
  • CC Actual Return Visit Interval - The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
    • -
  • CC Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • CC True Missed Appointment Rate - The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#70
A -
-		 - (appt/wk) -
= ((ZIDZ(CC Patients in Service,CC Scheduled Return Visit Interval)) / CC Patients per Appointment)
Description: The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
Present in 1 view: - -Used by:
    - -
  • CC Booking Rate - The booking rate combines demand from both existing patients (based on appointments on the calendar and the scheduled RVI) and new patients' first appointments. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#71
A -
-		 - (wk) -
= MIN(IF THEN ELSE(CC Patients Waiting to Start a Service<0.05, 0.01, XIDZ(CC Patients Waiting to Start a Service, CC Starting a Service Rate, 52)),52)
Description: The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#72
A -
-		 - (appt/(wk*pts)) -
= ZIDZ(ZIDZ(1 , CC Patients per Appointment) , CC RVI)
Description: Baseline number of appointments generated per patient per week for a service.
Present in 1 view: - -Used by:
    - -
  • CC Initial Patients - The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
    • -
  • CC Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#73
A -
-		 - (hrs/wk) -
= CC Desired Completion Rate*CC Time per Appointment
Description: This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
Present in 1 view: - -Used by:
    - -
  • CC Work Pressure - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#74
A -
-		 - (appt/wk) -
= ZIDZ(CC Appointments , CC RVI used when Completing)
Description: To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
Present in 1 view: - -Used by:
    - -
  • CC Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
    • -
  • CC Desired Clinical Hours - This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
-
Defaultagg i v15 2024 7 23
(Default)		#75
A -
-		 - (Dmnl) -
= CC Delay to Starting Service/Acceptable Delay to Starting Service
Description: Ratio of services' acutal start delay to the team's standard for acceptable start delay.
Present in 1 view: - -Used by:
    - -
  • CC Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#76
A -
-		 - (Dmnl) -
= XIDZ(CC Actual Return Visit Interval,CC RVI,1)
Description: Ratio of services' acutal RVI to the team's desired RVI.
Present in 1 view: - -Used by:
    - -
  • CC Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#77
A -
-		 - (Dmnl) -
= CC Effect of RVI Delays on Treatment Decisions*CC Effect of Start Delays on Treatment Decisions
Present in 1 view: - -Used by:
    - -
  • CC Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#78
A -
-		 - (Dmnl) -
= MIN(SMOOTHI(CC Difference between Actual and Standard RVI^-Sensitivity of Treatment Decisions to Existing Patient Care Delays,Time to Perceive Internal Delays,1),1)
Description: When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#79
A -
-		 - (Dmnl) -
= MIN(SMOOTHI(CC Difference between Actual and Acceptable Start Delays^-Sensitivity of Treatment Decisions to Existing Patient Care Delays,Time to Perceive Internal Delays,1),1)
Description: When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#80
A -
-		 - (Dmnl) -
= MAX(SMOOTHI((CC Work Pressure^Sensitivity of Overtime to Work Pressure),Time to Change Staff Hours,1),1)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
Present in 1 view: - -Used by:
    - -
  • CC Actual Hours Available for Service - The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#81
A -
-		 - (Dmnl) -
= MAX(SMOOTHI((CC Work Pressure^Sensitivity of Scheduled Return Visit Interval to Work Pressure),Time to Change Scheduled RVI,1),1)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
Present in 1 view: - -Used by:
    - -
  • CC Scheduled Return Visit Interval - The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
-
Defaultagg i v15 2024 7 23
(Default)		#82
F,A -
-
-		 - (pts/wk) -
= ZIDZ(CC Patients in Service , CC Actual Engagement Time)
Description: The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#83
A -
-		 - (wk) -
= IF THEN ELSE(Time<0,"Data Engagement Duration (median)-> CC",IF THEN ELSE(User CC Engagement Duration<=0,"Data Engagement Duration (median)-> CC",User CC Engagement Duration))
Present in 1 view: - -Used by:
    - -
  • CC Actual Engagement Time - The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
    • -
  • CC Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#84
A -
-		 - (hrs/wk) -
= IF THEN ELSE(Time<0,"Data Appointment Supply (median) -> CC",IF THEN ELSE(User CC Appointment Supply<0, "Data Appointment Supply (median) -> CC",User CC Appointment Supply ))
Description: Use the Baseline hours available for appointments for calculating the Total Official Team Clinical Hours, unless the users has set a new value for a service.
Present in 1 view: - -Used by:
    - -
  • "Total Appt. Supply" - The sum of all clinical hours allocated to patient appointments. It must be less than 40 hrs/week/clinician, due to administrative duties, sick leave, annual leave, training, etc.
-
Defaultagg i v15 2024 7 23
(Default)		#85
LI,I -
-		 - (pts) -
= INITIAL(ZIDZ(CC Appointment Rate for Service Capacity , CC Demand per Patient per Week))
Description: The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#86
A -
-		 - (appt/wk) -
= CC Appointments/Minimum RVI
Description: The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
Present in 1 view: - -Used by:
    - -
  • CC Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#87
A -
-		 - (pts/wk) -
= CC Patients Waiting to Start a Service/Minimum Time to Schedule
Description: The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
Present in 1 view: - -Used by:
    - -
  • CC Starting a Service Rate - The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#88
A -
-		 - (hrs/wk) -
= MAX(IF THEN ELSE(Time<0, "Data Appointment Supply (median) -> CC", IF THEN ELSE(User CC Appointment Supply<0,"Data Appointment Supply (median) -> CC", User CC Appointment Supply))*"Effect of Long-Term Overtime on Burnout",0)
Description: The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
Present in 1 view: - -Used by:
    - -
  • "CC % of Hours per Service" - The ratio of hours used for any one service compared to the total team hours.
    • -
  • CC Actual Hours Available for Service - The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#89
A -
-		 - (pts/wk) -
= ZIDZ((ZIDZ(CC Appointment Rate for Service Capacity , CC Demand per Patient per Week)) , CC Engagement Duration)
Description: Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
Present in 1 view: - -Used by:
    - -
  • CC Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • CC Starting a Service Rate - The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#90
L -
-		 - (pts) -
= ∫CC Starting a Service Rate-CC Ending Service Rate dt + [CC Initial Patients]
Description: The total number of patients in each service. (pts)
Present in 1 view: - -Used by:
    - -
  • "CC Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
    • -
  • CC Ending Service Rate - The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
    • -
  • CC Patients w AUD - The numbers of patients in each service who have AUD as a primary diagnosis.
    • -
  • CC Patients w DEP - The numbers of patients in each service who have Depression as a primary diagnosis.
    • -
  • CC Patients w Other Needs - The numbers of patients in each service who have Other Needs as a primary diagnosis.
    • -
  • CC Patients w OUD - The numbers of patients in each service who have OUD as a primary diagnosis.
    • -
  • CC Patients w PTSD - The numbers of patients in each service who have PTSD as a primary diagnosis.
    • -
  • Total Patients in all Services
-
Defaultagg i v15 2024 7 23
(Default)		#91
C -
-		 - (pts/appt) -
= 1
Description: Usually 1 patient per appointment, except for group clinics, where the ideal number is 8 patients per appointment, but is often as low as 4.
Present in 1 view: - -Used by:
    - -
  • "CC Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
    • -
  • CC Demand per Patient per Week - Baseline number of appointments generated per patient per week for a service.
-
Defaultagg i v15 2024 7 23
(Default)		#92
A -
-		 - (pts) -
= CC Patients in Service*"Data AUD -> CC"
Description: The numbers of patients in each service who have AUD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w AUD - The total number of patients across all services who have AUD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#93
A -
-		 - (pts) -
= CC Patients in Service*"Data DEP -> CC"
Description: The numbers of patients in each service who have Depression as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w DEP - The total number of patients across all services who have Depression as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#94
A -
-		 - (pts) -
= CC Patients in Service*"Data Other -> CC"
Description: The numbers of patients in each service who have Other Needs as a primary diagnosis.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#95
A -
-		 - (pts) -
= CC Patients in Service*"Data OUD -> CC"
Description: The numbers of patients in each service who have OUD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w OUD - The total number of patients across all services who have OUD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#96
A -
-		 - (pts) -
= CC Patients in Service*"Data PTSD -> CC"
Description: The numbers of patients in each service who have PTSD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w PTSD - The total number of patients across all services who have PTSD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#97
L -
-		 - (pts) -
= ∫CC Treatment Decision Rate-CC Starting a Service Rate dt + [CC Treatment Decision Rate*Acceptable Delay to Starting Service]
Description: The total number of patients waiting to start the service(s) recommended by their provider after a review or an intake evaluation appointment. (pts)
Present in 1 view: - -Used by:
    - -
  • CC Delay to Starting Service - The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
    • -
  • CC Maximum Start Rate Service - The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#98
A -
-		 - (appt/wk) -
= (CC Actual Hours Available for Service/CC Time per Appointment)
Description: The potential completion rate depends on the net available clinical hours and the time per apppointment.
Present in 1 view: - -Used by:
    - -
  • CC Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#99
F,A -
-
-		 - (appt/wk) -
= QUANTUM(CC Appointments to Reschedule/Time to Reschedule,0.001)
Description: The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • CC Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • CC Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#100
LI,A -
-		 - (wk) -
= IF THEN ELSE(Time<0, "Data Return VISit Interval (median) -> CC",IF THEN ELSE(User CC Return Visit Interval<1, "Data Return Visit Interval (median) -> CC", User CC Return Visit Interval))
Description: The team's goal to see each patient in each service once in every x week (default RVIs are based on the team's data). The default RVI can be replaced by a user-generated value between 1 and 16 weeks. The "RVI" for Intake is always 1 week, which ensures that patients only have one intake appointment before completing Intake.
Present in 1 view: - -Used by:
    - -
  • CC Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • CC Demand per Patient per Week - Baseline number of appointments generated per patient per week for a service.
    • -
  • CC Difference between Actual and Standard RVI - Ratio of services' acutal RVI to the team's desired RVI.
    • -
  • CC RVI used when Completing - Appointments are completed based on the RVI in use at the time they were booked. Any change in the RVI does not affect appointments already booked, only appointments being booked (i.e., appointments are not cancelled and rescheduled when RVI changes).
    • -
  • CC Scheduled Return Visit Interval - The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
-
Defaultagg i v15 2024 7 23
(Default)		#101
DE -		 - (wk) -
= DELAY FIXED (CC RVI, CC RVI , CC RVI)
Description: Appointments are completed based on the RVI in use at the time they were booked. Any change in the RVI does not affect appointments already booked, only appointments being booked (i.e., appointments are not cancelled and rescheduled when RVI changes).
Present in 1 view: - -Used by:
    - -
  • CC Desired Completion Rate - To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
-
Defaultagg i v15 2024 7 23
(Default)		#102
A -
-		 - (wk) -
= CC RVI*CC Effect of Work Pressure on Scheduled Return Visit Interval
Description: The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
Present in 1 view: - -Used by:
    - -
  • "CC Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
-
Defaultagg i v15 2024 7 23
(Default)		#103
A -
-		 - (Dmnl) -
= IF THEN ELSE(Time<0,CC Service Proportions Balanced Across Team Variables,IF THEN ELSE(User Balanced Mode=0, CC Service Proportions Balanced Across Team Variables,IF THEN ELSE(User CC Service Proportions from Team Data<0,"Data Service PropORtions from Team Data -> CC",User CC Service Proportions from Team Data)))
Description: The service percentage used by the team.
Present in 1 view: - -Used by:
    - -
  • CC Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#104
A -
-		 - (Dmnl) -
= MIN(ZIDZ(CC Patient Start Rate , (Intake Completion Rate+Review Rate)),1)
Description: The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#105
F,A -
-
-		 - (pts/wk) -
= MIN(CC Maximum Start Rate Service,CC Patient Start Rate)
Description: The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
Present in 1 view: - -Used by:
    - -
  • CC Delay to Starting Service - The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
    • -
  • CC Patients in Service - The total number of patients in each service. (pts)
    • -
  • CC Patients Waiting to Start a Service - The total number of patients waiting to start the service(s) recommended by their provider after a review or an intake evaluation appointment. (pts)
    • -
  • CC Starting a Service w AUD - The number of patients per week starting AUD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • CC Starting a Service w DEP - The number of patients per week starting Depression treatment after developing an individual treatment plan in an intake appointment.
    • -
  • CC Starting a Service w Other Needs - The number of patients per week starting Other Needs treatment after developing an individual treatment plan in an intake appointment.
    • -
  • CC Starting a Service w OUD - The number of patients per week starting OUD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • CC Starting a Service w PTSD - The number of patients per week starting PTSD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • Total Starting any Service
-
Defaultagg i v15 2024 7 23
(Default)		#106
A -
-		 - (pts/wk) -
= CC Starting a Service Rate*"Data AUD -> CC"
Description: The number of patients per week starting AUD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#107
A -
-		 - (pts/wk) -
= CC Starting a Service Rate*"Data DEP -> CC"
Description: The number of patients per week starting Depression treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#108
A -
-		 - (pts/wk) -
= CC Starting a Service Rate*"Data Other -> CC"
Description: The number of patients per week starting Other Needs treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
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(Default)		#109
A -
-		 - (pts/wk) -
= CC Starting a Service Rate*"Data OUD -> CC"
Description: The number of patients per week starting OUD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#110
A -
-		 - (pts/wk) -
= CC Starting a Service Rate*"Data PTSD -> CC"
Description: The number of patients per week starting PTSD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
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(Default)		#111
LI,C -
-		 - (hrs/appt) -
= 0.5
Description: The appointment length for a service;aka, the productivity.
Present in 1 view: - -Used by:
    - -
  • CC Appointment Rate for Service Capacity - The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
    • -
  • CC Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • CC Desired Clinical Hours - This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
    • -
  • CC Potential Completion Rate - The potential completion rate depends on the net available clinical hours and the time per apppointment.
-
Defaultagg i v15 2024 7 23
(Default)		#112
LI,F,A -
-
-		 - (pts/wk [0,?]) -
= MAX((Intake Completion Rate+Review Rate)*CC Service Proportions*CC Effect of Care Delays on Treatment Decisions,0)
Description: The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
Present in 1 view: - -Used by:
    - -
  • CC Patients Waiting to Start a Service - The total number of patients waiting to start the service(s) recommended by their provider after a review or an intake evaluation appointment. (pts)
-
Defaultagg i v15 2024 7 23
(Default)		#113
LI,F,A -
-
-		 - (appt/wk) -
= QUANTUM(MAX(CC Completing Rate*"CC Actual True Missed Appointment %",0),0.001)
Description: The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • CC Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
-
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(Default)		#114
A -
-		 - (Dmnl) -
= ZIDZ(CC Desired Clinical Hours, CC Actual Hours Available for Service)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
Present in 1 view: - -Used by:
    - -
  • CC Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • CC Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#115
C -
-		 - -
= 0
Description: The sum of all clinical hours allocated to patient appointments. It must be less than 40 hrs/week/clinician, due to administrative duties, sick leave, annual leave, training, etc. (hrs/wk)
Present in 1 view: - -
Defaultagg i v15 2024 7 23
(Default)		#116
I -
-		 - (pts/wk) -
= INITIAL("Data New Patient Start Rate (mean)"-Intake Patient Start Rate)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#117
A -
-		 - (Dmnl) -
= QUANTUM(ZIDZ(Total Actual Hours Available for Service-"Total Appt. Supply","Total Appt. Supply"),0.0001)
Description: Ratio of the team's total excess hours worked to their total official hours.
Present in 1 view: - -Used by:
    - -
  • "Long-Term Overtime" - The ratio of the team's total excess hours worked to their total official hours, averaged over the past year. When the team is working zero overtime, this ratio will be zero. If the team persistently works as much overtime as they have official time, then this ratio will climb to 100%. (pct)
    • -
  • "Short-Term Overtime" - The ratio of the team's total excess hours worked to their total official hours, averaged over the past 3 weeks. When the team is working zero overtime, this ratio will be zero. If the team is working as much overtime as they have official time, then this ratio will be 100%. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#118
A -
-		 - (Dmnl) -
= ZIDZ(EBPsy Official Hours Available for Service,"Total Appt. Supply")
Description: The ratio of hours used for any one service compared to the total team hours.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#119
A -
-		 - (wk) -
= EBPsy Engagement Duration*Effect of Fatigue on Patient's Engagement Time
Description: The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
Present in 1 view: - -Used by:
    - -
  • EBPsy Ending Service Rate - The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#120
LI,A -
-		 - (hrs/wk) -
= EBPsy Official Hours Available for Service*EBPsy Effect of Work Pressure on Overtime
Description: The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
Present in 1 view: - -Used by:
    - -
  • EBPsy Actual Service Capacity - The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
    • -
  • EBPsy Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • EBPsy Potential Completion Rate - The potential completion rate depends on the net available clinical hours and the time per apppointment.
    • -
  • EBPsy Work Pressure - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
    • -
  • Total Actual Hours Available for Service - The clinician time available for a service depends on the total clinical hours available, the relative increase in hours due to overtime, and the % allocated to a service.
-
Defaultagg i v15 2024 7 23
(Default)		#121
A -
-		 - (wk) -
= MIN(IF THEN ELSE(EBPsy Appointments<0.05,0.01,XIDZ(EBPsy Appointments,EBPsy Completing Rate, 52)),52)
Description: The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#122
A -
-		 - (hrs/wk) -
= EBPsy Actual Hours Available for Service*(1-"EBPsy Actual True Missed Appointment %")
Description: The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
Present in 1 view: - -Used by:
    - -
  • EBPsy Appointment Rate for Service Capacity - The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
-
Defaultagg i v15 2024 7 23
(Default)		#123
A -
-		 - (Dmnl) -
= IF THEN ELSE(Time<0, "Data True MISsed Appointment % -> EBPsy", IF THEN ELSE("User EBPsy True Missed Appointment %"<0, "Data True Missed Appointment % -> EBPsy", "User EBPsy True Missed Appointment %"))*"Effect of Short-Term Overtime on Missed Appointments"
Description: The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
Present in 1 view: - -Used by:
    - -
  • EBPsy Actual Service Capacity - The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
    • -
  • EBPsy True Missed Appointment Rate - The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#124
A -
-		 - (appt/wk) -
= ZIDZ(EBPsy Actual Service Capacity , EBPsy Time per Appointment)
Description: The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
Present in 1 view: - -Used by:
    - -
  • EBPsy Initial Patients - The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
    • -
  • EBPsy Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#125
L -
-		 - (appt) -
= ∫EBPsy Booking Rate+EBPsy Rescheduling Rate-EBPsy Completing Rate dt + [(EBPsy Booking Rate)*(EBPsy RVI)+ ((((EBPsy Actual Hours Available for Service/EBPsy Time per Appointment)*"Data True MISsed Appointment % -> EBPsy")*EBPsy RVI))]
Description: The total number of appointments for each service on the calendar. (appts)
Present in 1 view: - -Used by:
    - -
  • EBPsy Actual Return Visit Interval - The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
    • -
  • EBPsy Desired Completion Rate - To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
    • -
  • EBPsy Maximum Completion Rate - The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#126
L -
-		 - (appt) -
= ∫EBPsy True Missed Appointment Rate-EBPsy Rescheduling Rate dt + [EBPsy True Missed Appointment Rate*Time to Reschedule]
Description: The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
Present in 1 view: - -Used by:
    - -
  • EBPsy Rescheduling Rate - The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#127
LI,F,A -
-
-		 - (appt/wk) -
= "EBPsy Current Pt Appts / week"
Description: The booking rate combines demand from both existing patients (based on appointments on the calendar and the scheduled RVI) and new patients' first appointments. (appt/wk)
Present in 1 view: - -Used by:
    - -
  • EBPsy Appointments - The total number of appointments for each service on the calendar. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#128
F,A -
-
-		 - (appt/wk) -
= QUANTUM(MIN(EBPsy Maximum Completion Rate, MIN(EBPsy Desired Completion Rate,EBPsy Potential Completion Rate)),0.001)
Description: Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
Present in 1 view: - -Used by:
    - -
  • EBPsy Actual Return Visit Interval - The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
    • -
  • EBPsy Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • EBPsy True Missed Appointment Rate - The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#129
A -
-		 - (appt/wk) -
= ((ZIDZ(EBPsy Patients in Service,EBPsy Scheduled Return Visit Interval)) / EBPsy Patients per Appointment)
Description: The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
Present in 1 view: - -Used by:
    - -
  • EBPsy Booking Rate - The booking rate combines demand from both existing patients (based on appointments on the calendar and the scheduled RVI) and new patients' first appointments. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#130
A -
-		 - (wk) -
= MIN(IF THEN ELSE(EBPsy Patients Waiting to Start a Service<0.05, 0.01, XIDZ(EBPsy Patients Waiting to Start a Service, EBPsy Starting a Service Rate, 52)),52)
Description: The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#131
A -
-		 - (appt/(wk*pts)) -
= ZIDZ(ZIDZ(1 , EBPsy Patients per Appointment) , EBPsy RVI)
Description: Baseline number of appointments generated per patient per week for a service.
Present in 1 view: - -Used by:
    - -
  • EBPsy Initial Patients - The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
    • -
  • EBPsy Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#132
A -
-		 - (hrs/wk) -
= EBPsy Desired Completion Rate*EBPsy Time per Appointment
Description: This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
Present in 1 view: - -Used by:
    - -
  • EBPsy Work Pressure - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#133
A -
-		 - (appt/wk) -
= ZIDZ(EBPsy Appointments , EBPsy RVI used when Completing)
Description: To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
Present in 1 view: - -Used by:
    - -
  • EBPsy Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
    • -
  • EBPsy Desired Clinical Hours - This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
-
Defaultagg i v15 2024 7 23
(Default)		#134
A -
-		 - (Dmnl) -
= EBPsy Delay to Starting Service/Acceptable Delay to Starting Service
Description: Ratio of services' acutal start delay to the team's standard for acceptable start delay.
Present in 1 view: - -Used by:
    - -
  • EBPsy Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#135
A -
-		 - (Dmnl) -
= XIDZ(EBPsy Actual Return Visit Interval,EBPsy RVI,1)
Description: Ratio of services' acutal RVI to the team's desired RVI.
Present in 1 view: - -Used by:
    - -
  • EBPsy Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#136
A -
-		 - (Dmnl) -
= EBPsy Effect of RVI Delays on Treatment Decisions*EBPsy Effect of Start Delays on Treatment Decisions
Present in 1 view: - -Used by:
    - -
  • EBPsy Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#137
A -
-		 - (Dmnl) -
= MIN(SMOOTHI(EBPsy Difference between Actual and Standard RVI^-Sensitivity of Treatment Decisions to Existing Patient Care Delays,Time to Perceive Internal Delays,1),1)
Description: When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#138
A -
-		 - (Dmnl) -
= MIN(SMOOTHI(EBPsy Difference between Actual and Acceptable Start Delays^-Sensitivity of Treatment Decisions to Existing Patient Care Delays,Time to Perceive Internal Delays,1),1)
Description: When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#139
A -
-		 - (Dmnl) -
= MAX(SMOOTHI((EBPsy Work Pressure^Sensitivity of Overtime to Work Pressure),Time to Change Staff Hours,1),1)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
Present in 1 view: - -Used by:
    - -
  • EBPsy Actual Hours Available for Service - The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#140
A -
-		 - (Dmnl) -
= MAX(SMOOTHI((EBPsy Work Pressure^Sensitivity of Scheduled Return Visit Interval to Work Pressure),Time to Change Scheduled RVI,1),1)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
Present in 1 view: - -Used by:
    - -
  • EBPsy Scheduled Return Visit Interval - The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
-
Defaultagg i v15 2024 7 23
(Default)		#141
F,A -
-
-		 - (pts/wk) -
= ZIDZ(EBPsy Patients in Service , EBPsy Actual Engagement Time)
Description: The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#142
A -
-		 - (wk) -
= IF THEN ELSE(Time<0,"Data Engagement Duration (median) -> EBPsy ",IF THEN ELSE(User EBPsy Engagement Duration<=0,"Data Engagement Duration (median) -> EBPsy ",User EBPsy Engagement Duration))
Present in 1 view: - -Used by:
    - -
  • EBPsy Actual Engagement Time - The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
    • -
  • EBPsy Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#143
A -
-		 - (hrs/wk) -
= IF THEN ELSE(Time<0,"Data Appointment Supply (median) -> EBPsy ",IF THEN ELSE(User EBPsy Appointment Supply<0, "Data Appointment Supply (median) -> EBPsy ",User EBPsy Appointment Supply ))
Description: Use the Baseline hours available for appointments for calculating the Total Official Team Clinical Hours, unless the users has set a new value for a service.
Present in 1 view: - -Used by:
    - -
  • "Total Appt. Supply" - The sum of all clinical hours allocated to patient appointments. It must be less than 40 hrs/week/clinician, due to administrative duties, sick leave, annual leave, training, etc.
-
Defaultagg i v15 2024 7 23
(Default)		#144
LI,I -
-		 - (pts) -
= INITIAL(ZIDZ(EBPsy Appointment Rate for Service Capacity , EBPsy Demand per Patient per Week))
Description: The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#145
A -
-		 - (appt/wk) -
= EBPsy Appointments/Minimum RVI
Description: The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
Present in 1 view: - -Used by:
    - -
  • EBPsy Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#146
A -
-		 - (pts/wk) -
= EBPsy Patients Waiting to Start a Service/Minimum Time to Schedule
Description: The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
Present in 1 view: - -Used by:
    - -
  • EBPsy Starting a Service Rate - The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#147
A -
-		 - (hrs/wk) -
= MAX(IF THEN ELSE(Time<0, "Data Appointment Supply (median) -> EBPsy ", IF THEN ELSE(User EBPsy Appointment Supply<0,"Data Appointment Supply (median) -> EBPsy ", User EBPsy Appointment Supply))*"Effect of Long-Term Overtime on Burnout",0)
Description: The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
Present in 1 view: - -Used by:
    - -
  • "EBPsy % of Hours per Service" - The ratio of hours used for any one service compared to the total team hours.
    • -
  • EBPsy Actual Hours Available for Service - The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#148
A -
-		 - (pts/wk) -
= ZIDZ((ZIDZ(EBPsy Appointment Rate for Service Capacity , EBPsy Demand per Patient per Week)) , EBPsy Engagement Duration)
Description: Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
Present in 1 view: - -Used by:
    - -
  • EBPsy Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • EBPsy Starting a Service Rate - The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#149
L -
-		 - (pts) -
= ∫EBPsy Starting a Service Rate-EBPsy Ending Service Rate dt + [EBPsy Initial Patients]
Description: The total number of patients in each service. (pts)
Present in 1 view: - -Used by:
    - -
  • "EBPsy Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
    • -
  • EBPsy Ending Service Rate - The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
    • -
  • EBPsy Patients w AUD - The numbers of patients in each service who have AUD as a primary diagnosis.
    • -
  • EBPsy Patients w DEP - The numbers of patients in each service who have Depression as a primary diagnosis.
    • -
  • EBPsy Patients w Other Needs - The numbers of patients in each service who have Other Needs as a primary diagnosis.
    • -
  • EBPsy Patients w OUD - The numbers of patients in each service who have OUD as a primary diagnosis.
    • -
  • EBPsy Patients w PTSD - The numbers of patients in each service who have PTSD as a primary diagnosis.
    • -
  • Total Patients in all Services
-
Defaultagg i v15 2024 7 23
(Default)		#150
C -
-		 - (pts/appt) -
= 1
Description: Usually 1 patient per appointment, except for group clinics, where the ideal number is 8 patients per appointment, but is often as low as 4.
Present in 1 view: - -Used by:
    - -
  • "EBPsy Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
    • -
  • EBPsy Demand per Patient per Week - Baseline number of appointments generated per patient per week for a service.
-
Defaultagg i v15 2024 7 23
(Default)		#151
A -
-		 - (pts) -
= EBPsy Patients in Service*"Data AUD -> EBPsy"
Description: The numbers of patients in each service who have AUD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w AUD - The total number of patients across all services who have AUD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#152
A -
-		 - (pts) -
= EBPsy Patients in Service*"Data DEP -> EBPsy"
Description: The numbers of patients in each service who have Depression as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w DEP - The total number of patients across all services who have Depression as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#153
A -
-		 - (pts) -
= EBPsy Patients in Service*"Data Other -> EBPsy"
Description: The numbers of patients in each service who have Other Needs as a primary diagnosis.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#154
A -
-		 - (pts) -
= EBPsy Patients in Service*"Data OUD -> EBPsy"
Description: The numbers of patients in each service who have OUD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w OUD - The total number of patients across all services who have OUD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#155
A -
-		 - (pts) -
= EBPsy Patients in Service*"Data PTSD -> EBPsy"
Description: The numbers of patients in each service who have PTSD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w PTSD - The total number of patients across all services who have PTSD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#156
L -
-		 - (pts) -
= ∫EBPsy Treatment Decision Rate-EBPsy Starting a Service Rate dt + [EBPsy Treatment Decision Rate*Acceptable Delay to Starting Service]
Description: The total number of patients waiting to start the service(s) recommended by their provider after a review or an intake evaluation appointment. (pts)
Present in 1 view: - -Used by:
    - -
  • EBPsy Delay to Starting Service - The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
    • -
  • EBPsy Maximum Start Rate Service - The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#157
A -
-		 - (appt/wk) -
= (EBPsy Actual Hours Available for Service/EBPsy Time per Appointment)
Description: The potential completion rate depends on the net available clinical hours and the time per apppointment.
Present in 1 view: - -Used by:
    - -
  • EBPsy Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#158
F,A -
-
-		 - (appt/wk) -
= QUANTUM(EBPsy Appointments to Reschedule/Time to Reschedule,0.001)
Description: The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • EBPsy Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • EBPsy Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#159
LI,A -
-		 - (wk) -
= IF THEN ELSE(Time<0, "Data Return VISit Interval (median) -> EBPsy",IF THEN ELSE(User EBPsy Return Visit Interval<1, "Data Return Visit Interval (median) -> EBPsy", User EBPsy Return Visit Interval))
Description: The team's goal to see each patient in each service once in every x week (default RVIs are based on the team's data). The default RVI can be replaced by a user-generated value between 1 and 16 weeks. The "RVI" for Intake is always 1 week, which ensures that patients only have one intake appointment before completing Intake.
Present in 1 view: - -Used by:
    - -
  • EBPsy Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • EBPsy Demand per Patient per Week - Baseline number of appointments generated per patient per week for a service.
    • -
  • EBPsy Difference between Actual and Standard RVI - Ratio of services' acutal RVI to the team's desired RVI.
    • -
  • EBPsy RVI used when Completing - Appointments are completed based on the RVI in use at the time they were booked. Any change in the RVI does not affect appointments already booked, only appointments being booked (i.e., appointments are not cancelled and rescheduled when RVI changes).
    • -
  • EBPsy Scheduled Return Visit Interval - The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
-
Defaultagg i v15 2024 7 23
(Default)		#160
DE -		 - (wk) -
= DELAY FIXED (EBPsy RVI, EBPsy RVI , EBPsy RVI)
Description: Appointments are completed based on the RVI in use at the time they were booked. Any change in the RVI does not affect appointments already booked, only appointments being booked (i.e., appointments are not cancelled and rescheduled when RVI changes).
Present in 1 view: - -Used by:
    - -
  • EBPsy Desired Completion Rate - To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
-
Defaultagg i v15 2024 7 23
(Default)		#161
A -
-		 - (wk) -
= EBPsy RVI*EBPsy Effect of Work Pressure on Scheduled Return Visit Interval
Description: The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
Present in 1 view: - -Used by:
    - -
  • "EBPsy Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
-
Defaultagg i v15 2024 7 23
(Default)		#162
A -
-		 - (Dmnl) -
= IF THEN ELSE(Time<0,EBPsy Service Proportions Balanced Across Team Variables,IF THEN ELSE(User Balanced Mode=0, EBPsy Service Proportions Balanced Across Team Variables,IF THEN ELSE(User EBPsy Service Proportions from Team Data<0,"Data Service PropORtions from Team Data -> EBPsy",User EBPsy Service Proportions from Team Data)))
Description: The service percentage used by the team.
Present in 1 view: - -Used by:
    - -
  • EBPsy Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#163
A -
-		 - (Dmnl) -
= MIN(ZIDZ(EBPsy Patient Start Rate , (Intake Completion Rate+Review Rate)),1)
Description: The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#164
F,A -
-
-		 - (pts/wk) -
= MIN(EBPsy Maximum Start Rate Service,EBPsy Patient Start Rate)
Description: The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
Present in 1 view: - -Used by:
    - -
  • EBPsy Delay to Starting Service - The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
    • -
  • EBPsy Patients in Service - The total number of patients in each service. (pts)
    • -
  • EBPsy Patients Waiting to Start a Service - The total number of patients waiting to start the service(s) recommended by their provider after a review or an intake evaluation appointment. (pts)
    • -
  • EBPsy Starting a Service w AUD - The number of patients per week starting AUD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • EBPsy Starting a Service w DEP - The number of patients per week starting Depression treatment after developing an individual treatment plan in an intake appointment.
    • -
  • EBPsy Starting a Service w Other Needs - The number of patients per week starting Other Needs treatment after developing an individual treatment plan in an intake appointment.
    • -
  • EBPsy Starting a Service w OUD - The number of patients per week starting OUD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • EBPsy Starting a Service w PTSD - The number of patients per week starting PTSD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • Total Starting any Service
-
Defaultagg i v15 2024 7 23
(Default)		#165
A -
-		 - (pts/wk) -
= EBPsy Starting a Service Rate*"Data AUD -> EBPsy"
Description: The number of patients per week starting AUD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#166
A -
-		 - (pts/wk) -
= EBPsy Starting a Service Rate*"Data DEP -> EBPsy"
Description: The number of patients per week starting Depression treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#167
A -
-		 - (pts/wk) -
= EBPsy Starting a Service Rate*"Data Other -> EBPsy"
Description: The number of patients per week starting Other Needs treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#168
A -
-		 - (pts/wk) -
= EBPsy Starting a Service Rate*"Data OUD -> EBPsy"
Description: The number of patients per week starting OUD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#169
A -
-		 - (pts/wk) -
= EBPsy Starting a Service Rate*"Data PTSD -> EBPsy"
Description: The number of patients per week starting PTSD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#170
LI,C -
-		 - (hrs/appt) -
= 1
Description: The appointment length for a service;aka, the productivity.
Present in 1 view: - -Used by:
    - -
  • EBPsy Appointment Rate for Service Capacity - The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
    • -
  • EBPsy Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • EBPsy Desired Clinical Hours - This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
    • -
  • EBPsy Potential Completion Rate - The potential completion rate depends on the net available clinical hours and the time per apppointment.
-
Defaultagg i v15 2024 7 23
(Default)		#171
LI,F,A -
-
-		 - (pts/wk [0,?]) -
= MAX((Intake Completion Rate+Review Rate)*EBPsy Service Proportions*EBPsy Effect of Care Delays on Treatment Decisions,0)
Description: The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#172
LI,F,A -
-
-		 - (appt/wk) -
= QUANTUM(MAX(EBPsy Completing Rate*"EBPsy Actual True Missed Appointment %",0),0.001)
Description: The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • EBPsy Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#173
A -
-		 - (Dmnl) -
= ZIDZ(EBPsy Desired Clinical Hours, EBPsy Actual Hours Available for Service)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
Present in 1 view: - -Used by:
    - -
  • EBPsy Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • EBPsy Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#174
A -
-		 - (Dmnl) -
= MIN((1+"Short-Term Overtime")^-Sensitivity of Patient's Engagement Time to Provider Fatigue,1)
Description: When the team uses overtime, one of the long-term costs is fatigue and lower patient satisfaction. Persistently working long workweeks relative to normal eventually reduces patients' satisfaction and thus reduces the average time patients are engaged in care. The more persistent overtime a team works, the greater this effect, and the more the engagement time will decrease, compared to the norm. This effect only applies to overtime: persistently working lower than the official work hours does not increase patient satisfaction and engagement time. (pct)
Present in 1 view: - -Used by:
    - -
  • Adjunctive Actual Engagement Time - The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
    • -
  • CC Actual Engagement Time - The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
    • -
  • EBPsy Actual Engagement Time - The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
    • -
  • Group Actual Engagement Time - The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
    • -
  • MM Actual Engagement Time - The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
    • -
  • PSY Actual Engagement Time - The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
-
Defaultagg i v15 2024 7 23
(Default)		#175
A -
-		 - (Dmnl) -
= MIN((1+"Long-Term Overtime")^-"Sensitivity of Staff Burnout Due to Long-Term Overtime",1)
Description: When the team uses overtime, one of the long-term costs is burnout. Persistently working long workweeks relative to normal eventually increases provider quit rate, and thus reduces actual team hours available. The more persistent overtime a team works, the greater this effect, and the more the quit rate will increase, compared to the norm. This effect only applies to overtime: persistently working lower than the official work hours does not create new staff hours or attract other staff to work on this team. (pct)
Present in 1 view: - -Used by:
    - -
  • Adjunctive Official Hours Available for Service - The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
    • -
  • CC Official Hours Available for Service - The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
    • -
  • EBPsy Official Hours Available for Service - The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
    • -
  • Group Official Hours Available for Service - The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
    • -
  • Intake Official Hours Available for Service - The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
    • -
  • MM Official Hours Available for Service - The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
    • -
  • PSY Official Hours Available for Service - The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
-
Defaultagg i v15 2024 7 23
(Default)		#176
A -
-		 - (Dmnl) -
= MAX((1+"Short-Term Overtime")^"Sensitivity of Staff Missed Appointments Due to Short-Term Overtime",1)
Description: When the team uses overtime, one of the short-term costs is that they have less time available for important, but non-patient-facing care tasks (e.g., appointment prep, charting, follow-up, reminder calls). The more overtime a team works, the greater this effect, and the more the missed appointment rate will increase, compared to the norm. This effect only applies to overtime: working lower than the official work hours does not influence providers or patients to come more regularly to their appointments. (pct)
