Key Performance Indicators

Quantifying value added for our clients

MRM is a “data driven organization”- at every level! Our value added promise is backed by detailed client specific “key performance indicator reports” delivered to every client. We don’t just promise value added we prove it through data analysis and reporting.

MRM has had thousands of participants enrolled in our risk management programs. We collect data from these participants after every educational encounter and utilize these data to refine and improve our programs.

1. Pre/Post Test | 2. Attitudinal Response | 3. Behavior Change | 4. Claims Reduction | 5. Return on Investment | 6. ACGME Core Competencies

KPI 1: Pre/Post Test

This measures the core knowledge of each participant regarding the fundamentals of Risk Management.
The online test is administered prior to the start of the program and then at the end of each program year to determine the improvement in core knowledge as well as identify areas that require further focus.
UConn Residency Pre/Post Test improvement
This graph shows the Pre/post test score improvement year over year for the UConn Integrated residency and fellowship training programs enrolled in MRM’s risk management training activities.
These data clearly indicate a significant improvement in the participants' knowledge base of risk management issues.

KPI 2: Attitudinal Response

In order to maximize the value of any educational experience and create sustainable behavior modification it is important to make the educational experience enjoyable for the participant.
With this in mind MRM conducts post activity evaluations for each participant. We refine the educational experience based upon the evaluation results.
MRM's adherence to specialty specific case based learning has resulted in extremely favorable responses in this category across all specialties, clinical positions and managerial participants.
Following each live event, MRM garners feedback from the audience. The purpose of these evaluations is to measure participants' receptivity to the educational content.
To date, 95% of participants believe these sessions should be an annual component of their continued education.
Additionally, 98% of participants believe there are risk management interventions that could be implemented at their practice that would mitigate some of the exposures outlined in the education.
Evaluation QuestionResults
Value of Presentation, (0-5)4.54
Should Risk Management be an annual lecture?95.0%
Was this RM Session worth your time?98.1%
Was this Session relevant to your practice?95.9%
Mostly or Completely

KPI 3: Audited Behavior Change

The ultimate value of the MRM program resides in sustainable behavior modification which results in lower malpractice exposures and improved patient safety.
MRM utilizes several measures which collectively provide evidence of sustained behavior changes. These measures include:
  1. Evaluations - conducted at the end of each education modality- identifies the degree of behavior change the participant expects to occur based upon lessons learned in the session.
  2. Self-Assessment Questionnaires - conducted at the end of each program year- these self assessments measure the “actual and specific” behavior changes that the participant made as a result of their Risk management program.
  3. Risk Management Audits - These scheduled audits occur annually or on an activity specific basis. These audits are targeted at measuring the actual behavior change that has occurred based upon the malpractice/risk exposure.
Specialty Children's Hosptial Pre- Post-Test Improvement

KPI 4: Claims Reduction

A core of our three value propositions, MRM's education and practice change initiatives help their clients reduce claims, reduce premiums, and enhance patient safety.
To date, MRM clients have seen a staggering drop in malpractice claims brought against them.
Surgical Group Claims Reduction
Primary Care Group Claims Reduction

KPI 5: Return on Investment

Clients require a significant return on all investments. Risk management education and practice change initiatives are no exception. MRM measures the economic return on investment in several ways including:
  1. Premium Reductions - Actual reductions in annual malpractice premiums based upon lower claims and insurance losses related to risk management activities.
  2. Loss ratios - Improved loss ratios.
  3. Claims Reductions - Reduced claims and settlement values.
Medical Risk Management has played a vital role in our [risk management] (...) since 2003 our involvement in MRM's program has resulted in improved patient safety, a 70% reduction in malpractice claims and a premium reduction of almost 60% which has resulted in annual premium savings of over $3million dollars. The return on our investment has been extraordinary."

Jack Reed
CEO, ProHealth Physicians
Primary Care Group Claims Reduction Internal Med Family Practice Premium Reduction

Large Multi-Speciality Group's Premium Reduction

YearPremium Reduction
200811.9%
200919%
201025%
201135%
We have experienced a 35% reduction in our malpractice premiums! Our claims frequency has plummeted subsequent to our implementation of the [Risk Management Educational Program]."

Jeff Cohen, MD
President, Connecticut Surgical Group

KPI 6: ACGME Core Competencies

MRM’s comprehensive Risk Management approach follows the ACGME (Accreditation Council for Graduate Medical Education) Core Competenceis set by the Joint Commisson.
To learn more about the ACGME Core Competenceis please Click Here ».