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About Martin Marshall

Martin Marshall joined UCL in January 2012 as Professor of Healthcare Improvement and lead for Improvement Science London, a new initiative to promote the science of improvement across the three London Academic Health Science Centres.

He is also a Commissioner for the Care Quality Commission, the quality regulator for health and social care in the UK. Prior to his current role he was Clinical Director and Director of R&D at the Health Foundation between 2007 and 2012, Deputy Chief Medical Officer and Director General with responsibility for clinical quality and safety and medical education in the Department of Health from 2006 to 2007, and Head of the Division of Primary Care and Professor of General Practice at the National Primary Care Research and Development Centre, University of Manchester from 1999 to 2006.He has worked as general practitioner for over 20 years, currently in an inner city practice in South London, is a fellow of the Royal College of General Practitioners and chairs the College’s Ethics Committee. He is also a fellow of the Royal College of Physicians and the Faculty of Public Health Medicine and was awarded a CBE in the Queen’s Birthday Honours list in 2005 for Services to Health Care.

Martin’s main interest is developing the science of improvement, a practical science which aims to address the gap between what the evidence suggests should happen and what actually happens in clinical and managerial practice. He has published over 170 publications in the field of quality of care and has a particular interest in how information is used to support improvement, the public disclosure of data and organisational culture.

Key publications

Marshall M, Ovretveit J. Is it possible to improve quality and save money? BMJ Quality and Safety 2011;20:293-296

Marshall M, McLoughlin V. How do patients use information on healthcare providers? BMJ 2010;341:c5272 p1255-1257

Marshall M. James Mackenzie Lecture: Practice, politics and possibilities. Br J Gen Pract 2009; 59:605-612

Marshall M. Applying Quality improvement approaches to health care. BMJ 2009;339:b3411

Davies HTO, Mannion R, Jacobs R, Powell AE, Marshall MN Exploring the Relationship between Senior Management Team Culture and Hospital Performance Med Care Res Rev February 2007 64: 46-65doi:10.1177/1077558706296240

Checkland K, Marshall MN, Harrison S. Is the metaphor of ‘barriers to change’ useful in understanding implementation. Journal of Health Services Research and Policy 2007;12:95-100

Mannion R, Davies HTO, Marshall MN. The cultural characteristics of ‘high’ and ‘low’ performing hospitals; Evidence from the English NHS. Journal of Health Organisation and Management 2005;19:431-439

Marshall MN, Harrison S. It’s about more than money; financial incentives and internal motivation. Quality and Safety in Health Care 2005;14:4-5

Sheaff R, Marshall MN, Rogers A, Roland M, Sibbald B, Pickard S. Governmentality by Network in English Primary Healthcare. Social Policy and Administration 2004;38:89-103

Marshall MN, Davies HTO. Public release of information on quality of care: How are the health service and the public expected to respond? Journal of Health Services Research and Policy 2001;6:158-162

Marshall MN, Shekelle PG, Leatherman S, Brook RH. What do we expect to gain from the public release of performance data? A review of the evidence. JAMA 2000;283:1866-1874

Davies HTO, Marshall MN. Divided by a more than a common language; can we learn from the US health system? The Lancet 2000;355:336

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