Present in 1 view: - -Used by:
    - -
  • "Adjunctive Actual True Missed Appointment %" - The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
    • -
  • "CC Actual True Missed Appointment %" - The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
    • -
  • "EBPsy Actual True Missed Appointment %" - The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
    • -
  • "Group Actual True Missed Appointment %" - The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
    • -
  • "Intake Actual True Missed Appointment %" - The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
    • -
  • "MM Actual True Missed Appointment %" - The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
    • -
  • "PSY Actual True Missed Appointment %" - The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
-
Defaultagg i v15 2024 7 23
(Default)		#177
C -
-		 - (wk) -
= 3
Description: Time for the extended workweeks to have an impact on employee fatigue and capability to keep appointments (from Oliva).
Present in 1 view: - -Used by:
    - -
  • "Short-Term Overtime" - The ratio of the team's total excess hours worked to their total official hours, averaged over the past 3 weeks. When the team is working zero overtime, this ratio will be zero. If the team is working as much overtime as they have official time, then this ratio will be 100%. (pct)
-
DefaultControl#178
C -
-		 - (Week) -
= 104
Description: The final time for the simulation.
Not Present In Any View
Defaultagg i v15 2024 7 23
(Default)		#179
A -
-		 - (Dmnl) -
= ZIDZ(Group Official Hours Available for Service,"Total Appt. Supply")
Description: The ratio of hours used for any one service compared to the total team hours.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#180
A -
-		 - (wk) -
= Group Engagement Duration*Effect of Fatigue on Patient's Engagement Time
Description: The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
Present in 1 view: - -Used by:
    - -
  • Group Ending Service Rate - The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#181
LI,A -
-		 - (hrs/wk) -
= Group Official Hours Available for Service*Group Effect of Work Pressure on Overtime
Description: The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
Present in 1 view: - -Used by:
    - -
  • Group Actual Service Capacity - The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
    • -
  • Group Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • Group Potential Completion Rate - The potential completion rate depends on the net available clinical hours and the time per apppointment.
    • -
  • Group Work Pressure - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
    • -
  • Total Actual Hours Available for Service - The clinician time available for a service depends on the total clinical hours available, the relative increase in hours due to overtime, and the % allocated to a service.
-
Defaultagg i v15 2024 7 23
(Default)		#182
A -
-		 - (wk) -
= MIN(IF THEN ELSE(Group Appointments<0.05,0.01,XIDZ(Group Appointments,Group Completing Rate, 52)),52)
Description: The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#183
A -
-		 - (hrs/wk) -
= Group Actual Hours Available for Service*(1-"Group Actual True Missed Appointment %")
Description: The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
Present in 1 view: - -Used by:
    - -
  • Group Appointment Rate for Service Capacity - The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
-
Defaultagg i v15 2024 7 23
(Default)		#184
A -
-		 - (Dmnl) -
= IF THEN ELSE(Time<0, "Data True MISsed Appointment % -> Group", IF THEN ELSE("User Group True Missed Appointment %"<0, "Data True Missed Appointment % -> Group", "User Group True Missed Appointment %"))*"Effect of Short-Term Overtime on Missed Appointments"
Description: The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
Present in 1 view: - -Used by:
    - -
  • Group Actual Service Capacity - The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
    • -
  • Group True Missed Appointment Rate - The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#185
A -
-		 - (appt/wk) -
= ZIDZ(Group Actual Service Capacity , Group Time per Appointment)
Description: The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
Present in 1 view: - -Used by:
    - -
  • Group Initial Patients - The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
    • -
  • Group Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#186
L -
-		 - (appt) -
= ∫Group Booking Rate+Group Rescheduling Rate-Group Completing Rate dt + [(Group Booking Rate)*(Group RVI)+ ((((Group Actual Hours Available for Service/Group Time per Appointment)*"Data True MISsed Appointment % -> Group")*Group RVI))]
Description: The total number of appointments for each service on the calendar. (appts)
Present in 1 view: - -Used by:
    - -
  • Group Actual Return Visit Interval - The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
    • -
  • Group Desired Completion Rate - To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
    • -
  • Group Maximum Completion Rate - The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#187
L -
-		 - (appt) -
= ∫Group True Missed Appointment Rate-Group Rescheduling Rate dt + [Group True Missed Appointment Rate*Time to Reschedule]
Description: The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
Present in 1 view: - -Used by:
    - -
  • Group Rescheduling Rate - The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#188
LI,F,A -
-
-		 - (appt/wk) -
= "Group Current Pt Appts / week"
Description: The booking rate combines demand from both existing patients (based on appointments on the calendar and the scheduled RVI) and new patients' first appointments. (appt/wk)
Present in 1 view: - -Used by:
    - -
  • Group Appointments - The total number of appointments for each service on the calendar. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#189
F,A -
-
-		 - (appt/wk) -
= QUANTUM(MIN(Group Maximum Completion Rate, MIN(Group Desired Completion Rate,Group Potential Completion Rate)),0.001)
Description: Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
Present in 1 view: - -Used by:
    - -
  • Group Actual Return Visit Interval - The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
    • -
  • Group Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • Group True Missed Appointment Rate - The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#190
A -
-		 - (appt/wk) -
= ((ZIDZ(Group Patients in Service,Group Scheduled Return Visit Interval)) / Group Patients per Appointment)
Description: The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
Present in 1 view: - -Used by:
    - -
  • Group Booking Rate - The booking rate combines demand from both existing patients (based on appointments on the calendar and the scheduled RVI) and new patients' first appointments. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#191
A -
-		 - (wk) -
= MIN(IF THEN ELSE(Group Patients Waiting to Start a Service<0.05, 0.01, XIDZ(Group Patients Waiting to Start a Service, Group Starting a Service Rate, 52)),52)
Description: The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#192
A -
-		 - (appt/(wk*pts)) -
= ZIDZ(ZIDZ(1 , Group Patients per Appointment) , Group RVI)
Description: Baseline number of appointments generated per patient per week for a service.
Present in 1 view: - -Used by:
    - -
  • Group Initial Patients - The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
    • -
  • Group Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#193
A -
-		 - (hrs/wk) -
= Group Desired Completion Rate*Group Time per Appointment
Description: This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
Present in 1 view: - -Used by:
    - -
  • Group Work Pressure - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#194
A -
-		 - (appt/wk) -
= ZIDZ(Group Appointments , Group RVI used when Completing)
Description: To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
Present in 1 view: - -Used by:
    - -
  • Group Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
    • -
  • Group Desired Clinical Hours - This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
-
Defaultagg i v15 2024 7 23
(Default)		#195
A -
-		 - (Dmnl) -
= Group Delay to Starting Service/Acceptable Delay to Starting Service
Description: Ratio of services' acutal start delay to the team's standard for acceptable start delay.
Present in 1 view: - -Used by:
    - -
  • Group Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#196
A -
-		 - (Dmnl) -
= XIDZ(Group Actual Return Visit Interval,Group RVI,1)
Description: Ratio of services' acutal RVI to the team's desired RVI.
Present in 1 view: - -Used by:
    - -
  • Group Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#197
A -
-		 - (Dmnl) -
= Group Effect of RVI Delays on Treatment Decisions*Group Effect of Start Delays on Treatment Decisions
Present in 1 view: - -Used by:
    - -
  • Group Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#198
A -
-		 - (Dmnl) -
= MIN(SMOOTHI(Group Difference between Actual and Standard RVI^-Sensitivity of Treatment Decisions to Existing Patient Care Delays,Time to Perceive Internal Delays,1),1)
Description: When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#199
A -
-		 - (Dmnl) -
= MIN(SMOOTHI(Group Difference between Actual and Acceptable Start Delays^-Sensitivity of Treatment Decisions to Existing Patient Care Delays,Time to Perceive Internal Delays,1),1)
Description: When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#200
A -
-		 - (Dmnl) -
= MAX(SMOOTHI((Group Work Pressure^Sensitivity of Overtime to Work Pressure),Time to Change Staff Hours,1),1)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
Present in 1 view: - -Used by:
    - -
  • Group Actual Hours Available for Service - The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#201
A -
-		 - (Dmnl) -
= MAX(SMOOTHI((Group Work Pressure^Sensitivity of Scheduled Return Visit Interval to Work Pressure),Time to Change Scheduled RVI,1),1)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
Present in 1 view: - -Used by:
    - -
  • Group Scheduled Return Visit Interval - The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
-
Defaultagg i v15 2024 7 23
(Default)		#202
F,A -
-
-		 - (pts/wk) -
= ZIDZ(Group Patients in Service , Group Actual Engagement Time)
Description: The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#203
A -
-		 - (wk) -
= IF THEN ELSE(Time<0,"Data Engagement Duration (median) -> Group",IF THEN ELSE(User Group Engagement Duration<=0,"Data Engagement Duration (median) -> Group",User Group Engagement Duration))
Present in 1 view: - -Used by:
    - -
  • Group Actual Engagement Time - The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
    • -
  • Group Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#204
A -
-		 - (hrs/wk) -
= IF THEN ELSE(Time<0,"Data Appointment Supply (median) -> Group",IF THEN ELSE(User Group Appointment Supply<0, "Data Appointment Supply (median) -> Group",User Group Appointment Supply ))
Description: Use the Baseline hours available for appointments for calculating the Total Official Team Clinical Hours, unless the users has set a new value for a service.
Present in 1 view: - -Used by:
    - -
  • "Total Appt. Supply" - The sum of all clinical hours allocated to patient appointments. It must be less than 40 hrs/week/clinician, due to administrative duties, sick leave, annual leave, training, etc.
-
Defaultagg i v15 2024 7 23
(Default)		#205
LI,I -
-		 - (pts) -
= INITIAL(ZIDZ(Group Appointment Rate for Service Capacity , Group Demand per Patient per Week))
Description: The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#206
A -
-		 - (appt/wk) -
= Group Appointments/Minimum RVI
Description: The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
Present in 1 view: - -Used by:
    - -
  • Group Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#207
A -
-		 - (pts/wk) -
= Group Patients Waiting to Start a Service/Minimum Time to Schedule
Description: The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
Present in 1 view: - -Used by:
    - -
  • Group Starting a Service Rate - The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#208
A -
-		 - (hrs/wk) -
= MAX(IF THEN ELSE(Time<0, "Data Appointment Supply (median) -> Group", IF THEN ELSE(User Group Appointment Supply<0,"Data Appointment Supply (median) -> Group", User Group Appointment Supply))*"Effect of Long-Term Overtime on Burnout",0)
Description: The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
Present in 1 view: - -Used by:
    - -
  • "Group % of Hours per Service" - The ratio of hours used for any one service compared to the total team hours.
    • -
  • Group Actual Hours Available for Service - The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#209
A -
-		 - (pts/wk) -
= ZIDZ((ZIDZ(Group Appointment Rate for Service Capacity , Group Demand per Patient per Week)) , Group Engagement Duration)
Description: Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
Present in 1 view: - -Used by:
    - -
  • Group Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • Group Starting a Service Rate - The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#210
L -
-		 - (pts) -
= ∫Group Starting a Service Rate-Group Ending Service Rate dt + [Group Initial Patients]
Description: The total number of patients in each service. (pts)
Present in 1 view: - -Used by:
    - -
  • "Group Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
    • -
  • Group Ending Service Rate - The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
    • -
  • Group Patients w AUD - The numbers of patients in each service who have AUD as a primary diagnosis.
    • -
  • Group Patients w DEP - The numbers of patients in each service who have Depression as a primary diagnosis.
    • -
  • Group Patients w Other Needs - The numbers of patients in each service who have Other Needs as a primary diagnosis.
    • -
  • Group Patients w OUD - The numbers of patients in each service who have OUD as a primary diagnosis.
    • -
  • Group Patients w PTSD - The numbers of patients in each service who have PTSD as a primary diagnosis.
    • -
  • Total Patients in all Services
-
Defaultagg i v15 2024 7 23
(Default)		#211
C -
-		 - (pts/appt) -
= 6
Description: Usually 1 patient per appointment, except for group clinics, where the ideal number is 8 patients per appointment, but is often as low as 4.
Present in 1 view: - -Used by:
    - -
  • "Group Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
    • -
  • Group Demand per Patient per Week - Baseline number of appointments generated per patient per week for a service.
-
Defaultagg i v15 2024 7 23
(Default)		#212
A -
-		 - (pts) -
= Group Patients in Service*"Data AUD -> Group"
Description: The numbers of patients in each service who have AUD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w AUD - The total number of patients across all services who have AUD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#213
A -
-		 - (pts) -
= Group Patients in Service*"Data DEP -> Group"
Description: The numbers of patients in each service who have Depression as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w DEP - The total number of patients across all services who have Depression as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#214
A -
-		 - (pts) -
= Group Patients in Service*"Data Other -> Group"
Description: The numbers of patients in each service who have Other Needs as a primary diagnosis.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#215
A -
-		 - (pts) -
= Group Patients in Service*"Data OUD -> Group"
Description: The numbers of patients in each service who have OUD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w OUD - The total number of patients across all services who have OUD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#216
A -
-		 - (pts) -
= Group Patients in Service*"Data PTSD -> Group"
Description: The numbers of patients in each service who have PTSD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w PTSD - The total number of patients across all services who have PTSD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#217
L -
-		 - (pts) -
= ∫Group Treatment Decision Rate-Group Starting a Service Rate dt + [Group Treatment Decision Rate*Acceptable Delay to Starting Service]
Description: The total number of patients waiting to start the service(s) recommended by their provider after a review or an intake evaluation appointment. (pts)
Present in 1 view: - -Used by:
    - -
  • Group Delay to Starting Service - The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
    • -
  • Group Maximum Start Rate Service - The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#218
A -
-		 - (appt/wk) -
= (Group Actual Hours Available for Service/Group Time per Appointment)
Description: The potential completion rate depends on the net available clinical hours and the time per apppointment.
Present in 1 view: - -Used by:
    - -
  • Group Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#219
F,A -
-
-		 - (appt/wk) -
= QUANTUM(Group Appointments to Reschedule/Time to Reschedule,0.001)
Description: The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • Group Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • Group Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#220
LI,A -
-		 - (wk) -
= IF THEN ELSE(Time<0, "Data Return VISit Interval (median) -> Group",IF THEN ELSE(User Group Return Visit Interval<1, "Data Return Visit Interval (median) -> Group", User Group Return Visit Interval))
Description: The team's goal to see each patient in each service once in every x week (default RVIs are based on the team's data). The default RVI can be replaced by a user-generated value between 1 and 16 weeks. The "RVI" for Intake is always 1 week, which ensures that patients only have one intake appointment before completing Intake.
Present in 1 view: - -Used by:
    - -
  • Group Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • Group Demand per Patient per Week - Baseline number of appointments generated per patient per week for a service.
    • -
  • Group Difference between Actual and Standard RVI - Ratio of services' acutal RVI to the team's desired RVI.
    • -
  • Group RVI used when Completing - Appointments are completed based on the RVI in use at the time they were booked. Any change in the RVI does not affect appointments already booked, only appointments being booked (i.e., appointments are not cancelled and rescheduled when RVI changes).
    • -
  • Group Scheduled Return Visit Interval - The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
-
Defaultagg i v15 2024 7 23
(Default)		#221
DE -		 - (wk) -
= DELAY FIXED (Group RVI, Group RVI , Group RVI)
Description: Appointments are completed based on the RVI in use at the time they were booked. Any change in the RVI does not affect appointments already booked, only appointments being booked (i.e., appointments are not cancelled and rescheduled when RVI changes).
Present in 1 view: - -Used by:
    - -
  • Group Desired Completion Rate - To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
-
Defaultagg i v15 2024 7 23
(Default)		#222
A -
-		 - (wk) -
= Group RVI*Group Effect of Work Pressure on Scheduled Return Visit Interval
Description: The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
Present in 1 view: - -Used by:
    - -
  • "Group Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
-
Defaultagg i v15 2024 7 23
(Default)		#223
A -
-		 - (Dmnl) -
= IF THEN ELSE(Time<0,Group Service Proportions Balanced Across Team Variables,IF THEN ELSE(User Balanced Mode=0, Group Service Proportions Balanced Across Team Variables,IF THEN ELSE(User Group Service Proportions from Team Data<0,"Data Service PropORtions from Team Data -> Group",User Group Service Proportions from Team Data)))
Description: The service percentage used by the team.
Present in 1 view: - -Used by:
    - -
  • Group Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#224
A -
-		 - (Dmnl) -
= MIN(ZIDZ(Group Patient Start Rate , (Intake Completion Rate+Review Rate)),1)
Description: The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#225
F,A -
-
-		 - (pts/wk) -
= MIN(Group Maximum Start Rate Service,Group Patient Start Rate)
Description: The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
Present in 1 view: - -Used by:
    - -
  • Group Delay to Starting Service - The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
    • -
  • Group Patients in Service - The total number of patients in each service. (pts)
    • -
  • Group Patients Waiting to Start a Service - The total number of patients waiting to start the service(s) recommended by their provider after a review or an intake evaluation appointment. (pts)
    • -
  • Group Starting a Service w AUD - The number of patients per week starting AUD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • Group Starting a Service w DEP - The number of patients per week starting Depression treatment after developing an individual treatment plan in an intake appointment.
    • -
  • Group Starting a Service w Other Needs - The number of patients per week starting Other Needs treatment after developing an individual treatment plan in an intake appointment.
    • -
  • Group Starting a Service w OUD - The number of patients per week starting OUD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • Group Starting a Service w PTSD - The number of patients per week starting PTSD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • Total Starting any Service
-
Defaultagg i v15 2024 7 23
(Default)		#226
A -
-		 - (pts/wk) -
= Group Starting a Service Rate*"Data AUD -> Group"
Description: The number of patients per week starting AUD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#227
A -
-		 - (pts/wk) -
= Group Starting a Service Rate*"Data DEP -> Group"
Description: The number of patients per week starting Depression treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#228
A -
-		 - (pts/wk) -
= Group Starting a Service Rate*"Data Other -> Group"
Description: The number of patients per week starting Other Needs treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#229
A -
-		 - (pts/wk) -
= Group Starting a Service Rate*"Data OUD -> Group"
Description: The number of patients per week starting OUD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#230
A -
-		 - (pts/wk) -
= Group Starting a Service Rate*"Data PTSD -> Group"
Description: The number of patients per week starting PTSD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#231
LI,C -
-		 - (hrs/appt) -
= 1
Description: The appointment length for a service;aka, the productivity.
Present in 1 view: - -Used by:
    - -
  • Group Appointment Rate for Service Capacity - The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
    • -
  • Group Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • Group Desired Clinical Hours - This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
    • -
  • Group Potential Completion Rate - The potential completion rate depends on the net available clinical hours and the time per apppointment.
-
Defaultagg i v15 2024 7 23
(Default)		#232
LI,F,A -
-
-		 - (pts/wk [0,?]) -
= MAX((Intake Completion Rate+Review Rate)*Group Service Proportions*Group Effect of Care Delays on Treatment Decisions,0)
Description: The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#233
LI,F,A -
-
-		 - (appt/wk) -
= QUANTUM(MAX(Group Completing Rate*"Group Actual True Missed Appointment %",0),0.001)
Description: The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • Group Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#234
A -
-		 - (Dmnl) -
= ZIDZ(Group Desired Clinical Hours, Group Actual Hours Available for Service)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
Present in 1 view: - -Used by:
    - -
  • Group Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • Group Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
-
DefaultControl#235
C -
-		 - (Week) -
= -13
Description: The initial time for the simulation.
Not Present In Any View
Used by:
    - -
  • Time - Internally defined simulation time.
-
Defaultagg i v15 2024 7 23
(Default)		#236
A -
-		 - (Dmnl) -
= ZIDZ(Intake Official Hours Available for Service,"Total Appt. Supply")
Description: The ratio of hours used for any one service compared to the total team hours.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#237
C -
-		 - (wk) -
= 1
Description: The team's goal is to get any referred patient an intake appointment within one week of referral.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#238
A -
-		 - (hrs/wk) -
= Intake Official Hours Available for Service*Intake Effect of Work Pressure on Overtime
Description: The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
Present in 1 view: - -Used by:
    - -
  • Intake Actual Service Capacity - The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
    • -
  • Intake Potential Completion Rate - The potential completion rate depends on the net available clinical hours and the time per apppointment.
    • -
  • Intake Work Pressure - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
    • -
  • Total Actual Hours Available for Service - The clinician time available for a service depends on the total clinical hours available, the relative increase in hours due to overtime, and the % allocated to a service.
-
Defaultagg i v15 2024 7 23
(Default)		#239
A -
-		 - (hrs/wk) -
= Intake Actual Hours Available for Service*(1-"Intake Actual True Missed Appointment %")
Description: The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
Present in 1 view: - -Used by:
    - -
  • Intake Appointment Rate for Service Capacity - The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
-
Defaultagg i v15 2024 7 23
(Default)		#240
A -
-		 - (Dmnl) -
= IF THEN ELSE(Time<0, "Data True MISsed Appointment % -> Intake", IF THEN ELSE("User Intake True Missed Appointment %"<0, "Data True Missed Appointment % -> Intake", "User Intake True Missed Appointment %"))*"Effect of Short-Term Overtime on Missed Appointments"
Description: The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
Present in 1 view: - -Used by:
    - -
  • Intake Actual Service Capacity - The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
    • -
  • Intake True Missed Appointment Rate - The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#241
A -
-		 - (appt/wk) -
= ZIDZ(Intake Actual Service Capacity , Intake Time per Appointment)
Description: The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
Present in 1 view: - -Used by:
    - -
  • Intake Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#242
L -
-		 - (appt) -
= ∫Intake Booking Rate+Intake Rescheduling Rate-Intake Completing Rate dt + [Intake Booking Rate*"Data Return VISit Interval (median) -> Intake"]
Description: The total number of appointments for each service on the calendar. (appts)
Present in 1 view: - -Used by:
    - -
  • Intake Desired Completion Rate - To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
    • -
  • Intake Maximum Completion Rate - The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#243
L -
-		 - (appt) -
= ∫Intake True Missed Appointment Rate-Intake Rescheduling Rate dt + [Intake True Missed Appointment Rate*Time to Reschedule]
Description: The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
Present in 1 view: - -Used by:
    - -
  • Intake Rescheduling Rate - The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#244
I -
-		 - (pts/wk) -
= INITIAL(Intake Patient Start Rate)
Present in 1 view: - -Used by:
    - -
  • Intake Evaluation Rate - All patients start services with the team by developing an individual treatment plan during an intake appointment. This new patient referral rate is determined by the baseline service capacity, average time in service, and the demand per patient per week. It can also be set by the user (with "User-defined Referrals to Team) or by the team's own data on new patient starts. These referrals can also be affected by perceptions of new patient wait times. New patient referrals are constrained from going below zero.
-
Defaultagg i v15 2024 7 23
(Default)		#245
LI,F,A -
-
-		 - (appt/wk) -
= QUANTUM("Intake New Pt Appts / week",0.001)
Description: The booking rate combines demand from both existing patients (based on appointments on the calendar and the scheduled RVI) and new patients' first appointments. (appt/wk)
Present in 1 view: - -Used by:
    - -
  • Intake Appointments - The total number of appointments for each service on the calendar. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#246
F,A -
-
-		 - (appt/wk) -
= QUANTUM(MIN(Intake Maximum Completion Rate, MIN(Intake Desired Completion Rate,Intake Potential Completion Rate)),0.001)
Description: Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
Present in 1 view: - -Used by:
    - -
  • Intake Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • Intake True Missed Appointment Rate - The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#247
F,A -
-
-		 - (pts/wk) -
= MIN(Intake Maximum Start Rate Intake,Intake Patient Start Rate)
Description: The number of patients who complete an intake evaluation with the team per week, based on the supply allocated to conducting intake evaluations. (pts/wk)
Present in 1 view: - -Used by:
    - -
  • Adjunctive Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • Adjunctive Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
    • -
  • CC Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • CC Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
    • -
  • EBPsy Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • EBPsy Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
    • -
  • Group Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • Group Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
    • -
  • Intake Intake Evaluation Wait Time - The wait time for intake evaluations with this team. (wks)
    • -
  • "Intake New Pt Appts / week" - Total number of new patient appointments per week.
    • -
  • MM Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • MM Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
    • -
  • Patients Waiting for Intake Evaluation - The total number of patients waiting for their intake evaluation appointment. (pts)
    • -
  • PSY Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • PSY Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#248
A -
-		 - (appt/(wk*pts)) -
= ZIDZ(ZIDZ(1 , Intake Patients per Appointment) , "Data Return VISit Interval (median) -> Intake")
Description: Baseline number of appointments generated per patient per week for a service.
Present in 1 view: - -Used by:
    - -
  • Intake Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#249
A -
-		 - (hrs/wk) -
= Intake Desired Completion Rate*Intake Time per Appointment
Description: This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
Present in 1 view: - -Used by:
    - -
  • Intake Work Pressure - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#250
A -
-		 - (appt/wk) -
= ZIDZ(Intake Appointments , "Data Return VISit Interval (median) -> Intake")
Description: To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
Present in 1 view: - -Used by:
    - -
  • Intake Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
    • -
  • Intake Desired Clinical Hours - This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
-
Defaultagg i v15 2024 7 23
(Default)		#251
A -
-		 - (Dmnl) -
= Intake Intake Evaluation Wait Time/Intake Acceptable Intake Eval Wait Time
Description: Ratio of team's acutal new patient start delay to the team's standard for acceptable start delay.
Present in 1 view: - -Used by:
    - -
  • Intake Effect of Wait Times on Intake Evaluation Rate - When the wait time to start a service increases above the target wait time, referring providers will be less likely to refer a new patient to that service. This effect only applies to above-target wait times: lower than expected new patient wait times do not increase referrals above the norm. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#252
A -
-		 - (Dmnl) -
= MIN(SMOOTHI(Intake Difference between Intake Eval Wait Times^-Intake Sensitivity of Intake Evaluation Rate to Wait Times,Intake Time to Perceive Intake Evaluation Wait Times,1),1)
Description: When the wait time to start a service increases above the target wait time, referring providers will be less likely to refer a new patient to that service. This effect only applies to above-target wait times: lower than expected new patient wait times do not increase referrals above the norm. (pct)
Present in 1 view: - -Used by:
    - -
  • Intake Evaluation Rate - All patients start services with the team by developing an individual treatment plan during an intake appointment. This new patient referral rate is determined by the baseline service capacity, average time in service, and the demand per patient per week. It can also be set by the user (with "User-defined Referrals to Team) or by the team's own data on new patient starts. These referrals can also be affected by perceptions of new patient wait times. New patient referrals are constrained from going below zero.
-
Defaultagg i v15 2024 7 23
(Default)		#253
A -
-		 - (Dmnl) -
= MAX(SMOOTHI((Intake Work Pressure^Sensitivity of Overtime to Work Pressure),Time to Change Staff Hours,1),1)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
Present in 1 view: - -Used by:
    - -
  • Intake Actual Hours Available for Service - The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#254
LI,F,A -
-
-		 - (pts/wk) -
= MAX(IF THEN ELSE(Time<0,Intake Appropriate Intake Evaluations for Supply,IF THEN ELSE(User Intake Intake Evaluation Rate<0,Intake Appropriate Intake Evaluations for Supply,User Intake Intake Evaluation Rate))*Intake Effect of Wait Times on Intake Evaluation Rate,0)
Description: All patients start services with the team by developing an individual treatment plan during an intake appointment. This new patient referral rate is determined by the baseline service capacity, average time in service, and the demand per patient per week. It can also be set by the user (with "User-defined Referrals to Team) or by the team's own data on new patient starts. These referrals can also be affected by perceptions of new patient wait times. New patient referrals are constrained from going below zero.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#255
A -
-		 - (hrs/wk) -
= IF THEN ELSE(Time<0,"Data Appointment Supply (median) -> Intake",IF THEN ELSE(User Intake Appointment Supply<0, "Data Appointment Supply (median) -> Intake",User Intake Appointment Supply ))
Description: Use the Baseline hours available for appointments for calculating the Total Official Team Clinical Hours, unless the users has set a new value for a service.
Present in 1 view: - -Used by:
    - -
  • "Total Appt. Supply" - The sum of all clinical hours allocated to patient appointments. It must be less than 40 hrs/week/clinician, due to administrative duties, sick leave, annual leave, training, etc.
-
Defaultagg i v15 2024 7 23
(Default)		#256
A -
-		 - (wk) -
= MIN(IF THEN ELSE(Patients Waiting for Intake Evaluation<0.05, 0.01, XIDZ(Patients Waiting for Intake Evaluation, Intake Completion Rate, 52)),52)
Description: The wait time for intake evaluations with this team. (wks)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#257
A -
-		 - (appt/wk) -
= Intake Appointments/Minimum RVI
Description: The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
Present in 1 view: - -Used by:
    - -
  • Intake Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#258
A -
-		 - (pts/wk) -
= Patients Waiting for Intake Evaluation/Intake Minimum Time to Schedule
Description: The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
Present in 1 view: - -Used by:
    - -
  • Intake Completion Rate - The number of patients who complete an intake evaluation with the team per week, based on the supply allocated to conducting intake evaluations. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#259
C -
-		 - (wk) -
= 0.1
Description: The fastest possible time to schedule a new patient appointment.
Present in 1 view: - -Used by:
    - -
  • Intake Maximum Start Rate Intake - The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#260
A -
-		 - (appt/wk) -
= Intake Completion Rate/Intake Patients per Appointment
Description: Total number of new patient appointments per week.
Present in 1 view: - -Used by:
    - -
  • Intake Booking Rate - The booking rate combines demand from both existing patients (based on appointments on the calendar and the scheduled RVI) and new patients' first appointments. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#261
A -
-		 - (hrs/wk) -
= MAX(IF THEN ELSE(Time<0, "Data Appointment Supply (median) -> Intake", IF THEN ELSE(User Intake Appointment Supply<0,"Data Appointment Supply (median) -> Intake", User Intake Appointment Supply))*"Effect of Long-Term Overtime on Burnout",0)
Description: The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#262
A -
-		 - (pts/wk) -
= (Intake Appointment Rate for Service Capacity / Intake Demand per Patient per Week) / "Data Engagement Duration (median) -> Intake"
Description: Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#263
C -
-		 - (pts/appt) -
= 1
Description: Usually 1 patient per appointment, except for group clinics, where the ideal number is 8 patients per appointment, but is often as low as 4.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#264
A -
-		 - (appt/wk) -
= (Intake Actual Hours Available for Service/Intake Time per Appointment)
Description: The potential completion rate depends on the net available clinical hours and the time per apppointment.
Present in 1 view: - -Used by:
    - -
  • Intake Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#265
F,A -
-
-		 - (appt/wk) -
= Intake Appointments to Reschedule/Time to Reschedule
Description: The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • Intake Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • Intake Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#266
G -
-		 - (Dmnl [0,2,0.1]) -
= GAME (1)
Description: This controls the magnitude of the effect increases in wait time have on the inflow of patients for intake evaluations, where these drop as wait time increases. A value of "zero" implies that there is no relationship between wait time and the demand for intake evaluations. A value of "1" indicates that if the wait time doubles, then the demand for intake evaulations will be cut in half. For the same situation, a value of "0.5" would result in less of an effect (reducing the demand for intake evaluations to 71% of its original value), and a value of "1.5" would result in a greater effect (reducing the demand for intake evaluations to less than 35% of its original value).
Present in 1 view: - -Used by:
    - -
  • Intake Effect of Wait Times on Intake Evaluation Rate - When the wait time to start a service increases above the target wait time, referring providers will be less likely to refer a new patient to that service. This effect only applies to above-target wait times: lower than expected new patient wait times do not increase referrals above the norm. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#267
C -
-		 - (hrs/appt) -
= 1
Description: The appointment length for a service;aka, the productivity.
Present in 1 view: - -Used by:
    - -
  • Intake Appointment Rate for Service Capacity - The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
    • -
  • Intake Desired Clinical Hours - This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
    • -
  • Intake Potential Completion Rate - The potential completion rate depends on the net available clinical hours and the time per apppointment.
-
Defaultagg i v15 2024 7 23
(Default)		#268
C -
-		 - (wk) -
= 4
Description: Time for referring providers to notice and respond to differences between "normal" and actual new patient intake delays. Set to 4 weeks, i.e., a monthly staff meeting update.
Present in 1 view: - -Used by:
    - -
  • Intake Effect of Wait Times on Intake Evaluation Rate - When the wait time to start a service increases above the target wait time, referring providers will be less likely to refer a new patient to that service. This effect only applies to above-target wait times: lower than expected new patient wait times do not increase referrals above the norm. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#269
LI,F,A -
-
-		 - (appt/wk) -
= QUANTUM(MAX(Intake Completing Rate*"Intake Actual True Missed Appointment %",0),0.001)
Description: The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • Intake Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#270
A -
-		 - (Dmnl) -
= ZIDZ(Intake Desired Clinical Hours, Intake Actual Hours Available for Service)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
Present in 1 view: - -Used by:
    - -
  • Intake Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#271
SM -
-		 - (Dmnl) -
= SMOOTHI(Difference between Excess and Official Team Hours,Burnout Onset Time,0)
Description: The ratio of the team's total excess hours worked to their total official hours, averaged over the past year. When the team is working zero overtime, this ratio will be zero. If the team persistently works as much overtime as they have official time, then this ratio will climb to 100%. (pct)
Present in 1 view: - -Used by:
    - -
  • "Effect of Long-Term Overtime on Burnout" - When the team uses overtime, one of the long-term costs is burnout. Persistently working long workweeks relative to normal eventually increases provider quit rate, and thus reduces actual team hours available. The more persistent overtime a team works, the greater this effect, and the more the quit rate will increase, compared to the norm. This effect only applies to overtime: persistently working lower than the official work hours does not create new staff hours or attract other staff to work on this team. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#272
C -
-		 - (wk) -
= 0.1
Description: The fastest possible completion time between patient appointments.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Maximum Completion Rate - The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
    • -
  • CC Maximum Completion Rate - The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
    • -
  • EBPsy Maximum Completion Rate - The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
    • -
  • Group Maximum Completion Rate - The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
    • -
  • Intake Maximum Completion Rate - The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
    • -
  • MM Maximum Completion Rate - The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
    • -
  • PSY Maximum Completion Rate - The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#273
C -
-		 - (wk) -
= 0.1
Description: The fastest possible time to schedule a new patient appointment.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Maximum Start Rate Service - The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
    • -
  • CC Maximum Start Rate Service - The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
    • -
  • EBPsy Maximum Start Rate Service - The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
    • -
  • Group Maximum Start Rate Service - The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
    • -
  • MM Maximum Start Rate Service - The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
    • -
  • PSY Maximum Start Rate Service - The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#274
A -
-		 - (Dmnl) -
= ZIDZ(MM Official Hours Available for Service,"Total Appt. Supply")
Description: The ratio of hours used for any one service compared to the total team hours.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#275
A -
-		 - (wk) -
= MM Engagement Duration*Effect of Fatigue on Patient's Engagement Time
Description: The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
Present in 1 view: - -Used by:
    - -
  • MM Ending Service Rate - The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#276
LI,A -
-		 - (hrs/wk) -
= MM Official Hours Available for Service*MM Effect of Work Pressure on Overtime
Description: The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
Present in 1 view: - -Used by:
    - -
  • MM Actual Service Capacity - The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
    • -
  • MM Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • MM Potential Completion Rate - The potential completion rate depends on the net available clinical hours and the time per apppointment.
    • -
  • MM Work Pressure - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
    • -
  • Total Actual Hours Available for Service - The clinician time available for a service depends on the total clinical hours available, the relative increase in hours due to overtime, and the % allocated to a service.
-
Defaultagg i v15 2024 7 23
(Default)		#277
A -
-		 - (wk) -
= MIN(IF THEN ELSE(MM Appointments<0.05,0.01,XIDZ(MM Appointments,MM Completing Rate, 52)),52)
Description: The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#278
A -
-		 - (hrs/wk) -
= MM Actual Hours Available for Service*(1-"MM Actual True Missed Appointment %")
Description: The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
Present in 1 view: - -Used by:
    - -
  • MM Appointment Rate for Service Capacity - The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
-
Defaultagg i v15 2024 7 23
(Default)		#279
A -
-		 - (Dmnl) -
= IF THEN ELSE(Time<0, "Data True MISsed Appointment % -> MM", IF THEN ELSE("User MM True Missed Appointment %"<0, "Data True Missed Appointment % -> MM", "User MM True Missed Appointment %"))*"Effect of Short-Term Overtime on Missed Appointments"
Description: The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
Present in 1 view: - -Used by:
    - -
  • MM Actual Service Capacity - The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
    • -
  • MM True Missed Appointment Rate - The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#280
A -
-		 - (appt/wk) -
= ZIDZ(MM Actual Service Capacity , MM Time per Appointment)
Description: The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
Present in 1 view: - -Used by:
    - -
  • MM Initial Patients - The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
    • -
  • MM Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#281
L -
-		 - (appt) -
= ∫MM Booking Rate+MM Rescheduling Rate-MM Completing Rate dt + [(MM Booking Rate)*(MM RVI)+ ((((MM Actual Hours Available for Service/MM Time per Appointment)*"Data True MISsed Appointment % -> MM")*MM RVI))]
Description: The total number of appointments for each service on the calendar. (appts)
Present in 1 view: - -Used by:
    - -
  • MM Actual Return Visit Interval - The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
    • -
  • MM Desired Completion Rate - To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
    • -
  • MM Maximum Completion Rate - The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#282
L -
-		 - (appt) -
= ∫MM True Missed Appointment Rate-MM Rescheduling Rate dt + [MM True Missed Appointment Rate*Time to Reschedule]
Description: The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
Present in 1 view: - -Used by:
    - -
  • MM Rescheduling Rate - The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#283
LI,F,A -
-
-		 - (appt/wk) -
= "MM Current Pt Appts / week"
Description: The booking rate combines demand from both existing patients (based on appointments on the calendar and the scheduled RVI) and new patients' first appointments. (appt/wk)
Present in 1 view: - -Used by:
    - -
  • MM Appointments - The total number of appointments for each service on the calendar. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#284
F,A -
-
-		 - (appt/wk) -
= QUANTUM(MIN(MM Maximum Completion Rate, MIN(MM Desired Completion Rate,MM Potential Completion Rate)),0.001)
Description: Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
Present in 1 view: - -Used by:
    - -
  • MM Actual Return Visit Interval - The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
    • -
  • MM Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • MM True Missed Appointment Rate - The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#285
A -
-		 - (appt/wk) -
= ((ZIDZ(MM Patients in Service,MM Scheduled Return Visit Interval)) / MM Patients per Appointment)
Description: The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
Present in 1 view: - -Used by:
    - -
  • MM Booking Rate - The booking rate combines demand from both existing patients (based on appointments on the calendar and the scheduled RVI) and new patients' first appointments. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#286
A -
-		 - (wk) -
= MIN(IF THEN ELSE(MM Patients Waiting to Start a Service<0.05, 0.01, XIDZ(MM Patients Waiting to Start a Service, MM Starting a Service Rate, 52)),52)
Description: The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#287
A -
-		 - (appt/(wk*pts)) -
= ZIDZ(ZIDZ(1 , MM Patients per Appointment) , MM RVI)
Description: Baseline number of appointments generated per patient per week for a service.
Present in 1 view: - -Used by:
    - -
  • MM Initial Patients - The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
    • -
  • MM Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#288
A -
-		 - (hrs/wk) -
= MM Desired Completion Rate*MM Time per Appointment
Description: This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
Present in 1 view: - -Used by:
    - -
  • MM Work Pressure - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#289
A -
-		 - (appt/wk) -
= ZIDZ(MM Appointments , MM RVI used when Completing)
Description: To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
Present in 1 view: - -Used by:
    - -
  • MM Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
    • -
  • MM Desired Clinical Hours - This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
-
Defaultagg i v15 2024 7 23
(Default)		#290
A -
-		 - (Dmnl) -
= MM Delay to Starting Service/Acceptable Delay to Starting Service
Description: Ratio of services' acutal start delay to the team's standard for acceptable start delay.
Present in 1 view: - -Used by:
    - -
  • MM Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#291
A -
-		 - (Dmnl) -
= XIDZ(MM Actual Return Visit Interval,MM RVI,1)
Description: Ratio of services' acutal RVI to the team's desired RVI.
Present in 1 view: - -Used by:
    - -
  • MM Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#292
A -
-		 - (Dmnl) -
= MM Effect of RVI Delays on Treatment Decisions*MM Effect of Start Delays on Treatment Decisions
Present in 1 view: - -Used by:
    - -
  • MM Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#293
A -
-		 - (Dmnl) -
= MIN(SMOOTHI(MM Difference between Actual and Standard RVI^-Sensitivity of Treatment Decisions to Existing Patient Care Delays,Time to Perceive Internal Delays,1),1)
Description: When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#294
A -
-		 - (Dmnl) -
= MIN(SMOOTHI(MM Difference between Actual and Acceptable Start Delays^-Sensitivity of Treatment Decisions to Existing Patient Care Delays,Time to Perceive Internal Delays,1),1)
Description: When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#295
A -
-		 - (Dmnl) -
= MAX(SMOOTHI((MM Work Pressure^Sensitivity of Overtime to Work Pressure),Time to Change Staff Hours,1),1)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
Present in 1 view: - -Used by:
    - -
  • MM Actual Hours Available for Service - The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#296
A -
-		 - (Dmnl) -
= MAX(SMOOTHI((MM Work Pressure^Sensitivity of Scheduled Return Visit Interval to Work Pressure),Time to Change Scheduled RVI,1),1)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
Present in 1 view: - -Used by:
    - -
  • MM Scheduled Return Visit Interval - The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
-
Defaultagg i v15 2024 7 23
(Default)		#297
F,A -
-
-		 - (pts/wk) -
= ZIDZ(MM Patients in Service , MM Actual Engagement Time)
Description: The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#298
A -
-		 - (wk) -
= IF THEN ELSE(Time<0,"Data Engagement Duration (median) -> MM",IF THEN ELSE(User MM Engagement Duration<=0,"Data Engagement Duration (median) -> MM",User MM Engagement Duration))
Present in 1 view: - -Used by:
    - -
  • MM Actual Engagement Time - The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
    • -
  • MM Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#299
A -
-		 - (hrs/wk) -
= IF THEN ELSE(Time<0,"Data Appointment Supply (median) -> MM",IF THEN ELSE(User MM Appointment Supply<0, "Data Appointment Supply (median) -> MM",User MM Appointment Supply ))
Description: Use the Baseline hours available for appointments for calculating the Total Official Team Clinical Hours, unless the users has set a new value for a service.
Present in 1 view: - -Used by:
    - -
  • "Total Appt. Supply" - The sum of all clinical hours allocated to patient appointments. It must be less than 40 hrs/week/clinician, due to administrative duties, sick leave, annual leave, training, etc.
-
Defaultagg i v15 2024 7 23
(Default)		#300
LI,I -
-		 - (pts) -
= INITIAL(ZIDZ(MM Appointment Rate for Service Capacity , MM Demand per Patient per Week))
Description: The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#301
A -
-		 - (appt/wk) -
= MM Appointments/Minimum RVI
Description: The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
Present in 1 view: - -Used by:
    - -
  • MM Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#302
A -
-		 - (pts/wk) -
= MM Patients Waiting to Start a Service/Minimum Time to Schedule
Description: The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
Present in 1 view: - -Used by:
    - -
  • MM Starting a Service Rate - The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#303
A -
-		 - (hrs/wk) -
= MAX(IF THEN ELSE(Time<0, "Data Appointment Supply (median) -> MM", IF THEN ELSE(User MM Appointment Supply<0,"Data Appointment Supply (median) -> MM", User MM Appointment Supply))*"Effect of Long-Term Overtime on Burnout",0)
Description: The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
Present in 1 view: - -Used by:
    - -
  • "MM % of Hours per Service" - The ratio of hours used for any one service compared to the total team hours.
    • -
  • MM Actual Hours Available for Service - The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#304
A -
-		 - (pts/wk) -
= ZIDZ((ZIDZ(MM Appointment Rate for Service Capacity , MM Demand per Patient per Week)) , MM Engagement Duration)
Description: Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
Present in 1 view: - -Used by:
    - -
  • MM Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • MM Starting a Service Rate - The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#305
L -
-		 - (pts) -
= ∫MM Starting a Service Rate-MM Ending Service Rate dt + [MM Initial Patients]
Description: The total number of patients in each service. (pts)
Present in 1 view: - -Used by:
    - -
  • "MM Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
    • -
  • MM Ending Service Rate - The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
    • -
  • MM Patients w AUD - The numbers of patients in each service who have AUD as a primary diagnosis.
    • -
  • MM Patients w DEP - The numbers of patients in each service who have Depression as a primary diagnosis.
    • -
  • MM Patients w Other Needs - The numbers of patients in each service who have Other Needs as a Dev Testing primary diagnosis.
    • -
  • MM Patients w OUD - The numbers of patients in each service who have OUD as a primary diagnosis.
    • -
  • MM Patients w PTSD - The numbers of patients in each service who have PTSD as a primary diagnosis.
    • -
  • Total Patients in all Services
-
Defaultagg i v15 2024 7 23
(Default)		#306
C -
-		 - (pts/appt) -
= 1
Description: Usually 1 patient per appointment, except for group clinics, where the ideal number is 8 patients per appointment, but is often as low as 4.
Present in 1 view: - -Used by:
    - -
  • "MM Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
    • -
  • MM Demand per Patient per Week - Baseline number of appointments generated per patient per week for a service.
-
Defaultagg i v15 2024 7 23
(Default)		#307
A -
-		 - (pts) -
= MM Patients in Service*"Data AUD -> MM"
Description: The numbers of patients in each service who have AUD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w AUD - The total number of patients across all services who have AUD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#308
A -
-		 - (pts) -
= MM Patients in Service*"Data DEP -> MM"
Description: The numbers of patients in each service who have Depression as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w DEP - The total number of patients across all services who have Depression as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#309
A -
-		 - (pts) -
= MM Patients in Service*"Data Other -> MM"
Description: The numbers of patients in each service who have Other Needs as a Dev Testing primary diagnosis.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#310
A -
-		 - (pts) -
= MM Patients in Service*"Data OUD -> MM"
Description: The numbers of patients in each service who have OUD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w OUD - The total number of patients across all services who have OUD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#311
A -
-		 - (pts) -
= MM Patients in Service*"Data PTSD -> MM"
Description: The numbers of patients in each service who have PTSD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w PTSD - The total number of patients across all services who have PTSD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#312
L -
-		 - (pts) -
= ∫MM Treatment Decision Rate-MM Starting a Service Rate dt + [MM Treatment Decision Rate*Acceptable Delay to Starting Service]
Description: The total number of patients waiting to start the service(s) recommended by their provider after a review or an intake evaluation appointment. (pts)
Present in 1 view: - -Used by:
    - -
  • MM Delay to Starting Service - The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
    • -
  • MM Maximum Start Rate Service - The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#313
A -
-		 - (appt/wk) -
= (MM Actual Hours Available for Service/MM Time per Appointment)
Description: The potential completion rate depends on the net available clinical hours and the time per apppointment.
Present in 1 view: - -Used by:
    - -
  • MM Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#314
F,A -
-
-		 - (appt/wk) -
= QUANTUM(MM Appointments to Reschedule/Time to Reschedule,0.001)
Description: The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • MM Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • MM Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#315
LI,A -
-		 - (wk) -
= IF THEN ELSE(Time<0, "Data Return VISit Interval (median) -> MM",IF THEN ELSE(User MM Return Visit Interval<1, "Data Return Visit Interval (median) -> MM", User MM Return Visit Interval))
Description: The team's goal to see each patient in each service once in every x week (default RVIs are based on the team's data). The default RVI can be replaced by a user-generated value between 1 and 16 weeks. The "RVI" for Intake is always 1 week, which ensures that patients only have one intake appointment before completing Intake.
Present in 1 view: - -Used by:
    - -
  • MM Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • MM Demand per Patient per Week - Baseline number of appointments generated per patient per week for a service.
    • -
  • MM Difference between Actual and Standard RVI - Ratio of services' acutal RVI to the team's desired RVI.
    • -
  • MM RVI used when Completing - Appointments are completed based on the RVI in use at the time they were booked. Any change in the RVI does not affect appointments already booked, only appointments being booked (i.e., appointments are not cancelled and rescheduled when RVI changes).
    • -
  • MM Scheduled Return Visit Interval - The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
-
Defaultagg i v15 2024 7 23
(Default)		#316
DE -		 - (wk) -
= DELAY FIXED (MM RVI, MM RVI , MM RVI)
Description: Appointments are completed based on the RVI in use at the time they were booked. Any change in the RVI does not affect appointments already booked, only appointments being booked (i.e., appointments are not cancelled and rescheduled when RVI changes).
Present in 1 view: - -Used by:
    - -
  • MM Desired Completion Rate - To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
-
Defaultagg i v15 2024 7 23
(Default)		#317
A -
-		 - (wk) -
= MM RVI*MM Effect of Work Pressure on Scheduled Return Visit Interval
Description: The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
Present in 1 view: - -Used by:
    - -
  • "MM Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
-
Defaultagg i v15 2024 7 23
(Default)		#318
A -
-		 - (Dmnl) -
= IF THEN ELSE(Time<0,MM Service Proportions Balanced Across Team Variables,IF THEN ELSE(User Balanced Mode=0, MM Service Proportions Balanced Across Team Variables,IF THEN ELSE(User MM Service Proportions from Team Data<0,"Data Service PropORtions from Team Data -> MM",User MM Service Proportions from Team Data)))
Description: The service percentage used by the team.
Present in 1 view: - -Used by:
    - -
  • MM Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#319
A -
-		 - (Dmnl) -
= MIN(ZIDZ(MM Patient Start Rate , (Intake Completion Rate+Review Rate)),1)
Description: The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#320
F,A -
-
-		 - (pts/wk) -
= MIN(MM Maximum Start Rate Service,MM Patient Start Rate)
Description: The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
Present in 1 view: - -Used by:
    - -
  • MM Delay to Starting Service - The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
    • -
  • MM Patients in Service - The total number of patients in each service. (pts)
    • -
  • MM Patients Waiting to Start a Service - The total number of patients waiting to start the service(s) recommended by their provider after a review or an intake evaluation appointment. (pts)
    • -
  • MM Starting a Service w AUD - The number of patients per week starting AUD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • MM Starting a Service w DEP - The number of patients per week starting Depression treatment after developing an individual treatment plan in an intake appointment.
    • -
  • MM Starting a Service w Other Needs - The number of patients per week starting Other Needs treatment after developing an individual treatment plan in an intake appointment.
    • -
  • MM Starting a Service w OUD - The number of patients per week starting OUD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • MM Starting a Service w PTSD - The number of patients per week starting PTSD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • Total Starting any Service
-
Defaultagg i v15 2024 7 23
(Default)		#321
A -
-		 - (pts/wk) -
= MM Starting a Service Rate*"Data AUD -> MM"
Description: The number of patients per week starting AUD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#322
A -
-		 - (pts/wk) -
= MM Starting a Service Rate*"Data DEP -> MM"
Description: The number of patients per week starting Depression treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#323
A -
-		 - (pts/wk) -
= MM Starting a Service Rate*"Data Other -> MM"
Description: The number of patients per week starting Other Needs treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#324
A -
-		 - (pts/wk) -
= MM Starting a Service Rate*"Data OUD -> MM"
Description: The number of patients per week starting OUD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#325
A -
-		 - (pts/wk) -
= MM Starting a Service Rate*"Data PTSD -> MM"
Description: The number of patients per week starting PTSD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#326
LI,C -
-		 - (hrs/appt) -
= 0.5
Description: The appointment length for a service;aka, the productivity.
Present in 1 view: - -Used by:
    - -
  • MM Appointment Rate for Service Capacity - The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
    • -
  • MM Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • MM Desired Clinical Hours - This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
    • -
  • MM Potential Completion Rate - The potential completion rate depends on the net available clinical hours and the time per apppointment.
-
Defaultagg i v15 2024 7 23
(Default)		#327
LI,F,A -
-
-		 - (pts/wk [0,?]) -
= MAX((Intake Completion Rate+Review Rate)*MM Service Proportions*MM Effect of Care Delays on Treatment Decisions,0)
Description: The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
Present in 1 view: - -Used by:
    - -
  • MM Patients Waiting to Start a Service - The total number of patients waiting to start the service(s) recommended by their provider after a review or an intake evaluation appointment. (pts)
-
Defaultagg i v15 2024 7 23
(Default)		#328
LI,F,A -
-
-		 - (appt/wk) -
= QUANTUM(MAX(MM Completing Rate*"MM Actual True Missed Appointment %",0),0.001)
Description: The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • MM Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#329
A -
-		 - (Dmnl) -
= ZIDZ(MM Desired Clinical Hours, MM Actual Hours Available for Service)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
Present in 1 view: - -Used by:
    - -
  • MM Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • MM Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#330
L -
-		 - (pts) -
= ∫-Intake Completion Rate+Intake Evaluation Rate dt + [Intake Evaluation Rate*Acceptable Delay to Starting Service]
Description: The total number of patients waiting for their intake evaluation appointment. (pts)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#331
A -
-		 - (Dmnl) -
= ZIDZ(PSY Official Hours Available for Service,"Total Appt. Supply")
Description: The ratio of hours used for any one service compared to the total team hours.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#332
A -
-		 - (wk) -
= PSY Engagement Duration*Effect of Fatigue on Patient's Engagement Time
Description: The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
Present in 1 view: - -Used by:
    - -
  • PSY Ending Service Rate - The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#333
LI,A -
-		 - (hrs/wk) -
= PSY Official Hours Available for Service*PSY Effect of Work Pressure on Overtime
Description: The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
Present in 1 view: - -Used by:
    - -
  • PSY Actual Service Capacity - The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
    • -
  • PSY Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • PSY Potential Completion Rate - The potential completion rate depends on the net available clinical hours and the time per apppointment.
    • -
  • PSY Work Pressure - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
    • -
  • Total Actual Hours Available for Service - The clinician time available for a service depends on the total clinical hours available, the relative increase in hours due to overtime, and the % allocated to a service.
-
Defaultagg i v15 2024 7 23
(Default)		#334
A -
-		 - (wk) -
= MIN(IF THEN ELSE(PSY Appointments<0.05,0.01,XIDZ(PSY Appointments,PSY Completing Rate, 52)),52)
Description: The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#335
A -
-		 - (hrs/wk) -
= PSY Actual Hours Available for Service*(1-"PSY Actual True Missed Appointment %")
Description: The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
Present in 1 view: - -Used by:
    - -
  • PSY Appointment Rate for Service Capacity - The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
-
Defaultagg i v15 2024 7 23
(Default)		#336
A -
-		 - (Dmnl) -
= IF THEN ELSE(Time<0, "Data True MISsed Appointment % -> PSY", IF THEN ELSE("User PSY True Missed Appointment %"<0,"Data True Missed Appointment % -> PSY", "User PSY True Missed Appointment %"))*"Effect of Short-Term Overtime on Missed Appointments"
Description: The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
Present in 1 view: - -Used by:
    - -
  • PSY Actual Service Capacity - The effective total hours of clinical time available, based on the percentage of the total team hours allocated to each service, and the missed appointment percentage for each service. This assumes that all missed appointments are eventually rescheduled.
    • -
  • PSY True Missed Appointment Rate - The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#337
A -
-		 - (appt/wk) -
= ZIDZ(PSY Actual Service Capacity , PSY Time per Appointment)
Description: The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
Present in 1 view: - -Used by:
    - -
  • PSY Initial Patients - The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
    • -
  • PSY Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#338
L -
-		 - (appt) -
= ∫PSY Booking Rate+PSY Rescheduling Rate-PSY Completing Rate dt + [(PSY Booking Rate)*(PSY RVI)+ ((((PSY Actual Hours Available for Service/PSY Time per Appointment)*"Data True MISsed Appointment % -> PSY")*PSY RVI))]
Description: The total number of appointments for each service on the calendar. (appts)
Present in 1 view: - -Used by:
    - -
  • PSY Actual Return Visit Interval - The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
    • -
  • PSY Desired Completion Rate - To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
    • -
  • PSY Maximum Completion Rate - The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#339
L -
-		 - (appt) -
= ∫PSY True Missed Appointment Rate-PSY Rescheduling Rate dt + [PSY True Missed Appointment Rate*Time to Reschedule]
Description: The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
Present in 1 view: - -Used by:
    - -
  • PSY Rescheduling Rate - The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#340
LI,F,A -
-
-		 - (appt/wk) -
= "PSY Current Pt Appts / week"
Description: The booking rate combines demand from both existing patients (based on appointments on the calendar and the scheduled RVI) and new patients' first appointments. (appt/wk)
Present in 1 view: - -Used by:
    - -
  • PSY Appointments - The total number of appointments for each service on the calendar. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#341
F,A -
-
-		 - (appt/wk) -
= MIN(PSY Maximum Completion Rate, MIN(PSY Desired Completion Rate,PSY Potential Completion Rate))
Description: Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
Present in 1 view: - -Used by:
    - -
  • PSY Actual Return Visit Interval - The actual average return-to-clinic visit interval that patients experience. This is either the same as the RVI used when appointments are scheduled, or potentially longer, if the team reacts to work pressure by extending existing patients' RVI. Longer than desired RVIs do not cause patients or providers to cancel appointments. In theory, the actual RVI could be pushed to more than one year, but we've capped it at 52 weeks. (wks)
    • -
  • PSY Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • PSY True Missed Appointment Rate - The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#342
A -
-		 - (appt/wk) -
= ((ZIDZ(PSY Patients in Service,PSY Scheduled Return Visit Interval)) / PSY Patients per Appointment)
Description: The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
Present in 1 view: - -Used by:
    - -
  • PSY Booking Rate - The booking rate combines demand from both existing patients (based on appointments on the calendar and the scheduled RVI) and new patients' first appointments. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#343
A -
-		 - (wk) -
= MIN(IF THEN ELSE(PSY Patients Waiting to Start a Service<0.05, 0.01, XIDZ(PSY Patients Waiting to Start a Service, PSY Starting a Service Rate, 52)),52)
Description: The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#344
A -
-		 - (appt/(wk*pts)) -
= ZIDZ(ZIDZ(1 , PSY Patients per Appointment) , PSY RVI)
Description: Baseline number of appointments generated per patient per week for a service.
Present in 1 view: - -Used by:
    - -
  • PSY Initial Patients - The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
    • -
  • PSY Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#345
A -
-		 - (hrs/wk) -
= PSY Desired Completion Rate*PSY Time per Appointment
Description: This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
Present in 1 view: - -Used by:
    - -
  • PSY Work Pressure - When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#346
A -
-		 - (appt/wk) -
= ZIDZ(PSY Appointments , PSY RVI used when Completing)
Description: To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
Present in 1 view: - -Used by:
    - -
  • PSY Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
    • -
  • PSY Desired Clinical Hours - This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
-
Defaultagg i v15 2024 7 23
(Default)		#347
A -
-		 - (Dmnl) -
= PSY Delay to Starting Service/Acceptable Delay to Starting Service
Description: Ratio of services' acutal start delay to the team's standard for acceptable start delay.
Present in 1 view: - -Used by:
    - -
  • PSY Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#348
A -
-		 - (Dmnl) -
= XIDZ(PSY Actual Return Visit Interval,PSY RVI,1)
Description: Ratio of services' acutal RVI to the team's desired RVI.
Present in 1 view: - -Used by:
    - -
  • PSY Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#349
A -
-		 - (Dmnl) -
= PSY Effect of RVI Delays on Treatment Decisions*PSY Effect of Start Delays on Treatment Decisions
Present in 1 view: - -Used by:
    - -
  • PSY Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#350
A -
-		 - (Dmnl) -
= MIN(SMOOTHI(PSY Difference between Actual and Standard RVI^-Sensitivity of Treatment Decisions to Existing Patient Care Delays,Time to Perceive Internal Delays,1),1)
Description: When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#351
A -
-		 - (Dmnl) -
= MIN(SMOOTHI(PSY Difference between Actual and Acceptable Start Delays^-Sensitivity of Treatment Decisions to Existing Patient Care Delays,Time to Perceive Internal Delays,1),1)
Description: When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#352
A -
-		 - (Dmnl) -
= MAX(SMOOTHI((PSY Work Pressure^Sensitivity of Overtime to Work Pressure),Time to Change Staff Hours,1),1)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
Present in 1 view: - -Used by:
    - -
  • PSY Actual Hours Available for Service - The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#353
A -
-		 - (Dmnl) -
= MAX(SMOOTHI((PSY Work Pressure^Sensitivity of Scheduled Return Visit Interval to Work Pressure),Time to Change Scheduled RVI,1),1)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
Present in 1 view: - -Used by:
    - -
  • PSY Scheduled Return Visit Interval - The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
-
Defaultagg i v15 2024 7 23
(Default)		#354
F,A -
-
-		 - (pts/wk) -
= ZIDZ(PSY Patients in Service , PSY Actual Engagement Time)
Description: The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#355
A -
-		 - (wk) -
= IF THEN ELSE(Time<0,"Data Engagement Duration (median) -> PSY",IF THEN ELSE(User PSY Engagement Duration<=0,"Data Engagement Duration (median) -> PSY",User PSY Engagement Duration))
Present in 1 view: - -Used by:
    - -
  • PSY Actual Engagement Time - The actual time patients spend in a service depends on both the median time estimated from the team's visit data and the effect of provider fatigue on patient engagement.
    • -
  • PSY Patient Start Rate - Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
-
Defaultagg i v15 2024 7 23
(Default)		#356
A -
-		 - (hrs/wk) -
= IF THEN ELSE(Time<0,"Data Appointment Supply (median) -> PSY",IF THEN ELSE(User PSY Appointment Supply<0, "Data Appointment Supply (median) -> PSY",User PSY Appointment Supply ))
Description: Use the Baseline hours available for appointments for calculating the Total Official Team Clinical Hours, unless the users has set a new value for a service.
Present in 1 view: - -Used by:
    - -
  • "Total Appt. Supply" - The sum of all clinical hours allocated to patient appointments. It must be less than 40 hrs/week/clinician, due to administrative duties, sick leave, annual leave, training, etc.
-
Defaultagg i v15 2024 7 23
(Default)		#357
LI,I -
-		 - (pts) -
= INITIAL(ZIDZ(PSY Appointment Rate for Service Capacity , PSY Demand per Patient per Week))
Description: The initial number of patients seen by the team is determined by the initial appointment completion rate and the demand per patient. Note that the equation type is INITIAL, which ensures that the initial patient load remains constant even if the appointment completion rate varies. By setting this initial patient load, we ensure that appointments are booked at exactly the rate the team can handle, given the team size and standard values for time per appoitment, return visit interval, missed opportunities, and % team time allocated to each service.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#358
A -
-		 - (appt/wk) -
= PSY Appointments/Minimum RVI
Description: The maximum completion rate is determined by the appointment backlog and minimum time between patient appointments.
Present in 1 view: - -Used by:
    - -
  • PSY Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#359
A -
-		 - (pts/wk) -
= PSY Patients Waiting to Start a Service/Minimum Time to Schedule
Description: The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
Present in 1 view: - -Used by:
    - -
  • PSY Starting a Service Rate - The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#360
A -
-		 - (hrs/wk) -
= MAX(IF THEN ELSE(Time<0, "Data Appointment Supply (median) -> PSY", IF THEN ELSE(User PSY Appointment Supply<0,"Data Appointment Supply (median) -> PSY", User PSY Appointment Supply))*"Effect of Long-Term Overtime on Burnout",0)
Description: The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
Present in 1 view: - -Used by:
    - -
  • "PSY % of Hours per Service" - The ratio of hours used for any one service compared to the total team hours.
    • -
  • PSY Actual Hours Available for Service - The number of hours the team has allocated to providing patient-facing care in each service, including both bookable appointments on the calendar and unofficial overbooking/overtime hours. (hrs/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#361
A -
-		 - (pts/wk) -
= ZIDZ((ZIDZ(PSY Appointment Rate for Service Capacity , PSY Demand per Patient per Week)) , PSY Engagement Duration)
Description: Defined to maintain equilibrium in the base case (i.e., if no switches are active). The team can only start as many patients as they have the service capacity to see.
Present in 1 view: - -Used by:
    - -
  • PSY Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • PSY Starting a Service Rate - The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#362
L -
-		 - (pts) -
= ∫PSY Starting a Service Rate-PSY Ending Service Rate dt + [PSY Initial Patients]
Description: The total number of patients in each service. (pts)
Present in 1 view: - -Used by:
    - -
  • "PSY Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
    • -
  • PSY Ending Service Rate - The number of patients finishing a service is a function the number of patients in treatment and their median time engaged in treatment. (pts/wk)
    • -
  • PSY Patients w AUD - The numbers of patients in each service who have AUD as a primary diagnosis.
    • -
  • PSY Patients w DEP - The numbers of patients in each service who have Depression as a primary diagnosis.
    • -
  • PSY Patients w Other Needs - The numbers of patients in each service who have Other Needs as a primary diagnosis.
    • -
  • PSY Patients w OUD - The numbers of patients in each service who have OUD as a primary diagnosis.
    • -
  • PSY Patients w PTSD - The numbers of patients in each service who have PTSD as a primary diagnosis.
    • -
  • Total Patients in all Services
-
Defaultagg i v15 2024 7 23
(Default)		#363
C -
-		 - (pts/appt) -
= 1
Description: Usually 1 patient per appointment, except for group clinics, where the ideal number is 8 patients per appointment, but is often as low as 4.
Present in 1 view: - -Used by:
    - -
  • "PSY Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
    • -
  • PSY Demand per Patient per Week - Baseline number of appointments generated per patient per week for a service.
-
Defaultagg i v15 2024 7 23
(Default)		#364
A -
-		 - (pts) -
= PSY Patients in Service*"Data AUD -> PSY"
Description: The numbers of patients in each service who have AUD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w AUD - The total number of patients across all services who have AUD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#365
A -
-		 - (pts) -
= PSY Patients in Service*"Data DEP -> PSY"
Description: The numbers of patients in each service who have Depression as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w DEP - The total number of patients across all services who have Depression as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#366
A -
-		 - (pts) -
= PSY Patients in Service*"Data Other -> PSY"
Description: The numbers of patients in each service who have Other Needs as a primary diagnosis.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#367
A -
-		 - (pts) -
= PSY Patients in Service*"Data OUD -> PSY"
Description: The numbers of patients in each service who have OUD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w OUD - The total number of patients across all services who have OUD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#368
A -
-		 - (pts) -
= PSY Patients in Service*"Data PTSD -> PSY"
Description: The numbers of patients in each service who have PTSD as a primary diagnosis.
Present in 1 view: - -Used by:
    - -
  • Total Patients w PTSD - The total number of patients across all services who have PTSD as a primary diagnosis.
-
Defaultagg i v15 2024 7 23
(Default)		#369
L -
-		 - (pts) -
= ∫PSY Treatment Decision Rate-PSY Starting a Service Rate dt + [PSY Treatment Decision Rate*Acceptable Delay to Starting Service]
Description: The total number of patients waiting to start the service(s) recommended by their provider after a review or an intake evaluation appointment. (pts)
Present in 1 view: - -Used by:
    - -
  • PSY Delay to Starting Service - The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
    • -
  • PSY Maximum Start Rate Service - The maximum new patient start rate is determined by the new patient waiting list and minimum time to schedule patient appointments.
-
Defaultagg i v15 2024 7 23
(Default)		#370
A -
-		 - (appt/wk) -
= (PSY Actual Hours Available for Service/PSY Time per Appointment)
Description: The potential completion rate depends on the net available clinical hours and the time per apppointment.
Present in 1 view: - -Used by:
    - -
  • PSY Completing Rate - Appointment completions in each service are based on the team either satisfing all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or using all the supply allocated to that service (based on the Appointment Supply). If there is more demand than supply, then not all scheduled appointments will be seen in a timely manner, and Actual RVI will increase. This is different from a completed visit, as the appointment is still complete even if the patient no-shows. (appt/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#371
F,A -
-
-		 - (appt/wk) -
= PSY Appointments to Reschedule/Time to Reschedule
Description: The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • PSY Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • PSY Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#372
LI,A -
-		 - (wk) -
= IF THEN ELSE(Time<0, "Data Return VISit Interval (median) -> PSY",IF THEN ELSE(User PSY Return Visit Interval<1, "Data Return Visit Interval (median) -> PSY", User PSY Return Visit Interval))
Description: The team's goal to see each patient in each service once in every x week (default RVIs are based on the team's data). The default RVI can be replaced by a user-generated value between 1 and 16 weeks. The "RVI" for Intake is always 1 week, which ensures that patients only have one intake appointment before completing Intake.
Present in 1 view: - -Used by:
    - -
  • PSY Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • PSY Demand per Patient per Week - Baseline number of appointments generated per patient per week for a service.
    • -
  • PSY Difference between Actual and Standard RVI - Ratio of services' acutal RVI to the team's desired RVI.
    • -
  • PSY RVI used when Completing - Appointments are completed based on the RVI in use at the time they were booked. Any change in the RVI does not affect appointments already booked, only appointments being booked (i.e., appointments are not cancelled and rescheduled when RVI changes).
    • -
  • PSY Scheduled Return Visit Interval - The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
-
Defaultagg i v15 2024 7 23
(Default)		#373
DE -		 - (wk) -
= DELAY FIXED (PSY RVI, PSY RVI , PSY RVI)
Description: Appointments are completed based on the RVI in use at the time they were booked. Any change in the RVI does not affect appointments already booked, only appointments being booked (i.e., appointments are not cancelled and rescheduled when RVI changes).
Present in 1 view: - -Used by:
    - -
  • PSY Desired Completion Rate - To complete recurring appointments in the target return interval, the completion rate must be equal to the appointment backlog divided by the target return time interval.
-
Defaultagg i v15 2024 7 23
(Default)		#374
A -
-		 - (wk) -
= PSY RVI*PSY Effect of Work Pressure on Scheduled Return Visit Interval
Description: The return-to-clinic visit interval (RVI) used when scheduling appointmnents for existing patients in each service. It is either the same as the RVI from the team's data, or longer, depending on how the team chooses to react to increasing work pressure. (wks)
Present in 1 view: - -Used by:
    - -
  • "PSY Current Pt Appts / week" - The total number of existing patient appointments per week, determined by the total number of patients in each service, the number of patients per appointent, and that service's return visit interval.
-
Defaultagg i v15 2024 7 23
(Default)		#375
A -
-		 - (Dmnl) -
= IF THEN ELSE(Time<0,PSY Service Proportions Balanced Across Team Variables,IF THEN ELSE(User Balanced Mode=0, PSY Service Proportions Balanced Across Team Variables,IF THEN ELSE(User PSY Service Proportions from Team Data<0,"Data Service PropORtions from Team Data -> PSY",User PSY Service Proportions from Team Data)))
Description: The service percentage used by the team.
Present in 1 view: - -Used by:
    - -
  • PSY Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#376
A -
-		 - (Dmnl) -
= MIN(ZIDZ(PSY Patient Start Rate , (Intake Completion Rate+Review Rate)), 1)
Description: The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#377
F,A -
-
-		 - (pts/wk) -
= MIN(PSY Maximum Start Rate Service,PSY Patient Start Rate)
Description: The number of patients who start each service each week. It is based on the number of appointments remaining each week, after all exisiting patients are seen in a timely manner. The team either satisfies all the demand from existing patients (based on appointments on the calendar and the scheduled RVI) or uses all the supply (based on the Appointment Supply), leaving no appointments available for new patients. (pts/wk)
Present in 1 view: - -Used by:
    - -
  • PSY Delay to Starting Service - The average delay time for the team's patients to start in a service after either an intake appointment or review. It is calculated from the number of patients delayed and the rate at which they start each service. Delay time is capped at 52 weeks (wks)
    • -
  • PSY Patients in Service - The total number of patients in each service. (pts)
    • -
  • PSY Patients Waiting to Start a Service - The total number of patients waiting to start the service(s) recommended by their provider after a review or an intake evaluation appointment. (pts)
    • -
  • PSY Starting a Service w AUD - The number of patients per week starting AUD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • PSY Starting a Service w DEP - The number of patients per week starting Depression treatment after developing an individual treatment plan in an intake appointment.
    • -
  • PSY Starting a Service w Other Needs - The number of patients per week starting Other Needs treatment after developing an individual treatment plan in an intake appointment.
    • -
  • PSY Starting a Service w OUD - The number of patients per week starting OUD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • PSY Starting a Service w PTSD - The number of patients per week starting PTSD treatment after developing an individual treatment plan in an intake appointment.
    • -
  • Total Starting any Service
-
Defaultagg i v15 2024 7 23
(Default)		#378
A -
-		 - (pts/wk) -
= PSY Starting a Service Rate*"Data AUD -> PSY"
Description: The number of patients per week starting AUD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#379
A -
-		 - (pts/wk) -
= PSY Starting a Service Rate*"Data DEP -> PSY"
Description: The number of patients per week starting Depression treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#380
A -
-		 - (pts/wk) -
= PSY Starting a Service Rate*"Data Other -> PSY"
Description: The number of patients per week starting Other Needs treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#381
A -
-		 - (pts/wk) -
= PSY Starting a Service Rate*"Data OUD -> PSY"
Description: The number of patients per week starting OUD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#382
A -
-		 - (pts/wk) -
= PSY Starting a Service Rate*"Data PTSD -> PSY"
Description: The number of patients per week starting PTSD treatment after developing an individual treatment plan in an intake appointment.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#383
LI,C -
-		 - (hrs/appt) -
= 1
Description: The appointment length for a service;aka, the productivity.
Present in 1 view: - -Used by:
    - -
  • PSY Appointment Rate for Service Capacity - The appointment completion rate is the rate at which appointments would be completed in each service by the current team at the standard allocation of hours and hours lost to appointment re-scheduling for each service. Used to initialize the model, so the referral, start, and end rates for patients in each service is in equilibrium.
    • -
  • PSY Appointments - The total number of appointments for each service on the calendar. (appts)
    • -
  • PSY Desired Clinical Hours - This is the desired service capacity based on the desired appoinutment completion rate and the standard time per appointment.
    • -
  • PSY Potential Completion Rate - The potential completion rate depends on the net available clinical hours and the time per apppointment.
-
Defaultagg i v15 2024 7 23
(Default)		#384
LI,F,A -
-
-		 - (pts/wk [0,?]) -
= MAX((Intake Completion Rate+Review Rate)*PSY Service Proportions*PSY Effect of Care Delays on Treatment Decisions,0)
Description: The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#385
LI,F,A -
-
-		 - (appt/wk) -
= MAX(PSY Completing Rate*"PSY Actual True Missed Appointment %",0)
Description: The number of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment, calculated from the team's data. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • PSY Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
-
Defaultagg i v15 2024 7 23
(Default)		#386
A -
-		 - (Dmnl) -
= ZIDZ(PSY Desired Clinical Hours, PSY Actual Hours Available for Service)
Description: When the team has more appointments than they can see in a timely way, they feel "work pressure." It is measured by the ratio of the hours needed for each service (based on the appointments on the calendar and the return to clinic interval) against the actual hours available for each service. When the team works the same hours as their patients need (so each patient can be seen at the appropriate return to clinic interval), then the ratio is 1. If a team has more appointments than they can see given the RVI, then work pressure will rise above 1. (pct)
Present in 1 view: - -Used by:
    - -
  • PSY Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • PSY Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#387
A -
-		 - (pts/wk) -
= IF THEN ELSE(Time<0,Data on Review Rate,IF THEN ELSE(User Review Rate<0,Data on Review Rate,User Review Rate))
Present in 1 view: - -Used by:
    - -
  • Adjunctive Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • Adjunctive Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
    • -
  • CC Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • CC Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
    • -
  • EBPsy Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • EBPsy Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
    • -
  • Group Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • Group Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
    • -
  • MM Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • MM Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
    • -
  • PSY Service Proportions Balanced Across Team Variables - The percentage of patients who complete an intake who start another service, determined by the available capacity to treat those patients. If any of these percentages is >1, then there is enough supply for patients to enroll in a service multiple times simultaneously.
    • -
  • PSY Treatment Decision Rate - The number of patients who are recommended to start in each service each week, after either completing an intake evaluation appointment or a review. Providers can decide to start patients on multiple services simultaneously. (pts/wk)
-
DefaultControl#388
A -
-		 - (Week [0,?]) -
= TIME STEP
Description: The frequency with which output is stored.
Not Present In Any View
Defaultagg i v15 2024 7 23
(Default)		#389
G -
-		 - (Dmnl [0,2,0.1]) -
= GAME (1)
Description: This controls the magnitude of the effect work pressure has on overtime, where an increase in appointment backlog causes the team to work more "unofficial" hours to increase the completion rate to mitigate that increase. A value of "zero" implies that the team will not use overtime or overbook appointments for any amount of work pressure. A value of "1" implies that there is a direct relationship between work pressure and the amount of overtime used (e.g., doubling the work pressure will also double the hours worked per week). For the same situation, a value of "0.5" would only increase the hours worked to 41% over the original value, and a value of 1.5 would increase the hours worked to 182% over the original value.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • CC Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • EBPsy Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • Group Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • Intake Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • MM Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • PSY Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#390
G -
-		 - (Dmnl [0,2,0.1]) -
= GAME (1)
Description: This controls the magnitude of the effect provider fatigue has on patients' duration in each service, where the total time in a service drops as fatigue increases. A value of "zero" implies that provider fatigue will have no effect on patient satisfaction. A value of "1" implies the assumption that doubling provider fatigue (e.g., short-term increases in work hours) will reduce the patients percieved quality of service, and thus patients' willingness to remain in that service by half. For the same situation, a value of "0.5" would reduce the average duration in that service to 71% of the original time in service, and a value of 1.5 would reduce the duration to only 35% of the original duration.
Present in 1 view: - -Used by:
    - -
  • Effect of Fatigue on Patient's Engagement Time - When the team uses overtime, one of the long-term costs is fatigue and lower patient satisfaction. Persistently working long workweeks relative to normal eventually reduces patients' satisfaction and thus reduces the average time patients are engaged in care. The more persistent overtime a team works, the greater this effect, and the more the engagement time will decrease, compared to the norm. This effect only applies to overtime: persistently working lower than the official work hours does not increase patient satisfaction and engagement time. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#391
G -
-		 - (Dmnl [0,2,0.1]) -
= GAME (1)
Description: This controls the magnitude of the effect of work pressure has on the return to clinic interval (RVI), where an increase in appointment backlog causes the team to extend the scheduled RVI for current patients. A value of "zero" implies that the team will not delay existing patients' care (i.e., extend patients' RVI) for any amount of work pressure. A value of "1" implies that there is a direct relationship between work pressure and RVI (e.g., doubling the work pressure will also double the RVI). For the same situation, a value of "0.5" would only increase the RVI by 41% over its original value, and a value of 1.5 would increase the RVI by 182% over the original value.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
    • -
  • CC Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
    • -
  • EBPsy Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
    • -
  • Group Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
    • -
  • MM Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
    • -
  • PSY Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#392
G -
-		 - (Dmnl [0,2,0.1]) -
= GAME (1)
Description: This controls the magnitude of the effect changes in overtime has on team burnout and quits. A value of "zero" implies that there is no relationship between overtime and burnout and quits. A value of "1" implies the assumption that doubling the hours worked over the official hours will eventually cause enough quits to cut the official hours offered in half. For the same situation, a value of "0.5" would eventually reduce the official team hours to 71% of its original value, and a value of 1.5 would reduce the official hours to 35% of the original.
Present in 1 view: - -Used by:
    - -
  • "Effect of Long-Term Overtime on Burnout" - When the team uses overtime, one of the long-term costs is burnout. Persistently working long workweeks relative to normal eventually increases provider quit rate, and thus reduces actual team hours available. The more persistent overtime a team works, the greater this effect, and the more the quit rate will increase, compared to the norm. This effect only applies to overtime: persistently working lower than the official work hours does not create new staff hours or attract other staff to work on this team. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#393
G -
-		 - (Dmnl [0,2,0.1]) -
= GAME (1)
Description: This controls the magnitude of the effect changes in overtime have on time for non-patient-facing care tasks and missed appointments. A value of "zero" implies that there is no relationship between overtime and missed appointments. A value below 1 indicates that providers are not sensitive to small changes in overtime and non-patient-facing task time; a value greater than 1 indicates that providers are very sensitive to small changes. Example: if a team is putting in 20% more hours per week than their official supply, then an value of "1" would indicate that the ratio of missed appointments to all appointments would also be 20% higher than before. A value of "0.5" would cause that same 20% increase in hours worked to have less of an effect (causing only a 9.5% increase in the missed appointment percentage). A value of "2" would cause that same 20% increase to have a greater effect ( raising the missed appointment percentage by 44%).
Present in 1 view: - -Used by:
    - -
  • "Effect of Short-Term Overtime on Missed Appointments" - When the team uses overtime, one of the short-term costs is that they have less time available for important, but non-patient-facing care tasks (e.g., appointment prep, charting, follow-up, reminder calls). The more overtime a team works, the greater this effect, and the more the missed appointment rate will increase, compared to the norm. This effect only applies to overtime: working lower than the official work hours does not influence providers or patients to come more regularly to their appointments. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#394
G -
-		 - (Dmnl [0,2,0.1]) -
= GAME (1)
Description: This controls the magnitude of the effect existing patient care delays have on the team's treatment decisions, where decisions to start patients in a service drop as actual return to clinic visit interval increases (relative to target RVI). A value of "zero" implies that that no amount of care delay will influence the team's treatment decisions. A value of "1" implies that doubling the time between appointments for existing patients (e.g., delaying their care) will reduce the decisions to start in that service by half. For the same situation, a value of "0.5" would reduce the decisions to start in that service to 71% of the original rate, and a value of "1.5" would reduce the decisions to start to only 35% of the original rate.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
    • -
  • Adjunctive Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
    • -
  • CC Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
    • -
  • CC Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
    • -
  • EBPsy Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
    • -
  • EBPsy Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
    • -
  • Group Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
    • -
  • Group Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
    • -
  • MM Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
    • -
  • MM Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
    • -
  • PSY Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
    • -
  • PSY Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#395
SM -
-		 - (Dmnl) -
= SMOOTHI(Difference between Excess and Official Team Hours,Fatigue Onset Time,0)
Description: The ratio of the team's total excess hours worked to their total official hours, averaged over the past 3 weeks. When the team is working zero overtime, this ratio will be zero. If the team is working as much overtime as they have official time, then this ratio will be 100%. (pct)
Present in 1 view: - -Used by:
    - -
  • Effect of Fatigue on Patient's Engagement Time - When the team uses overtime, one of the long-term costs is fatigue and lower patient satisfaction. Persistently working long workweeks relative to normal eventually reduces patients' satisfaction and thus reduces the average time patients are engaged in care. The more persistent overtime a team works, the greater this effect, and the more the engagement time will decrease, compared to the norm. This effect only applies to overtime: persistently working lower than the official work hours does not increase patient satisfaction and engagement time. (pct)
    • -
  • "Effect of Short-Term Overtime on Missed Appointments" - When the team uses overtime, one of the short-term costs is that they have less time available for important, but non-patient-facing care tasks (e.g., appointment prep, charting, follow-up, reminder calls). The more overtime a team works, the greater this effect, and the more the missed appointment rate will increase, compared to the norm. This effect only applies to overtime: working lower than the official work hours does not influence providers or patients to come more regularly to their appointments. (pct)
-
DefaultControl#396
C -
-		 - (Week [0,?]) -
= 0.015625
Description: The time step for the simulation.
Not Present In Any View
Used by:
    - -
  • SAVEPER - The frequency with which output is stored.
-
Defaultagg i v15 2024 7 23
(Default)		#397
C -
-		 - (wk) -
= 2
Description: Takes 2 weeks to recognize work pressure and change scheduled return visit interval.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
    • -
  • CC Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
    • -
  • EBPsy Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
    • -
  • Group Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
    • -
  • MM Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
    • -
  • PSY Effect of Work Pressure on Scheduled Return Visit Interval - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to see their patients less often. The more work pressure a team experiences for a specific service, the greater this effect, and the longer the scheduled return to clinic interval (RVI) for that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to see patients more often. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#398
C -
-		 - (wk) -
= 4
Description: Takes 4 weeks to recognize work pressure and change staff hours.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • CC Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • EBPsy Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • Group Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • Intake Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • MM Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
    • -
  • PSY Effect of Work Pressure on Overtime - When the team has more appointments than they can see in a timely way, they feel "work pressure." One response to increasing work pressure is for the team to work overtime. The more work pressure a team experiences for a specific service, the greater this effect, and the more the overtime the team will work in that specific service. This effect only applies to increasing work pressure: having fewer appointments on the calendar that the team can see in a timely way does not influence providers to work fewer hours. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#399
C -
-		 - (wk [4,15,0.5]) -
= 8
Description: Time to notice and respond to differences between desired and actual Return Visit Interval and care delays within a team. Set to 8 weeks, i.e., it takes two monthly staff meeting updates to affect behavior.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
    • -
  • Adjunctive Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
    • -
  • CC Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
    • -
  • CC Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
    • -
  • EBPsy Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
    • -
  • EBPsy Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
    • -
  • Group Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
    • -
  • Group Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
    • -
  • MM Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
    • -
  • MM Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
    • -
  • PSY Effect of RVI Delays on Treatment Decisions - When care delays increase (as measured by the return to clinic visit intervals (RVI) for a service increasing above the scheduled RVI), the team will be less likely to decide that patient should start that service. This effect only applies to actual RVIs rising above scheduled RVIs: lower than scheduled RVIs do not increase provider decisions to start patients. (pct)
    • -
  • PSY Effect of Start Delays on Treatment Decisions - When the wait time to start a service increases above the target wait time, the team will be less likely to decide that patient should start that service. This effect only applies to above-target wait times: lower than expected wait times do not increase provider decisions to start patients. (pct)
-
Defaultagg i v15 2024 7 23
(Default)		#400
LI,C -
-		 - (wk) -
= 2
Description: Average time to contact the patient and negotiate a make-up appointment.
Present in 1 view: - -Used by:
    - -
  • Adjunctive Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
    • -
  • Adjunctive Rescheduling Rate - The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
    • -
  • CC Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
    • -
  • CC Rescheduling Rate - The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
    • -
  • EBPsy Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
    • -
  • EBPsy Rescheduling Rate - The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
    • -
  • Group Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
    • -
  • Group Rescheduling Rate - The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
    • -
  • Intake Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
    • -
  • Intake Rescheduling Rate - The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
    • -
  • MM Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
    • -
  • MM Rescheduling Rate - The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
    • -
  • PSY Appointments to Reschedule - The number of appointments to be rescheduled for each service. This assumes that all missed appointments are eventually rescheduled. (appts)
    • -
  • PSY Rescheduling Rate - The rescheduling rate for each service depends on the total number of appointments to reschedule and the average time it takes to reschedule them. (appts/wk)
-
Defaultagg i v15 2024 7 23
(Default)		#401
A -
-		 - (hrs/wk) -
= Intake Actual Hours Available for Service+PSY Actual Hours Available for Service+EBPsy Actual Hours Available for Service+CC Actual Hours Available for Service+MM Actual Hours Available for Service+Adjunctive Actual Hours Available for Service+Group Actual Hours Available for Service
Description: The clinician time available for a service depends on the total clinical hours available, the relative increase in hours due to overtime, and the % allocated to a service.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#402
A -
-		 - (hrs/wk) -
= Intake Hours for Calculating Total Official Team Hours+PSY Hours for Calculating Total Official Team Hours+EBPsy Hours for Calculating Total Official Team Hours+CC Hours for Calculating Total Official Team Hours+MM Hours for Calculating Total Official Team Hours+Adjunctive Hours for Calculating Total Official Team Hours+Group Hours for Calculating Total Official Team Hours
Description: The sum of all clinical hours allocated to patient appointments. It must be less than 40 hrs/week/clinician, due to administrative duties, sick leave, annual leave, training, etc.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#403
A -
-		 - (pts) -
= Adjunctive Patients in Service+CC Patients in Service+EBPsy Patients in Service+Group Patients in Service+MM Patients in Service+PSY Patients in Service
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#404
A -
-		 - (pts) -
= Adjunctive Patients w AUD+CC Patients w AUD+EBPsy Patients w AUD+Group Patients w AUD+MM Patients w AUD+PSY Patients w AUD
Description: The total number of patients across all services who have AUD as a primary diagnosis.
Present in 1 view: - -
Defaultagg i v15 2024 7 23
(Default)		#405
A -
-		 - (pts) -
= Adjunctive Patients w DEP+CC Patients w DEP+EBPsy Patients w DEP+Group Patients w DEP+MM Patients w DEP+PSY Patients w DEP
Description: The total number of patients across all services who have Depression as a primary diagnosis.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#406
A -
-		 - (pts) -
= Adjunctive Patients w Other Needs+CC Patients w Other Needs+EBPsy Patients w Other Needs+Group Patients w Other Needs+MM Patients w Other Needs+PSY Patients w Other Needs
Description: The total number of patients across all services who have Other Needs as a primary diagnosis.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#407
A -
-		 - (pts) -
= Adjunctive Patients w OUD+CC Patients w OUD+EBPsy Patients w OUD+Group Patients w OUD+MM Patients w OUD+PSY Patients w OUD
Description: The total number of patients across all services who have OUD as a primary diagnosis.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#408
A -
-		 - (pts) -
= Adjuctive Patients w PTSD+CC Patients w PTSD+EBPsy Patients w PTSD+Group Patients w PTSD+MM Patients w PTSD+PSY Patients w PTSD
Description: The total number of patients across all services who have PTSD as a primary diagnosis.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#409
A -
-		 - (pts/wk) -
= Adjunctive Starting a Service Rate+CC Starting a Service Rate+EBPsy Starting a Service Rate+Group Starting a Service Rate+MM Starting a Service Rate+PSY Starting a Service Rate
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#410
A -
-		 - (pts/wk) -
= Adjunctive Starting a Service w AUD+CC Starting a Service w AUD+EBPsy Starting a Service w AUD+Group Starting a Service w AUD+MM Starting a Service w AUD+PSY Starting a Service w AUD
Description: The total number of patients starting across all services who have AUD as a primary diagnosis.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#411
A -
-		 - (pts/wk) -
= Adjunctive Starting a Service w DEP+CC Starting a Service w DEP+EBPsy Starting a Service w DEP+Group Starting a Service w DEP+MM Starting a Service w DEP+PSY Starting a Service w DEP
Description: The total number of patients starting across all services who have Depression as a primary diagnosis.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#412
A -
-		 - (pts/wk) -
= Adjunctive Starting a Service w Other Needs+CC Starting a Service w Other Needs+EBPsy Starting a Service w Other Needs+Group Starting a Service w Other Needs+MM Starting a Service w Other Needs+PSY Starting a Service w Other Needs
Description: The total number of patients starting across all services who have Other Needs as a primary diagnosis.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#413
A -
-		 - (pts/wk) -
= Adjunctive Starting a Service w OUD+CC Starting a Service w OUD+EBPsy Starting a Service w OUD+Group Starting a Service w OUD+MM Starting a Service w OUD+PSY Starting a Service w OUD
Description: The total number of patients starting across all services who have OUD as a primary diagnosis.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#414
A -
-		 - (pts/wk) -
= Adjuctive Starting a Service w PTSD+CC Starting a Service w PTSD+EBPsy Starting a Service w PTSD+Group Starting a Service w PTSD+MM Starting a Service w PTSD+PSY Starting a Service w PTSD
Description: The total number of patients starting across all services who have PTSD as a primary diagnosis.
Present in 1 view: - -Used by:
  • This is a supplementary variable.
Defaultagg i v15 2024 7 23
(Default)		#415
G -
-		 - (hrs/wk [-1,200,1]) -
= GAME (-1)
Description: The number of official appointments offered each week. This value replaces the default value estimated from the team's data, with the assumption that any increase in supply comes from reducing appointments offered in other services. (hrs/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#416
G -
-		 - (wk [-2,208]) -
= GAME (0)
Description: The percentage of patients who are recommended to start each service after completing either an intake evaluation or review. These replace the base case values, which are estimated from team data on the appointment supply, Return-to-clinic Visit Interval (RVI), missed appointment percentage, and median engagement (i.e., the available capacity to treat patients in a timely manner) in each service. These percentages can sum to >1, as providers can decide to start a patient in multiple services. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#417
G -
-		 - (wk [-2,75,1]) -
= GAME (0)
Description: The scheduled average return to clinic visit interval for each service, regardless of whether or not the team has enough supply for the patient demand or the effect on new patient starts. This value replaces the base case value, which is estimated from the team's data. (wks)
Present in 1 view: - -Used by:
    - -
  • Adjunctive RVI - The team's goal to see each patient in each service once in every x week (default RVIs are based on the team's data). The default RVI can be replaced by a user-generated value between 1 and 16 weeks. The "RVI" for Intake is always 1 week, which ensures that patients only have one intake appointment before completing Intake.
-
Defaultagg i v15 2024 7 23
(Default)		#418
G -
-		 - (Dmnl [-1,1,0.01]) -
= GAME (-0.01)
Description: The percentage of patients who are recommended to start each service after completing either an intake evaluation or review. These replace the base case values, which are estimated directly from team data on new service start rates for each service in the team (i.e., haven't had this service in the team in the last six months). These percentages can sum to >1, as providers can decide to start a patient in multiple services. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#419
G -
-		 - (Dmnl [-1,1,0.01]) -
= GAME (-0.01)
Description: The percent of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment. This replaces the base case value, which is estimated from team data. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • "Adjunctive Actual True Missed Appointment %" - The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
-
Defaultagg i v15 2024 7 23
(Default)		#420
G -
-		 - (Dmnl [0,1,1]) -
= GAME (1)
Description: "Balanced" mode continually adjusts the service proportions to both minimize new patient wait time and maximize the likelihood that an existing patient will receive care at the desired Return-to-Clinic Visit Interval, i.e., the team in the model will always decide to start just the right number of patients in each service, given the team's quality goals, supply, and patients' characteristics. In this mode, the service proportions automatically re-balance to accommodate any experiment. The base-case values for these parameters may differ from the estimates calculated from team data.
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#421
G -
-		 - (hrs/wk [-1,200,1]) -
= GAME (-1)
Description: The number of official appointments offered each week. This value replaces the default value estimated from the team's data, with the assumption that any increase in supply comes from reducing appointments offered in other services. (hrs/wk)
Present in 1 view: - -Used by:
    - -
  • CC Hours for Calculating Total Official Team Hours - Use the Baseline hours available for appointments for calculating the Total Official Team Clinical Hours, unless the users has set a new value for a service.
    • -
  • CC Official Hours Available for Service - The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
-
Defaultagg i v15 2024 7 23
(Default)		#422
G -
-		 - (wk [-2,208]) -
= GAME (0)
Description: The percentage of patients who are recommended to start each service after completing either an intake evaluation or review. These replace the base case values, which are estimated from team data on the appointment supply, Return-to-clinic Visit Interval (RVI), missed appointment percentage, and median engagement (i.e., the available capacity to treat patients in a timely manner) in each service. These percentages can sum to >1, as providers can decide to start a patient in multiple services. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#423
G -
-		 - (wk [-2,75,1]) -
= GAME (0)
Description: The scheduled average return to clinic visit interval for each service, regardless of whether or not the team has enough supply for the patient demand or the effect on new patient starts. This value replaces the base case value, which is estimated from the team's data. (wks)
Present in 1 view: - -Used by:
    - -
  • CC RVI - The team's goal to see each patient in each service once in every x week (default RVIs are based on the team's data). The default RVI can be replaced by a user-generated value between 1 and 16 weeks. The "RVI" for Intake is always 1 week, which ensures that patients only have one intake appointment before completing Intake.
-
Defaultagg i v15 2024 7 23
(Default)		#424
G -
-		 - (Dmnl [-1,1,0.01]) -
= GAME (-0.01)
Description: The percentage of patients who are recommended to start each service after completing either an intake evaluation or review. These replace the base case values, which are estimated directly from team data on new service start rates for each service in the team (i.e., haven't had this service in the team in the last six months). These percentages can sum to >1, as providers can decide to start a patient in multiple services. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#425
G -
-		 - (Dmnl [-1,1,0.01]) -
= GAME (-0.01)
Description: The percent of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment. This replaces the base case value, which is estimated from team data. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • "CC Actual True Missed Appointment %" - The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
-
Defaultagg i v15 2024 7 23
(Default)		#426
G -
-		 - (hrs/wk [-1,200,1]) -
= GAME (-1)
Description: The number of official appointments offered each week. This value replaces the default value estimated from the team's data, with the assumption that any increase in supply comes from reducing appointments offered in other services. (hrs/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#427
G -
-		 - (wk [-2,208]) -
= GAME (0)
Description: The percentage of patients who are recommended to start each service after completing either an intake evaluation or review. These replace the base case values, which are estimated from team data on the appointment supply, Return-to-clinic Visit Interval (RVI), missed appointment percentage, and median engagement (i.e., the available capacity to treat patients in a timely manner) in each service. These percentages can sum to >1, as providers can decide to start a patient in multiple services. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#428
G -
-		 - (wk [-2,75,1]) -
= GAME (0)
Description: The scheduled average return to clinic visit interval for each service, regardless of whether or not the team has enough supply for the patient demand or the effect on new patient starts. This value replaces the base case value, which is estimated from the team's data. (wks)
Present in 1 view: - -Used by:
    - -
  • EBPsy RVI - The team's goal to see each patient in each service once in every x week (default RVIs are based on the team's data). The default RVI can be replaced by a user-generated value between 1 and 16 weeks. The "RVI" for Intake is always 1 week, which ensures that patients only have one intake appointment before completing Intake.
-
Defaultagg i v15 2024 7 23
(Default)		#429
G -
-		 - (Dmnl [-1,1,0.01]) -
= GAME (-0.01)
Description: The percentage of patients who are recommended to start each service after completing either an intake evaluation or review. These replace the base case values, which are estimated directly from team data on new service start rates for each service in the team (i.e., haven't had this service in the team in the last six months). These percentages can sum to >1, as providers can decide to start a patient in multiple services. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#430
G -
-		 - (Dmnl [-1,1,0.01]) -
= GAME (-0.01)
Description: The percent of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment. This replaces the base case value, which is estimated from team data. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • "EBPsy Actual True Missed Appointment %" - The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
-
Defaultagg i v15 2024 7 23
(Default)		#431
G -
-		 - (hrs/wk [-1,200,1]) -
= GAME (-1)
Description: The number of official appointments offered each week. This value replaces the default value estimated from the team's data, with the assumption that any increase in supply comes from reducing appointments offered in other services. (hrs/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#432
G -
-		 - (wk [-2,208]) -
= GAME (0)
Description: The percentage of patients who are recommended to start each service after completing either an intake evaluation or review. These replace the base case values, which are estimated from team data on the appointment supply, Return-to-clinic Visit Interval (RVI), missed appointment percentage, and median engagement (i.e., the available capacity to treat patients in a timely manner) in each service. These percentages can sum to >1, as providers can decide to start a patient in multiple services. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#433
G -
-		 - (wk [-2,75,1]) -
= GAME (0)
Description: The scheduled average return to clinic visit interval for each service, regardless of whether or not the team has enough supply for the patient demand or the effect on new patient starts. This value replaces the base case value, which is estimated from the team's data. (wks)
Present in 1 view: - -Used by:
    - -
  • Group RVI - The team's goal to see each patient in each service once in every x week (default RVIs are based on the team's data). The default RVI can be replaced by a user-generated value between 1 and 16 weeks. The "RVI" for Intake is always 1 week, which ensures that patients only have one intake appointment before completing Intake.
-
Defaultagg i v15 2024 7 23
(Default)		#434
G -
-		 - (Dmnl [-1,1,0.01]) -
= GAME (-0.01)
Description: The percentage of patients who are recommended to start each service after completing either an intake evaluation or review. These replace the base case values, which are estimated directly from team data on new service start rates for each service in the team (i.e., haven't had this service in the team in the last six months). These percentages can sum to >1, as providers can decide to start a patient in multiple services. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#435
G -
-		 - (Dmnl [-1,1,0.01]) -
= GAME (-0.01)
Description: The percent of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment. This replaces the base case value, which is estimated from team data. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • "Group Actual True Missed Appointment %" - The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
-
Defaultagg i v15 2024 7 23
(Default)		#436
G -
-		 - (hrs/wk [-1,200,1]) -
= GAME (-1)
Description: The number of official appointments offered each week. This value replaces the default value estimated from the team's data, with the assumption that any increase in supply comes from reducing appointments offered in other services. (hrs/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#437
G -
-		 - (pts/wk [-1,200,1]) -
= GAME (-1)
Description: The number of patients referred to intake evaluations with the team each week. This replaces the base case value, which is estimated from team data on supply allocated to conducting intake evaluations. (pts/wk)
Present in 1 view: - -Used by:
    - -
  • Intake Evaluation Rate - All patients start services with the team by developing an individual treatment plan during an intake appointment. This new patient referral rate is determined by the baseline service capacity, average time in service, and the demand per patient per week. It can also be set by the user (with "User-defined Referrals to Team) or by the team's own data on new patient starts. These referrals can also be affected by perceptions of new patient wait times. New patient referrals are constrained from going below zero.
-
Defaultagg i v15 2024 7 23
(Default)		#438
G -
-		 - (Dmnl [-1,1,0.01]) -
= GAME (-0.01)
Description: The percent of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment. This replaces the base case value, which is estimated from team data. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • "Intake Actual True Missed Appointment %" - The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
-
Defaultagg i v15 2024 7 23
(Default)		#439
G -
-		 - (hrs/wk [-1,200,1]) -
= GAME (-1)
Description: The number of official appointments offered each week. This value replaces the default value estimated from the team's data, with the assumption that any increase in supply comes from reducing appointments offered in other services. (hrs/wk)
Present in 1 view: - -Used by:
    - -
  • MM Hours for Calculating Total Official Team Hours - Use the Baseline hours available for appointments for calculating the Total Official Team Clinical Hours, unless the users has set a new value for a service.
    • -
  • MM Official Hours Available for Service - The hours available for patient appointments in each service depends on the baseline hours offered and the effect of burnout on those hours. Official hours are prevented from going below zero.
-
Defaultagg i v15 2024 7 23
(Default)		#440
G -
-		 - (wk [-2,208]) -
= GAME (0)
Description: The percentage of patients who are recommended to start each service after completing either an intake evaluation or review. These replace the base case values, which are estimated from team data on the appointment supply, Return-to-clinic Visit Interval (RVI), missed appointment percentage, and median engagement (i.e., the available capacity to treat patients in a timely manner) in each service. These percentages can sum to >1, as providers can decide to start a patient in multiple services. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#441
G -
-		 - (wk [-2,75,1]) -
= GAME (0)
Description: The scheduled average return to clinic visit interval for each service, regardless of whether or not the team has enough supply for the patient demand or the effect on new patient starts. This value replaces the base case value, which is estimated from the team's data. (wks)
Present in 1 view: - -Used by:
    - -
  • MM RVI - The team's goal to see each patient in each service once in every x week (default RVIs are based on the team's data). The default RVI can be replaced by a user-generated value between 1 and 16 weeks. The "RVI" for Intake is always 1 week, which ensures that patients only have one intake appointment before completing Intake.
-
Defaultagg i v15 2024 7 23
(Default)		#442
G -
-		 - (Dmnl [-1,1,0.01]) -
= GAME (-0.01)
Description: The percentage of patients who are recommended to start each service after completing either an intake evaluation or review. These replace the base case values, which are estimated directly from team data on new service start rates for each service in the team (i.e., haven't had this service in the team in the last six months). These percentages can sum to >1, as providers can decide to start a patient in multiple services. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#443
G -
-		 - (Dmnl [-1,1,0.01]) -
= GAME (-0.01)
Description: The percent of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment. This replaces the base case value, which is estimated from team data. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • "MM Actual True Missed Appointment %" - The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
-
Defaultagg i v15 2024 7 23
(Default)		#444
G -
-		 - (hrs/wk [-1,200,1]) -
= GAME (-1)
Description: The number of official appointments offered each week. This value replaces the default value estimated from the team's data, with the assumption that any increase in supply comes from reducing appointments offered in other services. (hrs/wk)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#445
G -
-		 - (wk [-2,208]) -
= GAME (0)
Description: The percentage of patients who are recommended to start each service after completing either an intake evaluation or review. These replace the base case values, which are estimated from team data on the appointment supply, Return-to-clinic Visit Interval (RVI), missed appointment percentage, and median engagement (i.e., the available capacity to treat patients in a timely manner) in each service. These percentages can sum to >1, as providers can decide to start a patient in multiple services. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#446
G -
-		 - (wk [-2,75,1]) -
= GAME (0)
Description: The scheduled average return to clinic visit interval for each service, regardless of whether or not the team has enough supply for the patient demand or the effect on new patient starts. This value replaces the base case value, which is estimated from the team's data. (wks)
Present in 1 view: - -Used by:
    - -
  • PSY RVI - The team's goal to see each patient in each service once in every x week (default RVIs are based on the team's data). The default RVI can be replaced by a user-generated value between 1 and 16 weeks. The "RVI" for Intake is always 1 week, which ensures that patients only have one intake appointment before completing Intake.
-
Defaultagg i v15 2024 7 23
(Default)		#447
G -
-		 - (Dmnl [-1,1,0.01]) -
= GAME (-0.01)
Description: The percentage of patients who are recommended to start each service after completing either an intake evaluation or review. These replace the base case values, which are estimated directly from team data on new service start rates for each service in the team (i.e., haven't had this service in the team in the last six months). These percentages can sum to >1, as providers can decide to start a patient in multiple services. (pct)
Present in 1 view: - -Used by: -
Defaultagg i v15 2024 7 23
(Default)		#448
G -
-		 - (Dmnl [-1,1,0.01]) -
= GAME (-0.01)
Description: The percent of appointments that must be re-scheduled, as either the clinician or the patient missed the appointment. This replaces the base case value, which is estimated from team data. (appts/wk)
Present in 1 view: - -Used by:
    - -
  • "PSY Actual True Missed Appointment %" - The percent of appointments missed and rescheduled is affected by both the baseline rate and the effect of fatigue due to accumulated long hours. It is constrained from going below zero. The baseline rate can be replaced by a user-generated value between zero and 100%.
-
Defaultagg i v15 2024 7 23
(Default)		#449
G -
-		 - (pts/wk [-1,100,1]) -
= GAME (-1)
Description: The number of patients whose care plan is reviewed and start a new service each week. This replaces the base case value, which is estimated from team data on service start rates and CPT-coded intake evaluation completed visits. (pts/wk)
Present in 1 view: - -Used by: -

-
- -

List of 17 Undocumented Variables

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Module
Group
Type
Undocumented Variable (17)
Defaultagg i v15 2024 7 23AAdjunctive Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Engagement Duration (wk)
Defaultagg i v15 2024 7 23ACC Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23ACC Engagement Duration (wk)
Defaultagg i v15 2024 7 23IData on Review Rate (pts/wk)
Defaultagg i v15 2024 7 23AEBPsy Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Engagement Duration (wk)
Defaultagg i v15 2024 7 23AGroup Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AGroup Engagement Duration (wk)
Defaultagg i v15 2024 7 23IIntake Appropriate Intake Evaluations for Supply (pts/wk)
Defaultagg i v15 2024 7 23AMM Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AMM Engagement Duration (wk)
Defaultagg i v15 2024 7 23APSY Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23APSY Engagement Duration (wk)
Defaultagg i v15 2024 7 23AReview Rate (pts/wk)
Defaultagg i v15 2024 7 23ATotal Patients in all Services (pts)
Defaultagg i v15 2024 7 23ATotal Starting any Service (pts/wk)
-
- -

List of 18 Supplementary Variables

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Module
Group
Type
Supplementary Variable (18)
Defaultagg i v15 2024 7 23A"Adjunctive % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23A"CC % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23A"EBPsy % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23A"Group % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23A"Intake % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23A"MM % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23A"PSY % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23ATotal Patients in all Services (pts)
Defaultagg i v15 2024 7 23ATotal Patients w DEP (pts)
Defaultagg i v15 2024 7 23ATotal Patients w Other Needs (pts)
Defaultagg i v15 2024 7 23ATotal Patients w OUD (pts)
Defaultagg i v15 2024 7 23ATotal Patients w PTSD (pts)
Defaultagg i v15 2024 7 23ATotal Starting any Service (pts/wk)
Defaultagg i v15 2024 7 23ATotal Starting any Service w AUD (pts/wk)
Defaultagg i v15 2024 7 23ATotal Starting any Service w DEP (pts/wk)
Defaultagg i v15 2024 7 23ATotal Starting any Service w Other Needs (pts/wk)
Defaultagg i v15 2024 7 23ATotal Starting any Service w OUD (pts/wk)
Defaultagg i v15 2024 7 23ATotal Starting any Service w PTSD (pts/wk)
-
- -

List of 54 Variables Using IF...THEN...ELSE Functions

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Module
Group
Type
Variable (54)
Defaultagg i v15 2024 7 23AAdjunctive Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23A"Adjunctive Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23AAdjunctive Engagement Duration (wk)
Defaultagg i v15 2024 7 23AAdjunctive Hours for Calculating Total Official Team Hours (hrs/wk)
Defaultagg i v15 2024 7 23AAdjunctive Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23LI,AAdjunctive RVI (wk)
Defaultagg i v15 2024 7 23AAdjunctive Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23ACC Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23A"CC Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23ACC Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23ACC Engagement Duration (wk)
Defaultagg i v15 2024 7 23ACC Hours for Calculating Total Official Team Hours (hrs/wk)
Defaultagg i v15 2024 7 23ACC Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23LI,ACC RVI (wk)
Defaultagg i v15 2024 7 23ACC Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23A"EBPsy Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23AEBPsy Engagement Duration (wk)
Defaultagg i v15 2024 7 23AEBPsy Hours for Calculating Total Official Team Hours (hrs/wk)
Defaultagg i v15 2024 7 23AEBPsy Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23LI,AEBPsy RVI (wk)
Defaultagg i v15 2024 7 23AEBPsy Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23AGroup Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23A"Group Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23AGroup Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23AGroup Engagement Duration (wk)
Defaultagg i v15 2024 7 23AGroup Hours for Calculating Total Official Team Hours (hrs/wk)
Defaultagg i v15 2024 7 23AGroup Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23LI,AGroup RVI (wk)
Defaultagg i v15 2024 7 23AGroup Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23A"Intake Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23LI,F,AIntake Evaluation Rate (pts/wk)
Defaultagg i v15 2024 7 23AIntake Hours for Calculating Total Official Team Hours (hrs/wk)
Defaultagg i v15 2024 7 23AIntake Intake Evaluation Wait Time (wk)
Defaultagg i v15 2024 7 23AIntake Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AMM Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23A"MM Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23AMM Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23AMM Engagement Duration (wk)
Defaultagg i v15 2024 7 23AMM Hours for Calculating Total Official Team Hours (hrs/wk)
Defaultagg i v15 2024 7 23AMM Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23LI,AMM RVI (wk)
Defaultagg i v15 2024 7 23AMM Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23APSY Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23A"PSY Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23APSY Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23APSY Engagement Duration (wk)
Defaultagg i v15 2024 7 23APSY Hours for Calculating Total Official Team Hours (hrs/wk)
Defaultagg i v15 2024 7 23APSY Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23LI,APSY RVI (wk)
Defaultagg i v15 2024 7 23APSY Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23AReview Rate (pts/wk)
-
- -

List of 83 Variables Using MIN or MAX Functions

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Module
Group
Type
Undocumented Variable (83)
Defaultagg i v15 2024 7 23AAdjunctive Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23F,AAdjunctive Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23AAdjunctive Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23AAdjunctive Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AAdjunctive Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23F,AAdjunctive Starting a Service Rate (pts/wk)
Defaultagg i v15 2024 7 23LI,F,AAdjunctive Treatment Decision Rate (pts/wk [0,?])
Defaultagg i v15 2024 7 23LI,F,AAdjunctive True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23ACC Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23F,ACC Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23ACC Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23ACC Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23ACC Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23ACC Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23ACC Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23ACC Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23ACC Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23F,ACC Starting a Service Rate (pts/wk)
Defaultagg i v15 2024 7 23LI,F,ACC Treatment Decision Rate (pts/wk [0,?])
Defaultagg i v15 2024 7 23LI,F,ACC True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23AEBPsy Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23F,AEBPsy Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23AEBPsy Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23AEBPsy Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AEBPsy Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23F,AEBPsy Starting a Service Rate (pts/wk)
Defaultagg i v15 2024 7 23LI,F,AEBPsy Treatment Decision Rate (pts/wk [0,?])
Defaultagg i v15 2024 7 23LI,F,AEBPsy True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23AEffect of Fatigue on Patient's Engagement Time (Dmnl)
Defaultagg i v15 2024 7 23A"Effect of Long-Term Overtime on Burnout" (Dmnl)
Defaultagg i v15 2024 7 23A"Effect of Short-Term Overtime on Missed Appointments" (Dmnl)
Defaultagg i v15 2024 7 23AGroup Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23F,AGroup Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23AGroup Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23AGroup Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AGroup Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AGroup Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23AGroup Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23AGroup Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AGroup Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23F,AGroup Starting a Service Rate (pts/wk)
Defaultagg i v15 2024 7 23LI,F,AGroup Treatment Decision Rate (pts/wk [0,?])
Defaultagg i v15 2024 7 23LI,F,AGroup True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23F,AIntake Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23F,AIntake Completion Rate (pts/wk)
Defaultagg i v15 2024 7 23AIntake Effect of Wait Times on Intake Evaluation Rate (Dmnl)
Defaultagg i v15 2024 7 23AIntake Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23LI,F,AIntake Evaluation Rate (pts/wk)
Defaultagg i v15 2024 7 23AIntake Intake Evaluation Wait Time (wk)
Defaultagg i v15 2024 7 23AIntake Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23LI,F,AIntake True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23AMM Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23F,AMM Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23AMM Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23AMM Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AMM Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AMM Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23AMM Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23AMM Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AMM Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23F,AMM Starting a Service Rate (pts/wk)
Defaultagg i v15 2024 7 23LI,F,AMM Treatment Decision Rate (pts/wk [0,?])
Defaultagg i v15 2024 7 23LI,F,AMM True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23APSY Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23F,APSY Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23APSY Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23APSY Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23APSY Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23APSY Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23APSY Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23APSY Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23APSY Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23F,APSY Starting a Service Rate (pts/wk)
Defaultagg i v15 2024 7 23LI,F,APSY Treatment Decision Rate (pts/wk [0,?])
Defaultagg i v15 2024 7 23LI,F,APSY True Missed Appointment Rate (appt/wk)
-
- -

List of 398 Variables Without Predefined Min or Max Values

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Module
Group
Type
Undocumented Variable (398)
Defaultagg i v15 2024 7 23LI,CAcceptable Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23AAdjuctive Patients w PTSD (pts)
Defaultagg i v15 2024 7 23AAdjuctive Starting a Service w PTSD (pts/wk)
Defaultagg i v15 2024 7 23A"Adjunctive % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Actual Engagement Time (wk)
Defaultagg i v15 2024 7 23LI,AAdjunctive Actual Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AAdjunctive Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23AAdjunctive Actual Service Capacity (hrs/wk)
Defaultagg i v15 2024 7 23A"Adjunctive Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Appointment Rate for Service Capacity (appt/wk)
Defaultagg i v15 2024 7 23LAdjunctive Appointments (appt)
Defaultagg i v15 2024 7 23LAdjunctive Appointments to Reschedule (appt)
Defaultagg i v15 2024 7 23LI,F,AAdjunctive Booking Rate (appt/wk)
Defaultagg i v15 2024 7 23F,AAdjunctive Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23A"Adjunctive Current Pt Appts / week" (appt/wk)
Defaultagg i v15 2024 7 23AAdjunctive Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23AAdjunctive Demand per Patient per Week (appt/(wk*pts))
Defaultagg i v15 2024 7 23AAdjunctive Desired Clinical Hours (hrs/wk)
Defaultagg i v15 2024 7 23AAdjunctive Desired Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23AAdjunctive Difference between Actual and Acceptable Start Delays (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Difference between Actual and Standard RVI (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23F,AAdjunctive Ending Service Rate (pts/wk)
Defaultagg i v15 2024 7 23AAdjunctive Engagement Duration (wk)
Defaultagg i v15 2024 7 23AAdjunctive Hours for Calculating Total Official Team Hours (hrs/wk)
Defaultagg i v15 2024 7 23LI,IAdjunctive Initial Patients (pts)
Defaultagg i v15 2024 7 23AAdjunctive Maximum Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23AAdjunctive Maximum Start Rate Service (pts/wk)
Defaultagg i v15 2024 7 23AAdjunctive Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AAdjunctive Patient Start Rate (pts/wk)
Defaultagg i v15 2024 7 23LAdjunctive Patients in Service (pts)
Defaultagg i v15 2024 7 23CAdjunctive Patients per Appointment (pts/appt)
Defaultagg i v15 2024 7 23AAdjunctive Patients w AUD (pts)
Defaultagg i v15 2024 7 23AAdjunctive Patients w DEP (pts)
Defaultagg i v15 2024 7 23AAdjunctive Patients w Other Needs (pts)
Defaultagg i v15 2024 7 23AAdjunctive Patients w OUD (pts)
Defaultagg i v15 2024 7 23LAdjunctive Patients Waiting to Start a Service (pts)
Defaultagg i v15 2024 7 23AAdjunctive Potential Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23F,AAdjunctive Rescheduling Rate (appt/wk)
Defaultagg i v15 2024 7 23LI,AAdjunctive RVI (wk)
Defaultagg i v15 2024 7 23DEAdjunctive RVI used when Completing (wk)
Defaultagg i v15 2024 7 23AAdjunctive Scheduled Return Visit Interval (wk)
Defaultagg i v15 2024 7 23AAdjunctive Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23F,AAdjunctive Starting a Service Rate (pts/wk)
Defaultagg i v15 2024 7 23AAdjunctive Starting a Service w AUD (pts/wk)
Defaultagg i v15 2024 7 23AAdjunctive Starting a Service w DEP (pts/wk)
Defaultagg i v15 2024 7 23AAdjunctive Starting a Service w Other Needs (pts/wk)
Defaultagg i v15 2024 7 23AAdjunctive Starting a Service w OUD (pts/wk)
Defaultagg i v15 2024 7 23LI,CAdjunctive Time per Appointment (hrs/appt)
Defaultagg i v15 2024 7 23LI,F,AAdjunctive True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23AAdjunctive Work Pressure (Dmnl)
Defaultagg i v15 2024 7 23CBurnout Onset Time (wk)
Defaultagg i v15 2024 7 23A"CC % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23ACC Actual Engagement Time (wk)
Defaultagg i v15 2024 7 23LI,ACC Actual Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23ACC Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23ACC Actual Service Capacity (hrs/wk)
Defaultagg i v15 2024 7 23A"CC Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23ACC Appointment Rate for Service Capacity (appt/wk)
Defaultagg i v15 2024 7 23LCC Appointments (appt)
Defaultagg i v15 2024 7 23LCC Appointments to Reschedule (appt)
Defaultagg i v15 2024 7 23LI,F,ACC Booking Rate (appt/wk)
Defaultagg i v15 2024 7 23F,ACC Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23A"CC Current Pt Appts / week" (appt/wk)
Defaultagg i v15 2024 7 23ACC Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23ACC Demand per Patient per Week (appt/(wk*pts))
Defaultagg i v15 2024 7 23ACC Desired Clinical Hours (hrs/wk)
Defaultagg i v15 2024 7 23ACC Desired Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23ACC Difference between Actual and Acceptable Start Delays (Dmnl)
Defaultagg i v15 2024 7 23ACC Difference between Actual and Standard RVI (Dmnl)
Defaultagg i v15 2024 7 23ACC Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23ACC Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23ACC Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23ACC Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23ACC Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23F,ACC Ending Service Rate (pts/wk)
Defaultagg i v15 2024 7 23ACC Engagement Duration (wk)
Defaultagg i v15 2024 7 23ACC Hours for Calculating Total Official Team Hours (hrs/wk)
Defaultagg i v15 2024 7 23LI,ICC Initial Patients (pts)
Defaultagg i v15 2024 7 23ACC Maximum Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23ACC Maximum Start Rate Service (pts/wk)
Defaultagg i v15 2024 7 23ACC Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23ACC Patient Start Rate (pts/wk)
Defaultagg i v15 2024 7 23LCC Patients in Service (pts)
Defaultagg i v15 2024 7 23CCC Patients per Appointment (pts/appt)
Defaultagg i v15 2024 7 23ACC Patients w AUD (pts)
Defaultagg i v15 2024 7 23ACC Patients w DEP (pts)
Defaultagg i v15 2024 7 23ACC Patients w Other Needs (pts)
Defaultagg i v15 2024 7 23ACC Patients w OUD (pts)
Defaultagg i v15 2024 7 23ACC Patients w PTSD (pts)
Defaultagg i v15 2024 7 23LCC Patients Waiting to Start a Service (pts)
Defaultagg i v15 2024 7 23ACC Potential Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23F,ACC Rescheduling Rate (appt/wk)
Defaultagg i v15 2024 7 23LI,ACC RVI (wk)
Defaultagg i v15 2024 7 23DECC RVI used when Completing (wk)
Defaultagg i v15 2024 7 23ACC Scheduled Return Visit Interval (wk)
Defaultagg i v15 2024 7 23ACC Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23ACC Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23F,ACC Starting a Service Rate (pts/wk)
Defaultagg i v15 2024 7 23ACC Starting a Service w AUD (pts/wk)
Defaultagg i v15 2024 7 23ACC Starting a Service w DEP (pts/wk)
Defaultagg i v15 2024 7 23ACC Starting a Service w Other Needs (pts/wk)
Defaultagg i v15 2024 7 23ACC Starting a Service w OUD (pts/wk)
Defaultagg i v15 2024 7 23ACC Starting a Service w PTSD (pts/wk)
Defaultagg i v15 2024 7 23LI,CCC Time per Appointment (hrs/appt)
Defaultagg i v15 2024 7 23LI,F,ACC True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23ACC Work Pressure (Dmnl)
Defaultagg i v15 2024 7 23C"Data Appointment Supply (Total)"
Defaultagg i v15 2024 7 23IData on Review Rate (pts/wk)
Defaultagg i v15 2024 7 23ADifference between Excess and Official Team Hours (Dmnl)
Defaultagg i v15 2024 7 23A"EBPsy % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Actual Engagement Time (wk)
Defaultagg i v15 2024 7 23LI,AEBPsy Actual Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AEBPsy Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23AEBPsy Actual Service Capacity (hrs/wk)
Defaultagg i v15 2024 7 23A"EBPsy Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Appointment Rate for Service Capacity (appt/wk)
Defaultagg i v15 2024 7 23LEBPsy Appointments (appt)
Defaultagg i v15 2024 7 23LEBPsy Appointments to Reschedule (appt)
Defaultagg i v15 2024 7 23LI,F,AEBPsy Booking Rate (appt/wk)
Defaultagg i v15 2024 7 23F,AEBPsy Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23A"EBPsy Current Pt Appts / week" (appt/wk)
Defaultagg i v15 2024 7 23AEBPsy Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23AEBPsy Demand per Patient per Week (appt/(wk*pts))
Defaultagg i v15 2024 7 23AEBPsy Desired Clinical Hours (hrs/wk)
Defaultagg i v15 2024 7 23AEBPsy Desired Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23AEBPsy Difference between Actual and Acceptable Start Delays (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Difference between Actual and Standard RVI (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23F,AEBPsy Ending Service Rate (pts/wk)
Defaultagg i v15 2024 7 23AEBPsy Engagement Duration (wk)
Defaultagg i v15 2024 7 23AEBPsy Hours for Calculating Total Official Team Hours (hrs/wk)
Defaultagg i v15 2024 7 23LI,IEBPsy Initial Patients (pts)
Defaultagg i v15 2024 7 23AEBPsy Maximum Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23AEBPsy Maximum Start Rate Service (pts/wk)
Defaultagg i v15 2024 7 23AEBPsy Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AEBPsy Patient Start Rate (pts/wk)
Defaultagg i v15 2024 7 23LEBPsy Patients in Service (pts)
Defaultagg i v15 2024 7 23CEBPsy Patients per Appointment (pts/appt)
Defaultagg i v15 2024 7 23AEBPsy Patients w AUD (pts)
Defaultagg i v15 2024 7 23AEBPsy Patients w DEP (pts)
Defaultagg i v15 2024 7 23AEBPsy Patients w Other Needs (pts)
Defaultagg i v15 2024 7 23AEBPsy Patients w OUD (pts)
Defaultagg i v15 2024 7 23AEBPsy Patients w PTSD (pts)
Defaultagg i v15 2024 7 23LEBPsy Patients Waiting to Start a Service (pts)
Defaultagg i v15 2024 7 23AEBPsy Potential Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23F,AEBPsy Rescheduling Rate (appt/wk)
Defaultagg i v15 2024 7 23LI,AEBPsy RVI (wk)
Defaultagg i v15 2024 7 23DEEBPsy RVI used when Completing (wk)
Defaultagg i v15 2024 7 23AEBPsy Scheduled Return Visit Interval (wk)
Defaultagg i v15 2024 7 23AEBPsy Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23F,AEBPsy Starting a Service Rate (pts/wk)
Defaultagg i v15 2024 7 23AEBPsy Starting a Service w AUD (pts/wk)
Defaultagg i v15 2024 7 23AEBPsy Starting a Service w DEP (pts/wk)
Defaultagg i v15 2024 7 23AEBPsy Starting a Service w Other Needs (pts/wk)
Defaultagg i v15 2024 7 23AEBPsy Starting a Service w OUD (pts/wk)
Defaultagg i v15 2024 7 23AEBPsy Starting a Service w PTSD (pts/wk)
Defaultagg i v15 2024 7 23LI,CEBPsy Time per Appointment (hrs/appt)
Defaultagg i v15 2024 7 23LI,F,AEBPsy True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23AEBPsy Work Pressure (Dmnl)
Defaultagg i v15 2024 7 23AEffect of Fatigue on Patient's Engagement Time (Dmnl)
Defaultagg i v15 2024 7 23A"Effect of Long-Term Overtime on Burnout" (Dmnl)
Defaultagg i v15 2024 7 23A"Effect of Short-Term Overtime on Missed Appointments" (Dmnl)
Defaultagg i v15 2024 7 23CFatigue Onset Time (wk)
DefaultControlCFINAL TIME (Week)
Defaultagg i v15 2024 7 23A"Group % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23AGroup Actual Engagement Time (wk)
Defaultagg i v15 2024 7 23LI,AGroup Actual Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AGroup Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23AGroup Actual Service Capacity (hrs/wk)
Defaultagg i v15 2024 7 23A"Group Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23AGroup Appointment Rate for Service Capacity (appt/wk)
Defaultagg i v15 2024 7 23LGroup Appointments (appt)
Defaultagg i v15 2024 7 23LGroup Appointments to Reschedule (appt)
Defaultagg i v15 2024 7 23LI,F,AGroup Booking Rate (appt/wk)
Defaultagg i v15 2024 7 23F,AGroup Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23A"Group Current Pt Appts / week" (appt/wk)
Defaultagg i v15 2024 7 23AGroup Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23AGroup Demand per Patient per Week (appt/(wk*pts))
Defaultagg i v15 2024 7 23AGroup Desired Clinical Hours (hrs/wk)
Defaultagg i v15 2024 7 23AGroup Desired Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23AGroup Difference between Actual and Acceptable Start Delays (Dmnl)
Defaultagg i v15 2024 7 23AGroup Difference between Actual and Standard RVI (Dmnl)
Defaultagg i v15 2024 7 23AGroup Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AGroup Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AGroup Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AGroup Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23AGroup Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23F,AGroup Ending Service Rate (pts/wk)
Defaultagg i v15 2024 7 23AGroup Engagement Duration (wk)
Defaultagg i v15 2024 7 23AGroup Hours for Calculating Total Official Team Hours (hrs/wk)
Defaultagg i v15 2024 7 23LI,IGroup Initial Patients (pts)
Defaultagg i v15 2024 7 23AGroup Maximum Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23AGroup Maximum Start Rate Service (pts/wk)
Defaultagg i v15 2024 7 23AGroup Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AGroup Patient Start Rate (pts/wk)
Defaultagg i v15 2024 7 23LGroup Patients in Service (pts)
Defaultagg i v15 2024 7 23CGroup Patients per Appointment (pts/appt)
Defaultagg i v15 2024 7 23AGroup Patients w AUD (pts)
Defaultagg i v15 2024 7 23AGroup Patients w DEP (pts)
Defaultagg i v15 2024 7 23AGroup Patients w Other Needs (pts)
Defaultagg i v15 2024 7 23AGroup Patients w OUD (pts)
Defaultagg i v15 2024 7 23AGroup Patients w PTSD (pts)
Defaultagg i v15 2024 7 23LGroup Patients Waiting to Start a Service (pts)
Defaultagg i v15 2024 7 23AGroup Potential Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23F,AGroup Rescheduling Rate (appt/wk)
Defaultagg i v15 2024 7 23LI,AGroup RVI (wk)
Defaultagg i v15 2024 7 23DEGroup RVI used when Completing (wk)
Defaultagg i v15 2024 7 23AGroup Scheduled Return Visit Interval (wk)
Defaultagg i v15 2024 7 23AGroup Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23AGroup Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23F,AGroup Starting a Service Rate (pts/wk)
Defaultagg i v15 2024 7 23AGroup Starting a Service w AUD (pts/wk)
Defaultagg i v15 2024 7 23AGroup Starting a Service w DEP (pts/wk)
Defaultagg i v15 2024 7 23AGroup Starting a Service w Other Needs (pts/wk)
Defaultagg i v15 2024 7 23AGroup Starting a Service w OUD (pts/wk)
Defaultagg i v15 2024 7 23AGroup Starting a Service w PTSD (pts/wk)
Defaultagg i v15 2024 7 23LI,CGroup Time per Appointment (hrs/appt)
Defaultagg i v15 2024 7 23LI,F,AGroup True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23AGroup Work Pressure (Dmnl)
DefaultControlCINITIAL TIME (Week)
Defaultagg i v15 2024 7 23A"Intake % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23CIntake Acceptable Intake Eval Wait Time (wk)
Defaultagg i v15 2024 7 23AIntake Actual Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AIntake Actual Service Capacity (hrs/wk)
Defaultagg i v15 2024 7 23A"Intake Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23AIntake Appointment Rate for Service Capacity (appt/wk)
Defaultagg i v15 2024 7 23LIntake Appointments (appt)
Defaultagg i v15 2024 7 23LIntake Appointments to Reschedule (appt)
Defaultagg i v15 2024 7 23IIntake Appropriate Intake Evaluations for Supply (pts/wk)
Defaultagg i v15 2024 7 23LI,F,AIntake Booking Rate (appt/wk)
Defaultagg i v15 2024 7 23F,AIntake Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23F,AIntake Completion Rate (pts/wk)
Defaultagg i v15 2024 7 23AIntake Demand per Patient per Week (appt/(wk*pts))
Defaultagg i v15 2024 7 23AIntake Desired Clinical Hours (hrs/wk)
Defaultagg i v15 2024 7 23AIntake Desired Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23AIntake Difference between Intake Eval Wait Times (Dmnl)
Defaultagg i v15 2024 7 23AIntake Effect of Wait Times on Intake Evaluation Rate (Dmnl)
Defaultagg i v15 2024 7 23AIntake Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23LI,F,AIntake Evaluation Rate (pts/wk)
Defaultagg i v15 2024 7 23AIntake Hours for Calculating Total Official Team Hours (hrs/wk)
Defaultagg i v15 2024 7 23AIntake Intake Evaluation Wait Time (wk)
Defaultagg i v15 2024 7 23AIntake Maximum Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23AIntake Maximum Start Rate Intake (pts/wk)
Defaultagg i v15 2024 7 23CIntake Minimum Time to Schedule (wk)
Defaultagg i v15 2024 7 23A"Intake New Pt Appts / week" (appt/wk)
Defaultagg i v15 2024 7 23AIntake Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AIntake Patient Start Rate (pts/wk)
Defaultagg i v15 2024 7 23CIntake Patients per Appointment (pts/appt)
Defaultagg i v15 2024 7 23AIntake Potential Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23F,AIntake Rescheduling Rate (appt/wk)
Defaultagg i v15 2024 7 23CIntake Time per Appointment (hrs/appt)
Defaultagg i v15 2024 7 23CIntake Time to Perceive Intake Evaluation Wait Times (wk)
Defaultagg i v15 2024 7 23LI,F,AIntake True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23AIntake Work Pressure (Dmnl)
Defaultagg i v15 2024 7 23SM"Long-Term Overtime" (Dmnl)
Defaultagg i v15 2024 7 23CMinimum RVI (wk)
Defaultagg i v15 2024 7 23CMinimum Time to Schedule (wk)
Defaultagg i v15 2024 7 23A"MM % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23AMM Actual Engagement Time (wk)
Defaultagg i v15 2024 7 23LI,AMM Actual Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AMM Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23AMM Actual Service Capacity (hrs/wk)
Defaultagg i v15 2024 7 23A"MM Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23AMM Appointment Rate for Service Capacity (appt/wk)
Defaultagg i v15 2024 7 23LMM Appointments (appt)
Defaultagg i v15 2024 7 23LMM Appointments to Reschedule (appt)
Defaultagg i v15 2024 7 23LI,F,AMM Booking Rate (appt/wk)
Defaultagg i v15 2024 7 23F,AMM Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23A"MM Current Pt Appts / week" (appt/wk)
Defaultagg i v15 2024 7 23AMM Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23AMM Demand per Patient per Week (appt/(wk*pts))
Defaultagg i v15 2024 7 23AMM Desired Clinical Hours (hrs/wk)
Defaultagg i v15 2024 7 23AMM Desired Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23AMM Difference between Actual and Acceptable Start Delays (Dmnl)
Defaultagg i v15 2024 7 23AMM Difference between Actual and Standard RVI (Dmnl)
Defaultagg i v15 2024 7 23AMM Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AMM Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AMM Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AMM Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23AMM Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23F,AMM Ending Service Rate (pts/wk)
Defaultagg i v15 2024 7 23AMM Engagement Duration (wk)
Defaultagg i v15 2024 7 23AMM Hours for Calculating Total Official Team Hours (hrs/wk)
Defaultagg i v15 2024 7 23LI,IMM Initial Patients (pts)
Defaultagg i v15 2024 7 23AMM Maximum Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23AMM Maximum Start Rate Service (pts/wk)
Defaultagg i v15 2024 7 23AMM Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23AMM Patient Start Rate (pts/wk)
Defaultagg i v15 2024 7 23LMM Patients in Service (pts)
Defaultagg i v15 2024 7 23CMM Patients per Appointment (pts/appt)
Defaultagg i v15 2024 7 23AMM Patients w AUD (pts)
Defaultagg i v15 2024 7 23AMM Patients w DEP (pts)
Defaultagg i v15 2024 7 23AMM Patients w Other Needs (pts)
Defaultagg i v15 2024 7 23AMM Patients w OUD (pts)
Defaultagg i v15 2024 7 23AMM Patients w PTSD (pts)
Defaultagg i v15 2024 7 23LMM Patients Waiting to Start a Service (pts)
Defaultagg i v15 2024 7 23AMM Potential Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23F,AMM Rescheduling Rate (appt/wk)
Defaultagg i v15 2024 7 23LI,AMM RVI (wk)
Defaultagg i v15 2024 7 23DEMM RVI used when Completing (wk)
Defaultagg i v15 2024 7 23AMM Scheduled Return Visit Interval (wk)
Defaultagg i v15 2024 7 23AMM Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23AMM Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23F,AMM Starting a Service Rate (pts/wk)
Defaultagg i v15 2024 7 23AMM Starting a Service w AUD (pts/wk)
Defaultagg i v15 2024 7 23AMM Starting a Service w DEP (pts/wk)
Defaultagg i v15 2024 7 23AMM Starting a Service w Other Needs (pts/wk)
Defaultagg i v15 2024 7 23AMM Starting a Service w OUD (pts/wk)
Defaultagg i v15 2024 7 23AMM Starting a Service w PTSD (pts/wk)
Defaultagg i v15 2024 7 23LI,CMM Time per Appointment (hrs/appt)
Defaultagg i v15 2024 7 23LI,F,AMM True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23AMM Work Pressure (Dmnl)
Defaultagg i v15 2024 7 23LPatients Waiting for Intake Evaluation (pts)
Defaultagg i v15 2024 7 23A"PSY % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23APSY Actual Engagement Time (wk)
Defaultagg i v15 2024 7 23LI,APSY Actual Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23APSY Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23APSY Actual Service Capacity (hrs/wk)
Defaultagg i v15 2024 7 23A"PSY Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23APSY Appointment Rate for Service Capacity (appt/wk)
Defaultagg i v15 2024 7 23LPSY Appointments (appt)
Defaultagg i v15 2024 7 23LPSY Appointments to Reschedule (appt)
Defaultagg i v15 2024 7 23LI,F,APSY Booking Rate (appt/wk)
Defaultagg i v15 2024 7 23F,APSY Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23A"PSY Current Pt Appts / week" (appt/wk)
Defaultagg i v15 2024 7 23APSY Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23APSY Demand per Patient per Week (appt/(wk*pts))
Defaultagg i v15 2024 7 23APSY Desired Clinical Hours (hrs/wk)
Defaultagg i v15 2024 7 23APSY Desired Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23APSY Difference between Actual and Acceptable Start Delays (Dmnl)
Defaultagg i v15 2024 7 23APSY Difference between Actual and Standard RVI (Dmnl)
Defaultagg i v15 2024 7 23APSY Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23APSY Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23APSY Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23APSY Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23APSY Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23F,APSY Ending Service Rate (pts/wk)
Defaultagg i v15 2024 7 23APSY Engagement Duration (wk)
Defaultagg i v15 2024 7 23APSY Hours for Calculating Total Official Team Hours (hrs/wk)
Defaultagg i v15 2024 7 23LI,IPSY Initial Patients (pts)
Defaultagg i v15 2024 7 23APSY Maximum Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23APSY Maximum Start Rate Service (pts/wk)
Defaultagg i v15 2024 7 23APSY Official Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23APSY Patient Start Rate (pts/wk)
Defaultagg i v15 2024 7 23LPSY Patients in Service (pts)
Defaultagg i v15 2024 7 23CPSY Patients per Appointment (pts/appt)
Defaultagg i v15 2024 7 23APSY Patients w AUD (pts)
Defaultagg i v15 2024 7 23APSY Patients w DEP (pts)
Defaultagg i v15 2024 7 23APSY Patients w Other Needs (pts)
Defaultagg i v15 2024 7 23APSY Patients w OUD (pts)
Defaultagg i v15 2024 7 23APSY Patients w PTSD (pts)
Defaultagg i v15 2024 7 23LPSY Patients Waiting to Start a Service (pts)
Defaultagg i v15 2024 7 23APSY Potential Completion Rate (appt/wk)
Defaultagg i v15 2024 7 23F,APSY Rescheduling Rate (appt/wk)
Defaultagg i v15 2024 7 23LI,APSY RVI (wk)
Defaultagg i v15 2024 7 23DEPSY RVI used when Completing (wk)
Defaultagg i v15 2024 7 23APSY Scheduled Return Visit Interval (wk)
Defaultagg i v15 2024 7 23APSY Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23APSY Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23F,APSY Starting a Service Rate (pts/wk)
Defaultagg i v15 2024 7 23APSY Starting a Service w AUD (pts/wk)
Defaultagg i v15 2024 7 23APSY Starting a Service w DEP (pts/wk)
Defaultagg i v15 2024 7 23APSY Starting a Service w Other Needs (pts/wk)
Defaultagg i v15 2024 7 23APSY Starting a Service w OUD (pts/wk)
Defaultagg i v15 2024 7 23APSY Starting a Service w PTSD (pts/wk)
Defaultagg i v15 2024 7 23LI,CPSY Time per Appointment (hrs/appt)
Defaultagg i v15 2024 7 23LI,F,APSY True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23APSY Work Pressure (Dmnl)
Defaultagg i v15 2024 7 23AReview Rate (pts/wk)
Defaultagg i v15 2024 7 23SM"Short-Term Overtime" (Dmnl)
Defaultagg i v15 2024 7 23CTime to Change Scheduled RVI (wk)
Defaultagg i v15 2024 7 23CTime to Change Staff Hours (wk)
Defaultagg i v15 2024 7 23LI,CTime to Reschedule (wk)
Defaultagg i v15 2024 7 23ATotal Actual Hours Available for Service (hrs/wk)
Defaultagg i v15 2024 7 23A"Total Appt. Supply" (hrs/wk)
Defaultagg i v15 2024 7 23ATotal Patients in all Services (pts)
Defaultagg i v15 2024 7 23ATotal Patients w AUD (pts)
Defaultagg i v15 2024 7 23ATotal Patients w DEP (pts)
Defaultagg i v15 2024 7 23ATotal Patients w Other Needs (pts)
Defaultagg i v15 2024 7 23ATotal Patients w OUD (pts)
Defaultagg i v15 2024 7 23ATotal Patients w PTSD (pts)
Defaultagg i v15 2024 7 23ATotal Starting any Service (pts/wk)
Defaultagg i v15 2024 7 23ATotal Starting any Service w AUD (pts/wk)
Defaultagg i v15 2024 7 23ATotal Starting any Service w DEP (pts/wk)
Defaultagg i v15 2024 7 23ATotal Starting any Service w Other Needs (pts/wk)
Defaultagg i v15 2024 7 23ATotal Starting any Service w OUD (pts/wk)
Defaultagg i v15 2024 7 23ATotal Starting any Service w PTSD (pts/wk)
-
- -

Formulation Complexity Summary (Violations of Richardson's Rule)

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Module
Group
Type
Variable
Complexity Score
Defaultagg i v15 2024 7 23LI,F,AAdjunctive Treatment Decision Rate (pts/wk [0,?])
4
Defaultagg i v15 2024 7 23LI,F,APSY Treatment Decision Rate (pts/wk [0,?])
4
Defaultagg i v15 2024 7 23LI,F,AGroup Treatment Decision Rate (pts/wk [0,?])
4
Defaultagg i v15 2024 7 23LI,F,AMM Treatment Decision Rate (pts/wk [0,?])
4
Defaultagg i v15 2024 7 23LI,F,ACC Treatment Decision Rate (pts/wk [0,?])
4
Defaultagg i v15 2024 7 23LI,F,AEBPsy Treatment Decision Rate (pts/wk [0,?])
4
Defaultagg i v15 2024 7 23LEBPsy Appointments (appt)
6
Defaultagg i v15 2024 7 23LMM Appointments (appt)
6
Defaultagg i v15 2024 7 23LAdjunctive Appointments (appt)
6
Defaultagg i v15 2024 7 23ATotal Patients w AUD (pts)
6
Defaultagg i v15 2024 7 23LPSY Appointments (appt)
6
Defaultagg i v15 2024 7 23LCC Appointments (appt)
6
Defaultagg i v15 2024 7 23LGroup Appointments (appt)
6
Defaultagg i v15 2024 7 23ATotal Starting any Service w PTSD (pts/wk)
6
Defaultagg i v15 2024 7 23ATotal Starting any Service w OUD (pts/wk)
6
Defaultagg i v15 2024 7 23ATotal Starting any Service w Other Needs (pts/wk)
6
Defaultagg i v15 2024 7 23ATotal Starting any Service w DEP (pts/wk)
6
Defaultagg i v15 2024 7 23ATotal Starting any Service (pts/wk)
6
Defaultagg i v15 2024 7 23ATotal Patients w PTSD (pts)
6
Defaultagg i v15 2024 7 23ATotal Patients w OUD (pts)
6
Defaultagg i v15 2024 7 23ATotal Patients w Other Needs (pts)
6
Defaultagg i v15 2024 7 23ATotal Patients w DEP (pts)
6
Defaultagg i v15 2024 7 23ATotal Patients in all Services (pts)
6
Defaultagg i v15 2024 7 23ATotal Starting any Service w AUD (pts/wk)
6
Defaultagg i v15 2024 7 23ATotal Actual Hours Available for Service (hrs/wk)
7
Defaultagg i v15 2024 7 23A"Total Appt. Supply" (hrs/wk)
7
-
- -

List of 32 Equations with Embedded Data (0 and 1 constants ignored)

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Module
Group
Type
Variable (32)
Defaultagg i v15 2024 7 23AAdjunctive Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23F,AAdjunctive Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23AAdjunctive Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23F,AAdjunctive Rescheduling Rate (appt/wk)
Defaultagg i v15 2024 7 23LI,F,AAdjunctive True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23ACC Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23F,ACC Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23ACC Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23F,ACC Rescheduling Rate (appt/wk)
Defaultagg i v15 2024 7 23LI,F,ACC True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23ADifference between Excess and Official Team Hours (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23F,AEBPsy Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23AEBPsy Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23F,AEBPsy Rescheduling Rate (appt/wk)
Defaultagg i v15 2024 7 23LI,F,AEBPsy True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23AGroup Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23F,AGroup Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23AGroup Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23F,AGroup Rescheduling Rate (appt/wk)
Defaultagg i v15 2024 7 23LI,F,AGroup True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23LI,F,AIntake Booking Rate (appt/wk)
Defaultagg i v15 2024 7 23F,AIntake Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23AIntake Intake Evaluation Wait Time (wk)
Defaultagg i v15 2024 7 23LI,F,AIntake True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23AMM Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23F,AMM Completing Rate (appt/wk)
Defaultagg i v15 2024 7 23AMM Delay to Starting Service (wk)
Defaultagg i v15 2024 7 23F,AMM Rescheduling Rate (appt/wk)
Defaultagg i v15 2024 7 23LI,F,AMM True Missed Appointment Rate (appt/wk)
Defaultagg i v15 2024 7 23APSY Actual Return Visit Interval (wk)
Defaultagg i v15 2024 7 23APSY Delay to Starting Service (wk)
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- -

List of 35 State Variables

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Module
Group
Type
Variable
Defaultagg i v15 2024 7 23LAdjunctive Appointments (appt)
Defaultagg i v15 2024 7 23LAdjunctive Appointments to Reschedule (appt)
Defaultagg i v15 2024 7 23LAdjunctive Patients in Service (pts)
Defaultagg i v15 2024 7 23LAdjunctive Patients Waiting to Start a Service (pts)
Defaultagg i v15 2024 7 23DEAdjunctive RVI used when Completing (wk)
Defaultagg i v15 2024 7 23LCC Appointments (appt)
Defaultagg i v15 2024 7 23LCC Appointments to Reschedule (appt)
Defaultagg i v15 2024 7 23LCC Patients in Service (pts)
Defaultagg i v15 2024 7 23LCC Patients Waiting to Start a Service (pts)
Defaultagg i v15 2024 7 23DECC RVI used when Completing (wk)
Defaultagg i v15 2024 7 23LEBPsy Appointments (appt)
Defaultagg i v15 2024 7 23LEBPsy Appointments to Reschedule (appt)
Defaultagg i v15 2024 7 23LEBPsy Patients in Service (pts)
Defaultagg i v15 2024 7 23LEBPsy Patients Waiting to Start a Service (pts)
Defaultagg i v15 2024 7 23DEEBPsy RVI used when Completing (wk)
Defaultagg i v15 2024 7 23LGroup Appointments (appt)
Defaultagg i v15 2024 7 23LGroup Appointments to Reschedule (appt)
Defaultagg i v15 2024 7 23LGroup Patients in Service (pts)
Defaultagg i v15 2024 7 23LGroup Patients Waiting to Start a Service (pts)
Defaultagg i v15 2024 7 23DEGroup RVI used when Completing (wk)
Defaultagg i v15 2024 7 23LIntake Appointments (appt)
Defaultagg i v15 2024 7 23LIntake Appointments to Reschedule (appt)
Defaultagg i v15 2024 7 23SM"Long-Term Overtime" (Dmnl)
Defaultagg i v15 2024 7 23LMM Appointments (appt)
Defaultagg i v15 2024 7 23LMM Appointments to Reschedule (appt)
Defaultagg i v15 2024 7 23LMM Patients in Service (pts)
Defaultagg i v15 2024 7 23LMM Patients Waiting to Start a Service (pts)
Defaultagg i v15 2024 7 23DEMM RVI used when Completing (wk)
Defaultagg i v15 2024 7 23LPatients Waiting for Intake Evaluation (pts)
Defaultagg i v15 2024 7 23LPSY Appointments (appt)
Defaultagg i v15 2024 7 23LPSY Appointments to Reschedule (appt)
Defaultagg i v15 2024 7 23LPSY Patients in Service (pts)
Defaultagg i v15 2024 7 23LPSY Patients Waiting to Start a Service (pts)
Defaultagg i v15 2024 7 23DEPSY RVI used when Completing (wk)
Defaultagg i v15 2024 7 23SM"Short-Term Overtime" (Dmnl)
-
- -

List of 2 Unused Variables

- - - - - - - - - - - - - - - - - - -
Module
Group
Type
Unused Variable (2)
Defaultagg i v15 2024 7 23C"Data Appointment Supply (Total)"
Defaultagg i v15 2024 7 23ATotal Patients w AUD (pts)
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List of 1 View and Its 449 Variables




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View 1
 
Total:685:Total
Acceptable Delay to Starting Service (in 1 view)XAcceptable Delay to Starting Service (in 1 view)
Adjuctive Patients w PTSD (in 1 view)XAdjuctive Patients w PTSD (in 1 view)
Adjuctive Starting a Service w PTSD (in 1 view)XAdjuctive Starting a Service w PTSD (in 1 view)
Adjunctive % of Hours per Service (in 1 view)XAdjunctive % of Hours per Service (in 1 view)
Adjunctive Actual Engagement Time (in 1 view)XAdjunctive Actual Engagement Time (in 1 view)
Adjunctive Actual Hours Available for Service (in 1 view)XAdjunctive Actual Hours Available for Service (in 1 view)
Adjunctive Actual Return Visit Interval (in 1 view)XAdjunctive Actual Return Visit Interval (in 1 view)
Adjunctive Actual Service Capacity (in 1 view)XAdjunctive Actual Service Capacity (in 1 view)
Adjunctive Actual True Missed Appointment % (in 1 view)XAdjunctive Actual True Missed Appointment % (in 1 view)
Adjunctive Appointment Rate for Service Capacity (in 1 view)XAdjunctive Appointment Rate for Service Capacity (in 1 view)
Adjunctive Appointments (in 1 view)XAdjunctive Appointments (in 1 view)
Adjunctive Appointments to Reschedule (in 1 view)XAdjunctive Appointments to Reschedule (in 1 view)
Adjunctive Booking Rate (in 1 view)XAdjunctive Booking Rate (in 1 view)
Adjunctive Completing Rate (in 1 view)XAdjunctive Completing Rate (in 1 view)
Adjunctive Current Pt Appts / week (in 1 view)XAdjunctive Current Pt Appts / week (in 1 view)
Adjunctive Delay to Starting Service (in 1 view)XAdjunctive Delay to Starting Service (in 1 view)
Adjunctive Demand per Patient per Week (in 1 view)XAdjunctive Demand per Patient per Week (in 1 view)
Adjunctive Desired Clinical Hours (in 1 view)XAdjunctive Desired Clinical Hours (in 1 view)
Adjunctive Desired Completion Rate (in 1 view)XAdjunctive Desired Completion Rate (in 1 view)
Adjunctive Difference between Actual and Acceptable Start Delays (in 1 view)XAdjunctive Difference between Actual and Acceptable Start Delays (in 1 view)
Adjunctive Difference between Actual and Standard RVI (in 1 view)XAdjunctive Difference between Actual and Standard RVI (in 1 view)
Adjunctive Effect of Care Delays on Treatment Decisions (in 1 view)XAdjunctive Effect of Care Delays on Treatment Decisions (in 1 view)
Adjunctive Effect of RVI Delays on Treatment Decisions (in 1 view)XAdjunctive Effect of RVI Delays on Treatment Decisions (in 1 view)
Adjunctive Effect of Start Delays on Treatment Decisions (in 1 view)XAdjunctive Effect of Start Delays on Treatment Decisions (in 1 view)
Adjunctive Effect of Work Pressure on Overtime (in 1 view)XAdjunctive Effect of Work Pressure on Overtime (in 1 view)
Adjunctive Effect of Work Pressure on Scheduled Return Visit Interval (in 1 view)XAdjunctive Effect of Work Pressure on Scheduled Return Visit Interval (in 1 view)
Adjunctive Ending Service Rate (in 1 view)XAdjunctive Ending Service Rate (in 1 view)
Adjunctive Engagement Duration (in 1 view)XAdjunctive Engagement Duration (in 1 view)
Adjunctive Hours for Calculating Total Official Team Hours (in 1 view)XAdjunctive Hours for Calculating Total Official Team Hours (in 1 view)
Adjunctive Initial Patients (in 1 view)XAdjunctive Initial Patients (in 1 view)
Adjunctive Maximum Completion Rate (in 1 view)XAdjunctive Maximum Completion Rate (in 1 view)
Adjunctive Maximum Start Rate Service (in 1 view)XAdjunctive Maximum Start Rate Service (in 1 view)
Adjunctive Official Hours Available for Service (in 1 view)XAdjunctive Official Hours Available for Service (in 1 view)
Adjunctive Patient Start Rate (in 1 view)XAdjunctive Patient Start Rate (in 1 view)
Adjunctive Patients in Service (in 1 view)XAdjunctive Patients in Service (in 1 view)
Adjunctive Patients per Appointment (in 1 view)XAdjunctive Patients per Appointment (in 1 view)
Adjunctive Patients w AUD (in 1 view)XAdjunctive Patients w AUD (in 1 view)
Adjunctive Patients w DEP (in 1 view)XAdjunctive Patients w DEP (in 1 view)
Adjunctive Patients w Other Needs (in 1 view)XAdjunctive Patients w Other Needs (in 1 view)
Adjunctive Patients w OUD (in 1 view)XAdjunctive Patients w OUD (in 1 view)
Adjunctive Patients Waiting to Start a Service (in 1 view)XAdjunctive Patients Waiting to Start a Service (in 1 view)
Adjunctive Potential Completion Rate (in 1 view)XAdjunctive Potential Completion Rate (in 1 view)
Adjunctive Rescheduling Rate (in 1 view)XAdjunctive Rescheduling Rate (in 1 view)
Adjunctive RVI (in 1 view)XAdjunctive RVI (in 1 view)
Adjunctive RVI used when Completing (in 1 view)XAdjunctive RVI used when Completing (in 1 view)
Adjunctive Scheduled Return Visit Interval (in 1 view)XAdjunctive Scheduled Return Visit Interval (in 1 view)
Adjunctive Service Proportions (in 1 view)XAdjunctive Service Proportions (in 1 view)
Adjunctive Service Proportions Balanced Across Team Variables (in 1 view)XAdjunctive Service Proportions Balanced Across Team Variables (in 1 view)
Adjunctive Starting a Service Rate (in 1 view)XAdjunctive Starting a Service Rate (in 1 view)
Adjunctive Starting a Service w AUD (in 1 view)XAdjunctive Starting a Service w AUD (in 1 view)
Adjunctive Starting a Service w DEP (in 1 view)XAdjunctive Starting a Service w DEP (in 1 view)
Adjunctive Starting a Service w Other Needs (in 1 view)XAdjunctive Starting a Service w Other Needs (in 1 view)
Adjunctive Starting a Service w OUD (in 1 view)XAdjunctive Starting a Service w OUD (in 1 view)
Adjunctive Time per Appointment (in 1 view)XAdjunctive Time per Appointment (in 1 view)
Adjunctive Treatment Decision Rate (in 1 view)XAdjunctive Treatment Decision Rate (in 1 view)
Adjunctive True Missed Appointment Rate (in 1 view)XAdjunctive True Missed Appointment Rate (in 1 view)
Adjunctive Work Pressure (in 1 view)XAdjunctive Work Pressure (in 1 view)
Burnout Onset Time (in 1 view)XBurnout Onset Time (in 1 view)
CC % of Hours per Service (in 1 view)XCC % of Hours per Service (in 1 view)
CC Actual Engagement Time (in 1 view)XCC Actual Engagement Time (in 1 view)
CC Actual Hours Available for Service (in 1 view)XCC Actual Hours Available for Service (in 1 view)
CC Actual Return Visit Interval (in 1 view)XCC Actual Return Visit Interval (in 1 view)
CC Actual Service Capacity (in 1 view)XCC Actual Service Capacity (in 1 view)
CC Actual True Missed Appointment % (in 1 view)XCC Actual True Missed Appointment % (in 1 view)
CC Appointment Rate for Service Capacity (in 1 view)XCC Appointment Rate for Service Capacity (in 1 view)
CC Appointments (in 1 view)XCC Appointments (in 1 view)
CC Appointments to Reschedule (in 1 view)XCC Appointments to Reschedule (in 1 view)
CC Booking Rate (in 1 view)XCC Booking Rate (in 1 view)
CC Completing Rate (in 1 view)XCC Completing Rate (in 1 view)
CC Current Pt Appts / week (in 1 view)XCC Current Pt Appts / week (in 1 view)
CC Delay to Starting Service (in 1 view)XCC Delay to Starting Service (in 1 view)
CC Demand per Patient per Week (in 1 view)XCC Demand per Patient per Week (in 1 view)
CC Desired Clinical Hours (in 1 view)XCC Desired Clinical Hours (in 1 view)
CC Desired Completion Rate (in 1 view)XCC Desired Completion Rate (in 1 view)
CC Difference between Actual and Acceptable Start Delays (in 1 view)XCC Difference between Actual and Acceptable Start Delays (in 1 view)
CC Difference between Actual and Standard RVI (in 1 view)XCC Difference between Actual and Standard RVI (in 1 view)
CC Effect of Care Delays on Treatment Decisions (in 1 view)XCC Effect of Care Delays on Treatment Decisions (in 1 view)
CC Effect of RVI Delays on Treatment Decisions (in 1 view)XCC Effect of RVI Delays on Treatment Decisions (in 1 view)
CC Effect of Start Delays on Treatment Decisions (in 1 view)XCC Effect of Start Delays on Treatment Decisions (in 1 view)
CC Effect of Work Pressure on Overtime (in 1 view)XCC Effect of Work Pressure on Overtime (in 1 view)
CC Effect of Work Pressure on Scheduled Return Visit Interval (in 1 view)XCC Effect of Work Pressure on Scheduled Return Visit Interval (in 1 view)
CC Ending Service Rate (in 1 view)XCC Ending Service Rate (in 1 view)
CC Engagement Duration (in 1 view)XCC Engagement Duration (in 1 view)
CC Hours for Calculating Total Official Team Hours (in 1 view)XCC Hours for Calculating Total Official Team Hours (in 1 view)
CC Initial Patients (in 1 view)XCC Initial Patients (in 1 view)
CC Maximum Completion Rate (in 1 view)XCC Maximum Completion Rate (in 1 view)
CC Maximum Start Rate Service (in 1 view)XCC Maximum Start Rate Service (in 1 view)
CC Official Hours Available for Service (in 1 view)XCC Official Hours Available for Service (in 1 view)
CC Patient Start Rate (in 1 view)XCC Patient Start Rate (in 1 view)
CC Patients in Service (in 1 view)XCC Patients in Service (in 1 view)
CC Patients per Appointment (in 1 view)XCC Patients per Appointment (in 1 view)
CC Patients w AUD (in 1 view)XCC Patients w AUD (in 1 view)
CC Patients w DEP (in 1 view)XCC Patients w DEP (in 1 view)
CC Patients w Other Needs (in 1 view)XCC Patients w Other Needs (in 1 view)
CC Patients w OUD (in 1 view)XCC Patients w OUD (in 1 view)
CC Patients w PTSD (in 1 view)XCC Patients w PTSD (in 1 view)
CC Patients Waiting to Start a Service (in 1 view)XCC Patients Waiting to Start a Service (in 1 view)
CC Potential Completion Rate (in 1 view)XCC Potential Completion Rate (in 1 view)
CC Rescheduling Rate (in 1 view)XCC Rescheduling Rate (in 1 view)
CC RVI (in 1 view)XCC RVI (in 1 view)
CC RVI used when Completing (in 1 view)XCC RVI used when Completing (in 1 view)
CC Scheduled Return Visit Interval (in 1 view)XCC Scheduled Return Visit Interval (in 1 view)
CC Service Proportions (in 1 view)XCC Service Proportions (in 1 view)
CC Service Proportions Balanced Across Team Variables (in 1 view)XCC Service Proportions Balanced Across Team Variables (in 1 view)
CC Starting a Service Rate (in 1 view)XCC Starting a Service Rate (in 1 view)
CC Starting a Service w AUD (in 1 view)XCC Starting a Service w AUD (in 1 view)
CC Starting a Service w DEP (in 1 view)XCC Starting a Service w DEP (in 1 view)
CC Starting a Service w Other Needs (in 1 view)XCC Starting a Service w Other Needs (in 1 view)
CC Starting a Service w OUD (in 1 view)XCC Starting a Service w OUD (in 1 view)
CC Starting a Service w PTSD (in 1 view)XCC Starting a Service w PTSD (in 1 view)
CC Time per Appointment (in 1 view)XCC Time per Appointment (in 1 view)
CC Treatment Decision Rate (in 1 view)XCC Treatment Decision Rate (in 1 view)
CC True Missed Appointment Rate (in 1 view)XCC True Missed Appointment Rate (in 1 view)
CC Work Pressure (in 1 view)XCC Work Pressure (in 1 view)
Data Appointment Supply (Total) (in 1 view)XData Appointment Supply (Total) (in 1 view)
Data on Review Rate (in 1 view)XData on Review Rate (in 1 view)
Difference between Excess and Official Team Hours (in 1 view)XDifference between Excess and Official Team Hours (in 1 view)
EBPsy % of Hours per Service (in 1 view)XEBPsy % of Hours per Service (in 1 view)
EBPsy Actual Engagement Time (in 1 view)XEBPsy Actual Engagement Time (in 1 view)
EBPsy Actual Hours Available for Service (in 1 view)XEBPsy Actual Hours Available for Service (in 1 view)
EBPsy Actual Return Visit Interval (in 1 view)XEBPsy Actual Return Visit Interval (in 1 view)
EBPsy Actual Service Capacity (in 1 view)XEBPsy Actual Service Capacity (in 1 view)
EBPsy Actual True Missed Appointment % (in 1 view)XEBPsy Actual True Missed Appointment % (in 1 view)
EBPsy Appointment Rate for Service Capacity (in 1 view)XEBPsy Appointment Rate for Service Capacity (in 1 view)
EBPsy Appointments (in 1 view)XEBPsy Appointments (in 1 view)
EBPsy Appointments to Reschedule (in 1 view)XEBPsy Appointments to Reschedule (in 1 view)
EBPsy Booking Rate (in 1 view)XEBPsy Booking Rate (in 1 view)
EBPsy Completing Rate (in 1 view)XEBPsy Completing Rate (in 1 view)
EBPsy Current Pt Appts / week (in 1 view)XEBPsy Current Pt Appts / week (in 1 view)
EBPsy Delay to Starting Service (in 1 view)XEBPsy Delay to Starting Service (in 1 view)
EBPsy Demand per Patient per Week (in 1 view)XEBPsy Demand per Patient per Week (in 1 view)
EBPsy Desired Clinical Hours (in 1 view)XEBPsy Desired Clinical Hours (in 1 view)
EBPsy Desired Completion Rate (in 1 view)XEBPsy Desired Completion Rate (in 1 view)
EBPsy Difference between Actual and Acceptable Start Delays (in 1 view)XEBPsy Difference between Actual and Acceptable Start Delays (in 1 view)
EBPsy Difference between Actual and Standard RVI (in 1 view)XEBPsy Difference between Actual and Standard RVI (in 1 view)
EBPsy Effect of Care Delays on Treatment Decisions (in 1 view)XEBPsy Effect of Care Delays on Treatment Decisions (in 1 view)
EBPsy Effect of RVI Delays on Treatment Decisions (in 1 view)XEBPsy Effect of RVI Delays on Treatment Decisions (in 1 view)
EBPsy Effect of Start Delays on Treatment Decisions (in 1 view)XEBPsy Effect of Start Delays on Treatment Decisions (in 1 view)
EBPsy Effect of Work Pressure on Overtime (in 1 view)XEBPsy Effect of Work Pressure on Overtime (in 1 view)
EBPsy Effect of Work Pressure on Scheduled Return Visit Interval (in 1 view)XEBPsy Effect of Work Pressure on Scheduled Return Visit Interval (in 1 view)
EBPsy Ending Service Rate (in 1 view)XEBPsy Ending Service Rate (in 1 view)
EBPsy Engagement Duration (in 1 view)XEBPsy Engagement Duration (in 1 view)
EBPsy Hours for Calculating Total Official Team Hours (in 1 view)XEBPsy Hours for Calculating Total Official Team Hours (in 1 view)
EBPsy Initial Patients (in 1 view)XEBPsy Initial Patients (in 1 view)
EBPsy Maximum Completion Rate (in 1 view)XEBPsy Maximum Completion Rate (in 1 view)
EBPsy Maximum Start Rate Service (in 1 view)XEBPsy Maximum Start Rate Service (in 1 view)
EBPsy Official Hours Available for Service (in 1 view)XEBPsy Official Hours Available for Service (in 1 view)
EBPsy Patient Start Rate (in 1 view)XEBPsy Patient Start Rate (in 1 view)
EBPsy Patients in Service (in 1 view)XEBPsy Patients in Service (in 1 view)
EBPsy Patients per Appointment (in 1 view)XEBPsy Patients per Appointment (in 1 view)
EBPsy Patients w AUD (in 1 view)XEBPsy Patients w AUD (in 1 view)
EBPsy Patients w DEP (in 1 view)XEBPsy Patients w DEP (in 1 view)
EBPsy Patients w Other Needs (in 1 view)XEBPsy Patients w Other Needs (in 1 view)
EBPsy Patients w OUD (in 1 view)XEBPsy Patients w OUD (in 1 view)
EBPsy Patients w PTSD (in 1 view)XEBPsy Patients w PTSD (in 1 view)
EBPsy Patients Waiting to Start a Service (in 1 view)XEBPsy Patients Waiting to Start a Service (in 1 view)
EBPsy Potential Completion Rate (in 1 view)XEBPsy Potential Completion Rate (in 1 view)
EBPsy Rescheduling Rate (in 1 view)XEBPsy Rescheduling Rate (in 1 view)
EBPsy RVI (in 1 view)XEBPsy RVI (in 1 view)
EBPsy RVI used when Completing (in 1 view)XEBPsy RVI used when Completing (in 1 view)
EBPsy Scheduled Return Visit Interval (in 1 view)XEBPsy Scheduled Return Visit Interval (in 1 view)
EBPsy Service Proportions (in 1 view)XEBPsy Service Proportions (in 1 view)
EBPsy Service Proportions Balanced Across Team Variables (in 1 view)XEBPsy Service Proportions Balanced Across Team Variables (in 1 view)
EBPsy Starting a Service Rate (in 1 view)XEBPsy Starting a Service Rate (in 1 view)
EBPsy Starting a Service w AUD (in 1 view)XEBPsy Starting a Service w AUD (in 1 view)
EBPsy Starting a Service w DEP (in 1 view)XEBPsy Starting a Service w DEP (in 1 view)
EBPsy Starting a Service w Other Needs (in 1 view)XEBPsy Starting a Service w Other Needs (in 1 view)
EBPsy Starting a Service w OUD (in 1 view)XEBPsy Starting a Service w OUD (in 1 view)
EBPsy Starting a Service w PTSD (in 1 view)XEBPsy Starting a Service w PTSD (in 1 view)
EBPsy Time per Appointment (in 1 view)XEBPsy Time per Appointment (in 1 view)
EBPsy Treatment Decision Rate (in 1 view)XEBPsy Treatment Decision Rate (in 1 view)
EBPsy True Missed Appointment Rate (in 1 view)XEBPsy True Missed Appointment Rate (in 1 view)
EBPsy Work Pressure (in 1 view)XEBPsy Work Pressure (in 1 view)
Effect of Fatigue on Patient's Engagement Time (in 1 view)XEffect of Fatigue on Patient's Engagement Time (in 1 view)
Effect of Long-Term Overtime on Burnout (in 1 view)XEffect of Long-Term Overtime on Burnout (in 1 view)
Effect of Short-Term Overtime on Missed Appointments (in 1 view)XEffect of Short-Term Overtime on Missed Appointments (in 1 view)
Fatigue Onset Time (in 1 view)XFatigue Onset Time (in 1 view)
FINAL TIME (in 0 views) FINAL TIME (in 0 views)
Group % of Hours per Service (in 1 view)XGroup % of Hours per Service (in 1 view)
Group Actual Engagement Time (in 1 view)XGroup Actual Engagement Time (in 1 view)
Group Actual Hours Available for Service (in 1 view)XGroup Actual Hours Available for Service (in 1 view)
Group Actual Return Visit Interval (in 1 view)XGroup Actual Return Visit Interval (in 1 view)
Group Actual Service Capacity (in 1 view)XGroup Actual Service Capacity (in 1 view)
Group Actual True Missed Appointment % (in 1 view)XGroup Actual True Missed Appointment % (in 1 view)
Group Appointment Rate for Service Capacity (in 1 view)XGroup Appointment Rate for Service Capacity (in 1 view)
Group Appointments (in 1 view)XGroup Appointments (in 1 view)
Group Appointments to Reschedule (in 1 view)XGroup Appointments to Reschedule (in 1 view)
Group Booking Rate (in 1 view)XGroup Booking Rate (in 1 view)
Group Completing Rate (in 1 view)XGroup Completing Rate (in 1 view)
Group Current Pt Appts / week (in 1 view)XGroup Current Pt Appts / week (in 1 view)
Group Delay to Starting Service (in 1 view)XGroup Delay to Starting Service (in 1 view)
Group Demand per Patient per Week (in 1 view)XGroup Demand per Patient per Week (in 1 view)
Group Desired Clinical Hours (in 1 view)XGroup Desired Clinical Hours (in 1 view)
Group Desired Completion Rate (in 1 view)XGroup Desired Completion Rate (in 1 view)
Group Difference between Actual and Acceptable Start Delays (in 1 view)XGroup Difference between Actual and Acceptable Start Delays (in 1 view)
Group Difference between Actual and Standard RVI (in 1 view)XGroup Difference between Actual and Standard RVI (in 1 view)
Group Effect of Care Delays on Treatment Decisions (in 1 view)XGroup Effect of Care Delays on Treatment Decisions (in 1 view)
Group Effect of RVI Delays on Treatment Decisions (in 1 view)XGroup Effect of RVI Delays on Treatment Decisions (in 1 view)
Group Effect of Start Delays on Treatment Decisions (in 1 view)XGroup Effect of Start Delays on Treatment Decisions (in 1 view)
Group Effect of Work Pressure on Overtime (in 1 view)XGroup Effect of Work Pressure on Overtime (in 1 view)
Group Effect of Work Pressure on Scheduled Return Visit Interval (in 1 view)XGroup Effect of Work Pressure on Scheduled Return Visit Interval (in 1 view)
Group Ending Service Rate (in 1 view)XGroup Ending Service Rate (in 1 view)
Group Engagement Duration (in 1 view)XGroup Engagement Duration (in 1 view)
Group Hours for Calculating Total Official Team Hours (in 1 view)XGroup Hours for Calculating Total Official Team Hours (in 1 view)
Group Initial Patients (in 1 view)XGroup Initial Patients (in 1 view)
Group Maximum Completion Rate (in 1 view)XGroup Maximum Completion Rate (in 1 view)
Group Maximum Start Rate Service (in 1 view)XGroup Maximum Start Rate Service (in 1 view)
Group Official Hours Available for Service (in 1 view)XGroup Official Hours Available for Service (in 1 view)
Group Patient Start Rate (in 1 view)XGroup Patient Start Rate (in 1 view)
Group Patients in Service (in 1 view)XGroup Patients in Service (in 1 view)
Group Patients per Appointment (in 1 view)XGroup Patients per Appointment (in 1 view)
Group Patients w AUD (in 1 view)XGroup Patients w AUD (in 1 view)
Group Patients w DEP (in 1 view)XGroup Patients w DEP (in 1 view)
Group Patients w Other Needs (in 1 view)XGroup Patients w Other Needs (in 1 view)
Group Patients w OUD (in 1 view)XGroup Patients w OUD (in 1 view)
Group Patients w PTSD (in 1 view)XGroup Patients w PTSD (in 1 view)
Group Patients Waiting to Start a Service (in 1 view)XGroup Patients Waiting to Start a Service (in 1 view)
Group Potential Completion Rate (in 1 view)XGroup Potential Completion Rate (in 1 view)
Group Rescheduling Rate (in 1 view)XGroup Rescheduling Rate (in 1 view)
Group RVI (in 1 view)XGroup RVI (in 1 view)
Group RVI used when Completing (in 1 view)XGroup RVI used when Completing (in 1 view)
Group Scheduled Return Visit Interval (in 1 view)XGroup Scheduled Return Visit Interval (in 1 view)
Group Service Proportions (in 1 view)XGroup Service Proportions (in 1 view)
Group Service Proportions Balanced Across Team Variables (in 1 view)XGroup Service Proportions Balanced Across Team Variables (in 1 view)
Group Starting a Service Rate (in 1 view)XGroup Starting a Service Rate (in 1 view)
Group Starting a Service w AUD (in 1 view)XGroup Starting a Service w AUD (in 1 view)
Group Starting a Service w DEP (in 1 view)XGroup Starting a Service w DEP (in 1 view)
Group Starting a Service w Other Needs (in 1 view)XGroup Starting a Service w Other Needs (in 1 view)
Group Starting a Service w OUD (in 1 view)XGroup Starting a Service w OUD (in 1 view)
Group Starting a Service w PTSD (in 1 view)XGroup Starting a Service w PTSD (in 1 view)
Group Time per Appointment (in 1 view)XGroup Time per Appointment (in 1 view)
Group Treatment Decision Rate (in 1 view)XGroup Treatment Decision Rate (in 1 view)
Group True Missed Appointment Rate (in 1 view)XGroup True Missed Appointment Rate (in 1 view)
Group Work Pressure (in 1 view)XGroup Work Pressure (in 1 view)
INITIAL TIME (in 0 views) INITIAL TIME (in 0 views)
Intake % of Hours per Service (in 1 view)XIntake % of Hours per Service (in 1 view)
Intake Acceptable Intake Eval Wait Time (in 1 view)XIntake Acceptable Intake Eval Wait Time (in 1 view)
Intake Actual Hours Available for Service (in 1 view)XIntake Actual Hours Available for Service (in 1 view)
Intake Actual Service Capacity (in 1 view)XIntake Actual Service Capacity (in 1 view)
Intake Actual True Missed Appointment % (in 1 view)XIntake Actual True Missed Appointment % (in 1 view)
Intake Appointment Rate for Service Capacity (in 1 view)XIntake Appointment Rate for Service Capacity (in 1 view)
Intake Appointments (in 1 view)XIntake Appointments (in 1 view)
Intake Appointments to Reschedule (in 1 view)XIntake Appointments to Reschedule (in 1 view)
Intake Appropriate Intake Evaluations for Supply (in 1 view)XIntake Appropriate Intake Evaluations for Supply (in 1 view)
Intake Booking Rate (in 1 view)XIntake Booking Rate (in 1 view)
Intake Completing Rate (in 1 view)XIntake Completing Rate (in 1 view)
Intake Completion Rate (in 1 view)XIntake Completion Rate (in 1 view)
Intake Demand per Patient per Week (in 1 view)XIntake Demand per Patient per Week (in 1 view)
Intake Desired Clinical Hours (in 1 view)XIntake Desired Clinical Hours (in 1 view)
Intake Desired Completion Rate (in 1 view)XIntake Desired Completion Rate (in 1 view)
Intake Difference between Intake Eval Wait Times (in 1 view)XIntake Difference between Intake Eval Wait Times (in 1 view)
Intake Effect of Wait Times on Intake Evaluation Rate (in 1 view)XIntake Effect of Wait Times on Intake Evaluation Rate (in 1 view)
Intake Effect of Work Pressure on Overtime (in 1 view)XIntake Effect of Work Pressure on Overtime (in 1 view)
Intake Evaluation Rate (in 1 view)XIntake Evaluation Rate (in 1 view)
Intake Hours for Calculating Total Official Team Hours (in 1 view)XIntake Hours for Calculating Total Official Team Hours (in 1 view)
Intake Intake Evaluation Wait Time (in 1 view)XIntake Intake Evaluation Wait Time (in 1 view)
Intake Maximum Completion Rate (in 1 view)XIntake Maximum Completion Rate (in 1 view)
Intake Maximum Start Rate Intake (in 1 view)XIntake Maximum Start Rate Intake (in 1 view)
Intake Minimum Time to Schedule (in 1 view)XIntake Minimum Time to Schedule (in 1 view)
Intake New Pt Appts / week (in 1 view)XIntake New Pt Appts / week (in 1 view)
Intake Official Hours Available for Service (in 1 view)XIntake Official Hours Available for Service (in 1 view)
Intake Patient Start Rate (in 1 view)XIntake Patient Start Rate (in 1 view)
Intake Patients per Appointment (in 1 view)XIntake Patients per Appointment (in 1 view)
Intake Potential Completion Rate (in 1 view)XIntake Potential Completion Rate (in 1 view)
Intake Rescheduling Rate (in 1 view)XIntake Rescheduling Rate (in 1 view)
Intake Sensitivity of Intake Evaluation Rate to Wait Times (in 1 view)XIntake Sensitivity of Intake Evaluation Rate to Wait Times (in 1 view)
Intake Time per Appointment (in 1 view)XIntake Time per Appointment (in 1 view)
Intake Time to Perceive Intake Evaluation Wait Times (in 1 view)XIntake Time to Perceive Intake Evaluation Wait Times (in 1 view)
Intake True Missed Appointment Rate (in 1 view)XIntake True Missed Appointment Rate (in 1 view)
Intake Work Pressure (in 1 view)XIntake Work Pressure (in 1 view)
Long-Term Overtime (in 1 view)XLong-Term Overtime (in 1 view)
Minimum RVI (in 1 view)XMinimum RVI (in 1 view)
Minimum Time to Schedule (in 1 view)XMinimum Time to Schedule (in 1 view)
MM % of Hours per Service (in 1 view)XMM % of Hours per Service (in 1 view)
MM Actual Engagement Time (in 1 view)XMM Actual Engagement Time (in 1 view)
MM Actual Hours Available for Service (in 1 view)XMM Actual Hours Available for Service (in 1 view)
MM Actual Return Visit Interval (in 1 view)XMM Actual Return Visit Interval (in 1 view)
MM Actual Service Capacity (in 1 view)XMM Actual Service Capacity (in 1 view)
MM Actual True Missed Appointment % (in 1 view)XMM Actual True Missed Appointment % (in 1 view)
MM Appointment Rate for Service Capacity (in 1 view)XMM Appointment Rate for Service Capacity (in 1 view)
MM Appointments (in 1 view)XMM Appointments (in 1 view)
MM Appointments to Reschedule (in 1 view)XMM Appointments to Reschedule (in 1 view)
MM Booking Rate (in 1 view)XMM Booking Rate (in 1 view)
MM Completing Rate (in 1 view)XMM Completing Rate (in 1 view)
MM Current Pt Appts / week (in 1 view)XMM Current Pt Appts / week (in 1 view)
MM Delay to Starting Service (in 1 view)XMM Delay to Starting Service (in 1 view)
MM Demand per Patient per Week (in 1 view)XMM Demand per Patient per Week (in 1 view)
MM Desired Clinical Hours (in 1 view)XMM Desired Clinical Hours (in 1 view)
MM Desired Completion Rate (in 1 view)XMM Desired Completion Rate (in 1 view)
MM Difference between Actual and Acceptable Start Delays (in 1 view)XMM Difference between Actual and Acceptable Start Delays (in 1 view)
MM Difference between Actual and Standard RVI (in 1 view)XMM Difference between Actual and Standard RVI (in 1 view)
MM Effect of Care Delays on Treatment Decisions (in 1 view)XMM Effect of Care Delays on Treatment Decisions (in 1 view)
MM Effect of RVI Delays on Treatment Decisions (in 1 view)XMM Effect of RVI Delays on Treatment Decisions (in 1 view)
MM Effect of Start Delays on Treatment Decisions (in 1 view)XMM Effect of Start Delays on Treatment Decisions (in 1 view)
MM Effect of Work Pressure on Overtime (in 1 view)XMM Effect of Work Pressure on Overtime (in 1 view)
MM Effect of Work Pressure on Scheduled Return Visit Interval (in 1 view)XMM Effect of Work Pressure on Scheduled Return Visit Interval (in 1 view)
MM Ending Service Rate (in 1 view)XMM Ending Service Rate (in 1 view)
MM Engagement Duration (in 1 view)XMM Engagement Duration (in 1 view)
MM Hours for Calculating Total Official Team Hours (in 1 view)XMM Hours for Calculating Total Official Team Hours (in 1 view)
MM Initial Patients (in 1 view)XMM Initial Patients (in 1 view)
MM Maximum Completion Rate (in 1 view)XMM Maximum Completion Rate (in 1 view)
MM Maximum Start Rate Service (in 1 view)XMM Maximum Start Rate Service (in 1 view)
MM Official Hours Available for Service (in 1 view)XMM Official Hours Available for Service (in 1 view)
MM Patient Start Rate (in 1 view)XMM Patient Start Rate (in 1 view)
MM Patients in Service (in 1 view)XMM Patients in Service (in 1 view)
MM Patients per Appointment (in 1 view)XMM Patients per Appointment (in 1 view)
MM Patients w AUD (in 1 view)XMM Patients w AUD (in 1 view)
MM Patients w DEP (in 1 view)XMM Patients w DEP (in 1 view)
MM Patients w Other Needs (in 1 view)XMM Patients w Other Needs (in 1 view)
MM Patients w OUD (in 1 view)XMM Patients w OUD (in 1 view)
MM Patients w PTSD (in 1 view)XMM Patients w PTSD (in 1 view)
MM Patients Waiting to Start a Service (in 1 view)XMM Patients Waiting to Start a Service (in 1 view)
MM Potential Completion Rate (in 1 view)XMM Potential Completion Rate (in 1 view)
MM Rescheduling Rate (in 1 view)XMM Rescheduling Rate (in 1 view)
MM RVI (in 1 view)XMM RVI (in 1 view)
MM RVI used when Completing (in 1 view)XMM RVI used when Completing (in 1 view)
MM Scheduled Return Visit Interval (in 1 view)XMM Scheduled Return Visit Interval (in 1 view)
MM Service Proportions (in 1 view)XMM Service Proportions (in 1 view)
MM Service Proportions Balanced Across Team Variables (in 1 view)XMM Service Proportions Balanced Across Team Variables (in 1 view)
MM Starting a Service Rate (in 1 view)XMM Starting a Service Rate (in 1 view)
MM Starting a Service w AUD (in 1 view)XMM Starting a Service w AUD (in 1 view)
MM Starting a Service w DEP (in 1 view)XMM Starting a Service w DEP (in 1 view)
MM Starting a Service w Other Needs (in 1 view)XMM Starting a Service w Other Needs (in 1 view)
MM Starting a Service w OUD (in 1 view)XMM Starting a Service w OUD (in 1 view)
MM Starting a Service w PTSD (in 1 view)XMM Starting a Service w PTSD (in 1 view)
MM Time per Appointment (in 1 view)XMM Time per Appointment (in 1 view)
MM Treatment Decision Rate (in 1 view)XMM Treatment Decision Rate (in 1 view)
MM True Missed Appointment Rate (in 1 view)XMM True Missed Appointment Rate (in 1 view)
MM Work Pressure (in 1 view)XMM Work Pressure (in 1 view)
Patients Waiting for Intake Evaluation (in 1 view)XPatients Waiting for Intake Evaluation (in 1 view)
PSY % of Hours per Service (in 1 view)XPSY % of Hours per Service (in 1 view)
PSY Actual Engagement Time (in 1 view)XPSY Actual Engagement Time (in 1 view)
PSY Actual Hours Available for Service (in 1 view)XPSY Actual Hours Available for Service (in 1 view)
PSY Actual Return Visit Interval (in 1 view)XPSY Actual Return Visit Interval (in 1 view)
PSY Actual Service Capacity (in 1 view)XPSY Actual Service Capacity (in 1 view)
PSY Actual True Missed Appointment % (in 1 view)XPSY Actual True Missed Appointment % (in 1 view)
PSY Appointment Rate for Service Capacity (in 1 view)XPSY Appointment Rate for Service Capacity (in 1 view)
PSY Appointments (in 1 view)XPSY Appointments (in 1 view)
PSY Appointments to Reschedule (in 1 view)XPSY Appointments to Reschedule (in 1 view)
PSY Booking Rate (in 1 view)XPSY Booking Rate (in 1 view)
PSY Completing Rate (in 1 view)XPSY Completing Rate (in 1 view)
PSY Current Pt Appts / week (in 1 view)XPSY Current Pt Appts / week (in 1 view)
PSY Delay to Starting Service (in 1 view)XPSY Delay to Starting Service (in 1 view)
PSY Demand per Patient per Week (in 1 view)XPSY Demand per Patient per Week (in 1 view)
PSY Desired Clinical Hours (in 1 view)XPSY Desired Clinical Hours (in 1 view)
PSY Desired Completion Rate (in 1 view)XPSY Desired Completion Rate (in 1 view)
PSY Difference between Actual and Acceptable Start Delays (in 1 view)XPSY Difference between Actual and Acceptable Start Delays (in 1 view)
PSY Difference between Actual and Standard RVI (in 1 view)XPSY Difference between Actual and Standard RVI (in 1 view)
PSY Effect of Care Delays on Treatment Decisions (in 1 view)XPSY Effect of Care Delays on Treatment Decisions (in 1 view)
PSY Effect of RVI Delays on Treatment Decisions (in 1 view)XPSY Effect of RVI Delays on Treatment Decisions (in 1 view)
PSY Effect of Start Delays on Treatment Decisions (in 1 view)XPSY Effect of Start Delays on Treatment Decisions (in 1 view)
PSY Effect of Work Pressure on Overtime (in 1 view)XPSY Effect of Work Pressure on Overtime (in 1 view)
PSY Effect of Work Pressure on Scheduled Return Visit Interval (in 1 view)XPSY Effect of Work Pressure on Scheduled Return Visit Interval (in 1 view)
PSY Ending Service Rate (in 1 view)XPSY Ending Service Rate (in 1 view)
PSY Engagement Duration (in 1 view)XPSY Engagement Duration (in 1 view)
PSY Hours for Calculating Total Official Team Hours (in 1 view)XPSY Hours for Calculating Total Official Team Hours (in 1 view)
PSY Initial Patients (in 1 view)XPSY Initial Patients (in 1 view)
PSY Maximum Completion Rate (in 1 view)XPSY Maximum Completion Rate (in 1 view)
PSY Maximum Start Rate Service (in 1 view)XPSY Maximum Start Rate Service (in 1 view)
PSY Official Hours Available for Service (in 1 view)XPSY Official Hours Available for Service (in 1 view)
PSY Patient Start Rate (in 1 view)XPSY Patient Start Rate (in 1 view)
PSY Patients in Service (in 1 view)XPSY Patients in Service (in 1 view)
PSY Patients per Appointment (in 1 view)XPSY Patients per Appointment (in 1 view)
PSY Patients w AUD (in 1 view)XPSY Patients w AUD (in 1 view)
PSY Patients w DEP (in 1 view)XPSY Patients w DEP (in 1 view)
PSY Patients w Other Needs (in 1 view)XPSY Patients w Other Needs (in 1 view)
PSY Patients w OUD (in 1 view)XPSY Patients w OUD (in 1 view)
PSY Patients w PTSD (in 1 view)XPSY Patients w PTSD (in 1 view)
PSY Patients Waiting to Start a Service (in 1 view)XPSY Patients Waiting to Start a Service (in 1 view)
PSY Potential Completion Rate (in 1 view)XPSY Potential Completion Rate (in 1 view)
PSY Rescheduling Rate (in 1 view)XPSY Rescheduling Rate (in 1 view)
PSY RVI (in 1 view)XPSY RVI (in 1 view)
PSY RVI used when Completing (in 1 view)XPSY RVI used when Completing (in 1 view)
PSY Scheduled Return Visit Interval (in 1 view)XPSY Scheduled Return Visit Interval (in 1 view)
PSY Service Proportions (in 1 view)XPSY Service Proportions (in 1 view)
PSY Service Proportions Balanced Across Team Variables (in 1 view)XPSY Service Proportions Balanced Across Team Variables (in 1 view)
PSY Starting a Service Rate (in 1 view)XPSY Starting a Service Rate (in 1 view)
PSY Starting a Service w AUD (in 1 view)XPSY Starting a Service w AUD (in 1 view)
PSY Starting a Service w DEP (in 1 view)XPSY Starting a Service w DEP (in 1 view)
PSY Starting a Service w Other Needs (in 1 view)XPSY Starting a Service w Other Needs (in 1 view)
PSY Starting a Service w OUD (in 1 view)XPSY Starting a Service w OUD (in 1 view)
PSY Starting a Service w PTSD (in 1 view)XPSY Starting a Service w PTSD (in 1 view)
PSY Time per Appointment (in 1 view)XPSY Time per Appointment (in 1 view)
PSY Treatment Decision Rate (in 1 view)XPSY Treatment Decision Rate (in 1 view)
PSY True Missed Appointment Rate (in 1 view)XPSY True Missed Appointment Rate (in 1 view)
PSY Work Pressure (in 1 view)XPSY Work Pressure (in 1 view)
Review Rate (in 1 view)XReview Rate (in 1 view)
SAVEPER (in 0 views) SAVEPER (in 0 views)
Sensitivity of Overtime to Work Pressure (in 1 view)XSensitivity of Overtime to Work Pressure (in 1 view)
Sensitivity of Patient's Engagement Time to Provider Fatigue (in 1 view)XSensitivity of Patient's Engagement Time to Provider Fatigue (in 1 view)
Sensitivity of Scheduled Return Visit Interval to Work Pressure (in 1 view)XSensitivity of Scheduled Return Visit Interval to Work Pressure (in 1 view)
Sensitivity of Staff Burnout Due to Long-Term Overtime (in 1 view)XSensitivity of Staff Burnout Due to Long-Term Overtime (in 1 view)
Sensitivity of Staff Missed Appointments Due to Short-Term Overtime (in 1 view)XSensitivity of Staff Missed Appointments Due to Short-Term Overtime (in 1 view)
Sensitivity of Treatment Decisions to Existing Patient Care Delays (in 1 view)XSensitivity of Treatment Decisions to Existing Patient Care Delays (in 1 view)
Short-Term Overtime (in 1 view)XShort-Term Overtime (in 1 view)
TIME STEP (in 0 views) TIME STEP (in 0 views)
Time to Change Scheduled RVI (in 1 view)XTime to Change Scheduled RVI (in 1 view)
Time to Change Staff Hours (in 1 view)XTime to Change Staff Hours (in 1 view)
Time to Perceive Internal Delays (in 1 view)XTime to Perceive Internal Delays (in 1 view)
Time to Reschedule (in 1 view)XTime to Reschedule (in 1 view)
Total Actual Hours Available for Service (in 1 view)XTotal Actual Hours Available for Service (in 1 view)
Total Appt. Supply (in 1 view)XTotal Appt. Supply (in 1 view)
Total Patients in all Services (in 1 view)XTotal Patients in all Services (in 1 view)
Total Patients w AUD (in 1 view)XTotal Patients w AUD (in 1 view)
Total Patients w DEP (in 1 view)XTotal Patients w DEP (in 1 view)
Total Patients w Other Needs (in 1 view)XTotal Patients w Other Needs (in 1 view)
Total Patients w OUD (in 1 view)XTotal Patients w OUD (in 1 view)
Total Patients w PTSD (in 1 view)XTotal Patients w PTSD (in 1 view)
Total Starting any Service (in 1 view)XTotal Starting any Service (in 1 view)
Total Starting any Service w AUD (in 1 view)XTotal Starting any Service w AUD (in 1 view)
Total Starting any Service w DEP (in 1 view)XTotal Starting any Service w DEP (in 1 view)
Total Starting any Service w Other Needs (in 1 view)XTotal Starting any Service w Other Needs (in 1 view)
Total Starting any Service w OUD (in 1 view)XTotal Starting any Service w OUD (in 1 view)
Total Starting any Service w PTSD (in 1 view)XTotal Starting any Service w PTSD (in 1 view)
User Adjunctive Appointment Supply (in 1 view)XUser Adjunctive Appointment Supply (in 1 view)
User Adjunctive Engagement Duration (in 1 view)XUser Adjunctive Engagement Duration (in 1 view)
User Adjunctive Return Visit Interval (in 1 view)XUser Adjunctive Return Visit Interval (in 1 view)
User Adjunctive Service Proportions from Team Data (in 1 view)XUser Adjunctive Service Proportions from Team Data (in 1 view)
User Adjunctive True Missed Appointment % (in 1 view)XUser Adjunctive True Missed Appointment % (in 1 view)
User Balanced Mode (in 1 view)XUser Balanced Mode (in 1 view)
User CC Appointment Supply (in 1 view)XUser CC Appointment Supply (in 1 view)
User CC Engagement Duration (in 1 view)XUser CC Engagement Duration (in 1 view)
User CC Return Visit Interval (in 1 view)XUser CC Return Visit Interval (in 1 view)
User CC Service Proportions from Team Data (in 1 view)XUser CC Service Proportions from Team Data (in 1 view)
User CC True Missed Appointment % (in 1 view)XUser CC True Missed Appointment % (in 1 view)
User EBPsy Appointment Supply (in 1 view)XUser EBPsy Appointment Supply (in 1 view)
User EBPsy Engagement Duration (in 1 view)XUser EBPsy Engagement Duration (in 1 view)
User EBPsy Return Visit Interval (in 1 view)XUser EBPsy Return Visit Interval (in 1 view)
User EBPsy Service Proportions from Team Data (in 1 view)XUser EBPsy Service Proportions from Team Data (in 1 view)
User EBPsy True Missed Appointment % (in 1 view)XUser EBPsy True Missed Appointment % (in 1 view)
User Group Appointment Supply (in 1 view)XUser Group Appointment Supply (in 1 view)
User Group Engagement Duration (in 1 view)XUser Group Engagement Duration (in 1 view)
User Group Return Visit Interval (in 1 view)XUser Group Return Visit Interval (in 1 view)
User Group Service Proportions from Team Data (in 1 view)XUser Group Service Proportions from Team Data (in 1 view)
User Group True Missed Appointment % (in 1 view)XUser Group True Missed Appointment % (in 1 view)
User Intake Appointment Supply (in 1 view)XUser Intake Appointment Supply (in 1 view)
User Intake Intake Evaluation Rate (in 1 view)XUser Intake Intake Evaluation Rate (in 1 view)
User Intake True Missed Appointment % (in 1 view)XUser Intake True Missed Appointment % (in 1 view)
User MM Appointment Supply (in 1 view)XUser MM Appointment Supply (in 1 view)
User MM Engagement Duration (in 1 view)XUser MM Engagement Duration (in 1 view)
User MM Return Visit Interval (in 1 view)XUser MM Return Visit Interval (in 1 view)
User MM Service Proportions from Team Data (in 1 view)XUser MM Service Proportions from Team Data (in 1 view)
User MM True Missed Appointment % (in 1 view)XUser MM True Missed Appointment % (in 1 view)
User PSY Appointment Supply (in 1 view)XUser PSY Appointment Supply (in 1 view)
User PSY Engagement Duration (in 1 view)XUser PSY Engagement Duration (in 1 view)
User PSY Return Visit Interval (in 1 view)XUser PSY Return Visit Interval (in 1 view)
User PSY Service Proportions from Team Data (in 1 view)XUser PSY Service Proportions from Team Data (in 1 view)
User PSY True Missed Appointment % (in 1 view)XUser PSY True Missed Appointment % (in 1 view)
User Review Rate (in 1 view)XUser Review Rate (in 1 view)
Total:685:Total
 
View 1
 
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* Includes Time, if used in a view. Excludes variables not present in any view.

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Level Structure †

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Adjunctive Appointments = ∫Adjunctive Booking Rate+Adjunctive Rescheduling Rate-Adjunctive Completing Rate dt + [(Adjunctive Booking Rate)*(Adjunctive RVI)+ ((((Adjunctive Actual Hours Available for Service/Adjunctive Time per Appointment)*"Data True MISsed Appointment % -> Adjunct")*Adjunctive RVI))] -
Adjunctive Actual Hours Available for Service = Adjunctive Official Hours Available for Service*Adjunctive Effect of Work Pressure on Overtime -
Adjunctive Booking Rate = "Adjunctive Current Pt Appts / week" -
Adjunctive RVI = IF THEN ELSE(Time<0, "Data Return VISit Interval (median) -> Adjunct",IF THEN ELSE(User Adjunctive Return Visit Interval<1, "Data Return Visit Interval (median) -> Adjunct", User Adjunctive Return Visit Interval)) -
Adjunctive Time per Appointment = 1 -
    Adjunctive Completing Rate = QUANTUM(MIN(Adjunctive Maximum Completion Rate, MIN(Adjunctive Desired Completion Rate,Adjunctive Potential Completion Rate)),0.001) -
    Adjunctive Rescheduling Rate = QUANTUM(Adjunctive Appointments to Reschedule/Time to Reschedule,0.001) -

Adjunctive Appointments to Reschedule = ∫Adjunctive True Missed Appointment Rate-Adjunctive Rescheduling Rate dt + [Adjunctive True Missed Appointment Rate*Time to Reschedule] -
Adjunctive True Missed Appointment Rate = QUANTUM(MAX(Adjunctive Completing Rate*"Adjunctive Actual True Missed Appointment %",0),0.001) -
Time to Reschedule = 2 -

Adjunctive Patients in Service = ∫Adjunctive Starting a Service Rate-Adjunctive Ending Service Rate dt + [Adjunctive Initial Patients] -
Adjunctive Initial Patients = INITIAL(ZIDZ(Adjunctive Appointment Rate for Service Capacity , Adjunctive Demand per Patient per Week)) -
    Adjunctive Ending Service Rate = ZIDZ(Adjunctive Patients in Service , Adjunctive Actual Engagement Time) -
    Adjunctive Starting a Service Rate = MIN(Adjunctive Maximum Start Rate Service,Adjunctive Patient Start Rate) -

Adjunctive Patients Waiting to Start a Service = ∫Adjunctive Treatment Decision Rate-Adjunctive Starting a Service Rate dt + [Adjunctive Treatment Decision Rate*Acceptable Delay to Starting Service] -
Acceptable Delay to Starting Service = 1 -
Adjunctive Treatment Decision Rate = MAX((Intake Completion Rate+Review Rate)*Adjunctive Service Proportions*Adjunctive Effect of Care Delays on Treatment Decisions,0) -

CC Appointments = ∫CC Booking Rate+CC Rescheduling Rate-CC Completing Rate dt + [(CC Booking Rate)*(CC RVI)+ ((((CC Actual Hours Available for Service/CC Time per Appointment)*"Data True MISsed Appointment % -> CC")*CC RVI))] -
CC Actual Hours Available for Service = CC Official Hours Available for Service*CC Effect of Work Pressure on Overtime -
CC Booking Rate = "CC Current Pt Appts / week" -
CC RVI = IF THEN ELSE(Time<0, "Data Return VISit Interval (median) -> CC",IF THEN ELSE(User CC Return Visit Interval<1, "Data Return Visit Interval (median) -> CC", User CC Return Visit Interval)) -
CC Time per Appointment = 0.5 -
    CC Completing Rate = QUANTUM(MIN(CC Maximum Completion Rate, MIN(CC Desired Completion Rate,CC Potential Completion Rate)),0.001) -
    CC Rescheduling Rate = QUANTUM(CC Appointments to Reschedule/Time to Reschedule,0.001) -

CC Appointments to Reschedule = ∫CC True Missed Appointment Rate-CC Rescheduling Rate dt + [CC True Missed Appointment Rate*Time to Reschedule] -
CC True Missed Appointment Rate = QUANTUM(MAX(CC Completing Rate*"CC Actual True Missed Appointment %",0),0.001) -

CC Patients in Service = ∫CC Starting a Service Rate-CC Ending Service Rate dt + [CC Initial Patients] -
CC Initial Patients = INITIAL(ZIDZ(CC Appointment Rate for Service Capacity , CC Demand per Patient per Week)) -
    CC Ending Service Rate = ZIDZ(CC Patients in Service , CC Actual Engagement Time) -
    CC Starting a Service Rate = MIN(CC Maximum Start Rate Service,CC Patient Start Rate) -

CC Patients Waiting to Start a Service = ∫CC Treatment Decision Rate-CC Starting a Service Rate dt + [CC Treatment Decision Rate*Acceptable Delay to Starting Service] -
CC Treatment Decision Rate = MAX((Intake Completion Rate+Review Rate)*CC Service Proportions*CC Effect of Care Delays on Treatment Decisions,0) -

EBPsy Appointments = ∫EBPsy Booking Rate+EBPsy Rescheduling Rate-EBPsy Completing Rate dt + [(EBPsy Booking Rate)*(EBPsy RVI)+ ((((EBPsy Actual Hours Available for Service/EBPsy Time per Appointment)*"Data True MISsed Appointment % -> EBPsy")*EBPsy RVI))] -
EBPsy Actual Hours Available for Service = EBPsy Official Hours Available for Service*EBPsy Effect of Work Pressure on Overtime -
EBPsy Booking Rate = "EBPsy Current Pt Appts / week" -
EBPsy RVI = IF THEN ELSE(Time<0, "Data Return VISit Interval (median) -> EBPsy",IF THEN ELSE(User EBPsy Return Visit Interval<1, "Data Return Visit Interval (median) -> EBPsy", User EBPsy Return Visit Interval)) -
EBPsy Time per Appointment = 1 -
    EBPsy Completing Rate = QUANTUM(MIN(EBPsy Maximum Completion Rate, MIN(EBPsy Desired Completion Rate,EBPsy Potential Completion Rate)),0.001) -
    EBPsy Rescheduling Rate = QUANTUM(EBPsy Appointments to Reschedule/Time to Reschedule,0.001) -

EBPsy Appointments to Reschedule = ∫EBPsy True Missed Appointment Rate-EBPsy Rescheduling Rate dt + [EBPsy True Missed Appointment Rate*Time to Reschedule] -
EBPsy True Missed Appointment Rate = QUANTUM(MAX(EBPsy Completing Rate*"EBPsy Actual True Missed Appointment %",0),0.001) -

EBPsy Patients in Service = ∫EBPsy Starting a Service Rate-EBPsy Ending Service Rate dt + [EBPsy Initial Patients] -
EBPsy Initial Patients = INITIAL(ZIDZ(EBPsy Appointment Rate for Service Capacity , EBPsy Demand per Patient per Week)) -
    EBPsy Ending Service Rate = ZIDZ(EBPsy Patients in Service , EBPsy Actual Engagement Time) -
    EBPsy Starting a Service Rate = MIN(EBPsy Maximum Start Rate Service,EBPsy Patient Start Rate) -

EBPsy Patients Waiting to Start a Service = ∫EBPsy Treatment Decision Rate-EBPsy Starting a Service Rate dt + [EBPsy Treatment Decision Rate*Acceptable Delay to Starting Service] -
EBPsy Treatment Decision Rate = MAX((Intake Completion Rate+Review Rate)*EBPsy Service Proportions*EBPsy Effect of Care Delays on Treatment Decisions,0) -

Group Appointments = ∫Group Booking Rate+Group Rescheduling Rate-Group Completing Rate dt + [(Group Booking Rate)*(Group RVI)+ ((((Group Actual Hours Available for Service/Group Time per Appointment)*"Data True MISsed Appointment % -> Group")*Group RVI))] -
Group Actual Hours Available for Service = Group Official Hours Available for Service*Group Effect of Work Pressure on Overtime -
Group Booking Rate = "Group Current Pt Appts / week" -
Group RVI = IF THEN ELSE(Time<0, "Data Return VISit Interval (median) -> Group",IF THEN ELSE(User Group Return Visit Interval<1, "Data Return Visit Interval (median) -> Group", User Group Return Visit Interval)) -
Group Time per Appointment = 1 -
    Group Completing Rate = QUANTUM(MIN(Group Maximum Completion Rate, MIN(Group Desired Completion Rate,Group Potential Completion Rate)),0.001) -
    Group Rescheduling Rate = QUANTUM(Group Appointments to Reschedule/Time to Reschedule,0.001) -

Group Appointments to Reschedule = ∫Group True Missed Appointment Rate-Group Rescheduling Rate dt + [Group True Missed Appointment Rate*Time to Reschedule] -
Group True Missed Appointment Rate = QUANTUM(MAX(Group Completing Rate*"Group Actual True Missed Appointment %",0),0.001) -

Group Patients in Service = ∫Group Starting a Service Rate-Group Ending Service Rate dt + [Group Initial Patients] -
Group Initial Patients = INITIAL(ZIDZ(Group Appointment Rate for Service Capacity , Group Demand per Patient per Week)) -
    Group Ending Service Rate = ZIDZ(Group Patients in Service , Group Actual Engagement Time) -
    Group Starting a Service Rate = MIN(Group Maximum Start Rate Service,Group Patient Start Rate) -

Group Patients Waiting to Start a Service = ∫Group Treatment Decision Rate-Group Starting a Service Rate dt + [Group Treatment Decision Rate*Acceptable Delay to Starting Service] -
Group Treatment Decision Rate = MAX((Intake Completion Rate+Review Rate)*Group Service Proportions*Group Effect of Care Delays on Treatment Decisions,0) -

Intake Appointments = ∫Intake Booking Rate+Intake Rescheduling Rate-Intake Completing Rate dt + [Intake Booking Rate*"Data Return VISit Interval (median) -> Intake"] -
Intake Booking Rate = QUANTUM("Intake New Pt Appts / week",0.001) -
    Intake Completing Rate = QUANTUM(MIN(Intake Maximum Completion Rate, MIN(Intake Desired Completion Rate,Intake Potential Completion Rate)),0.001) -
    Intake Rescheduling Rate = Intake Appointments to Reschedule/Time to Reschedule -

Intake Appointments to Reschedule = ∫Intake True Missed Appointment Rate-Intake Rescheduling Rate dt + [Intake True Missed Appointment Rate*Time to Reschedule] -
Intake True Missed Appointment Rate = QUANTUM(MAX(Intake Completing Rate*"Intake Actual True Missed Appointment %",0),0.001) -

MM Appointments = ∫MM Booking Rate+MM Rescheduling Rate-MM Completing Rate dt + [(MM Booking Rate)*(MM RVI)+ ((((MM Actual Hours Available for Service/MM Time per Appointment)*"Data True MISsed Appointment % -> MM")*MM RVI))] -
MM Actual Hours Available for Service = MM Official Hours Available for Service*MM Effect of Work Pressure on Overtime -
MM Booking Rate = "MM Current Pt Appts / week" -
MM RVI = IF THEN ELSE(Time<0, "Data Return VISit Interval (median) -> MM",IF THEN ELSE(User MM Return Visit Interval<1, "Data Return Visit Interval (median) -> MM", User MM Return Visit Interval)) -
MM Time per Appointment = 0.5 -
    MM Completing Rate = QUANTUM(MIN(MM Maximum Completion Rate, MIN(MM Desired Completion Rate,MM Potential Completion Rate)),0.001) -
    MM Rescheduling Rate = QUANTUM(MM Appointments to Reschedule/Time to Reschedule,0.001) -

MM Appointments to Reschedule = ∫MM True Missed Appointment Rate-MM Rescheduling Rate dt + [MM True Missed Appointment Rate*Time to Reschedule] -
MM True Missed Appointment Rate = QUANTUM(MAX(MM Completing Rate*"MM Actual True Missed Appointment %",0),0.001) -

MM Patients in Service = ∫MM Starting a Service Rate-MM Ending Service Rate dt + [MM Initial Patients] -
MM Initial Patients = INITIAL(ZIDZ(MM Appointment Rate for Service Capacity , MM Demand per Patient per Week)) -
    MM Ending Service Rate = ZIDZ(MM Patients in Service , MM Actual Engagement Time) -
    MM Starting a Service Rate = MIN(MM Maximum Start Rate Service,MM Patient Start Rate) -

MM Patients Waiting to Start a Service = ∫MM Treatment Decision Rate-MM Starting a Service Rate dt + [MM Treatment Decision Rate*Acceptable Delay to Starting Service] -
MM Treatment Decision Rate = MAX((Intake Completion Rate+Review Rate)*MM Service Proportions*MM Effect of Care Delays on Treatment Decisions,0) -

Patients Waiting for Intake Evaluation = ∫-Intake Completion Rate+Intake Evaluation Rate dt + [Intake Evaluation Rate*Acceptable Delay to Starting Service] -
Intake Evaluation Rate = MAX(IF THEN ELSE(Time<0,Intake Appropriate Intake Evaluations for Supply,IF THEN ELSE(User Intake Intake Evaluation Rate<0,Intake Appropriate Intake Evaluations for Supply,User Intake Intake Evaluation Rate))*Intake Effect of Wait Times on Intake Evaluation Rate,0) -
    Intake Completion Rate = MIN(Intake Maximum Start Rate Intake,Intake Patient Start Rate) -

PSY Appointments = ∫PSY Booking Rate+PSY Rescheduling Rate-PSY Completing Rate dt + [(PSY Booking Rate)*(PSY RVI)+ ((((PSY Actual Hours Available for Service/PSY Time per Appointment)*"Data True MISsed Appointment % -> PSY")*PSY RVI))] -
PSY Actual Hours Available for Service = PSY Official Hours Available for Service*PSY Effect of Work Pressure on Overtime -
PSY Booking Rate = "PSY Current Pt Appts / week" -
PSY RVI = IF THEN ELSE(Time<0, "Data Return VISit Interval (median) -> PSY",IF THEN ELSE(User PSY Return Visit Interval<1, "Data Return Visit Interval (median) -> PSY", User PSY Return Visit Interval)) -
PSY Time per Appointment = 1 -
    PSY Completing Rate = MIN(PSY Maximum Completion Rate, MIN(PSY Desired Completion Rate,PSY Potential Completion Rate)) -
    PSY Rescheduling Rate = PSY Appointments to Reschedule/Time to Reschedule -

PSY Appointments to Reschedule = ∫PSY True Missed Appointment Rate-PSY Rescheduling Rate dt + [PSY True Missed Appointment Rate*Time to Reschedule] -
PSY True Missed Appointment Rate = MAX(PSY Completing Rate*"PSY Actual True Missed Appointment %",0) -

PSY Patients in Service = ∫PSY Starting a Service Rate-PSY Ending Service Rate dt + [PSY Initial Patients] -
PSY Initial Patients = INITIAL(ZIDZ(PSY Appointment Rate for Service Capacity , PSY Demand per Patient per Week)) -
    PSY Ending Service Rate = ZIDZ(PSY Patients in Service , PSY Actual Engagement Time) -
    PSY Starting a Service Rate = MIN(PSY Maximum Start Rate Service,PSY Patient Start Rate) -

PSY Patients Waiting to Start a Service = ∫PSY Treatment Decision Rate-PSY Starting a Service Rate dt + [PSY Treatment Decision Rate*Acceptable Delay to Starting Service] -
PSY Treatment Decision Rate = MAX((Intake Completion Rate+Review Rate)*PSY Service Proportions*PSY Effect of Care Delays on Treatment Decisions,0) -

†  Level Structure Report still under development. -

-
- -

List of 106 Equations with Dimensionless Units

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Module
Group
Type
Variable
Defaultagg i v15 2024 7 23A"Adjunctive % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23A"Adjunctive Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Difference between Actual and Acceptable Start Delays (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Difference between Actual and Standard RVI (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23AAdjunctive Work Pressure (Dmnl)
Defaultagg i v15 2024 7 23A"CC % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23A"CC Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23ACC Difference between Actual and Acceptable Start Delays (Dmnl)
Defaultagg i v15 2024 7 23ACC Difference between Actual and Standard RVI (Dmnl)
Defaultagg i v15 2024 7 23ACC Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23ACC Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23ACC Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23ACC Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23ACC Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23ACC Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23ACC Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23ACC Work Pressure (Dmnl)
Defaultagg i v15 2024 7 23C"Data Appointment Supply (Total)"
Defaultagg i v15 2024 7 23ADifference between Excess and Official Team Hours (Dmnl)
Defaultagg i v15 2024 7 23A"EBPsy % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23A"EBPsy Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Difference between Actual and Acceptable Start Delays (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Difference between Actual and Standard RVI (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23AEBPsy Work Pressure (Dmnl)
Defaultagg i v15 2024 7 23AEffect of Fatigue on Patient's Engagement Time (Dmnl)
Defaultagg i v15 2024 7 23A"Effect of Long-Term Overtime on Burnout" (Dmnl)
Defaultagg i v15 2024 7 23A"Effect of Short-Term Overtime on Missed Appointments" (Dmnl)
Defaultagg i v15 2024 7 23A"Group % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23A"Group Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23AGroup Difference between Actual and Acceptable Start Delays (Dmnl)
Defaultagg i v15 2024 7 23AGroup Difference between Actual and Standard RVI (Dmnl)
Defaultagg i v15 2024 7 23AGroup Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AGroup Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AGroup Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AGroup Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23AGroup Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23AGroup Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23AGroup Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23AGroup Work Pressure (Dmnl)
Defaultagg i v15 2024 7 23A"Intake % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23A"Intake Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23AIntake Difference between Intake Eval Wait Times (Dmnl)
Defaultagg i v15 2024 7 23AIntake Effect of Wait Times on Intake Evaluation Rate (Dmnl)
Defaultagg i v15 2024 7 23AIntake Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23GIntake Sensitivity of Intake Evaluation Rate to Wait Times (Dmnl [0,2,0.1])
Defaultagg i v15 2024 7 23AIntake Work Pressure (Dmnl)
Defaultagg i v15 2024 7 23SM"Long-Term Overtime" (Dmnl)
Defaultagg i v15 2024 7 23A"MM % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23A"MM Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23AMM Difference between Actual and Acceptable Start Delays (Dmnl)
Defaultagg i v15 2024 7 23AMM Difference between Actual and Standard RVI (Dmnl)
Defaultagg i v15 2024 7 23AMM Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AMM Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AMM Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23AMM Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23AMM Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23AMM Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23AMM Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23AMM Work Pressure (Dmnl)
Defaultagg i v15 2024 7 23A"PSY % of Hours per Service" (Dmnl)
Defaultagg i v15 2024 7 23A"PSY Actual True Missed Appointment %" (Dmnl)
Defaultagg i v15 2024 7 23APSY Difference between Actual and Acceptable Start Delays (Dmnl)
Defaultagg i v15 2024 7 23APSY Difference between Actual and Standard RVI (Dmnl)
Defaultagg i v15 2024 7 23APSY Effect of Care Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23APSY Effect of RVI Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23APSY Effect of Start Delays on Treatment Decisions (Dmnl)
Defaultagg i v15 2024 7 23APSY Effect of Work Pressure on Overtime (Dmnl)
Defaultagg i v15 2024 7 23APSY Effect of Work Pressure on Scheduled Return Visit Interval (Dmnl)
Defaultagg i v15 2024 7 23APSY Service Proportions (Dmnl)
Defaultagg i v15 2024 7 23APSY Service Proportions Balanced Across Team Variables (Dmnl)
Defaultagg i v15 2024 7 23APSY Work Pressure (Dmnl)
Defaultagg i v15 2024 7 23GSensitivity of Overtime to Work Pressure (Dmnl [0,2,0.1])
Defaultagg i v15 2024 7 23GSensitivity of Patient's Engagement Time to Provider Fatigue (Dmnl [0,2,0.1])
Defaultagg i v15 2024 7 23GSensitivity of Scheduled Return Visit Interval to Work Pressure (Dmnl [0,2,0.1])
Defaultagg i v15 2024 7 23G"Sensitivity of Staff Burnout Due to Long-Term Overtime" (Dmnl [0,2,0.1])
Defaultagg i v15 2024 7 23G"Sensitivity of Staff Missed Appointments Due to Short-Term Overtime" (Dmnl [0,2,0.1])
Defaultagg i v15 2024 7 23GSensitivity of Treatment Decisions to Existing Patient Care Delays (Dmnl [0,2,0.1])
Defaultagg i v15 2024 7 23SM"Short-Term Overtime" (Dmnl)
Defaultagg i v15 2024 7 23GUser Adjunctive Service Proportions from Team Data (Dmnl [-1,1,0.01])
Defaultagg i v15 2024 7 23G"User Adjunctive True Missed Appointment %" (Dmnl [-1,1,0.01])
Defaultagg i v15 2024 7 23GUser Balanced Mode (Dmnl [0,1,1])
Defaultagg i v15 2024 7 23GUser CC Service Proportions from Team Data (Dmnl [-1,1,0.01])
Defaultagg i v15 2024 7 23G"User CC True Missed Appointment %" (Dmnl [-1,1,0.01])
Defaultagg i v15 2024 7 23GUser EBPsy Service Proportions from Team Data (Dmnl [-1,1,0.01])
Defaultagg i v15 2024 7 23G"User EBPsy True Missed Appointment %" (Dmnl [-1,1,0.01])
Defaultagg i v15 2024 7 23GUser Group Service Proportions from Team Data (Dmnl [-1,1,0.01])
Defaultagg i v15 2024 7 23G"User Group True Missed Appointment %" (Dmnl [-1,1,0.01])
Defaultagg i v15 2024 7 23G"User Intake True Missed Appointment %" (Dmnl [-1,1,0.01])
Defaultagg i v15 2024 7 23GUser MM Service Proportions from Team Data (Dmnl [-1,1,0.01])
Defaultagg i v15 2024 7 23G"User MM True Missed Appointment %" (Dmnl [-1,1,0.01])
Defaultagg i v15 2024 7 23GUser PSY Service Proportions from Team Data (Dmnl [-1,1,0.01])
Defaultagg i v15 2024 7 23G"User PSY True Missed Appointment %" (Dmnl [-1,1,0.01])
-
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Documentation of agg_i_v15_2024_7_23

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