Please note this page was last updated in 2019. Visit Marcus’ LinkedIn profile for more information.
Marcus is a Project Manager working on a Joint Outpatient Transformation Programme at Homerton University Hospital and City & Hackney CCG. He is responsible for identifying areas of outpatient improvement; implementing digital solutions; redesigning services to cut waste; and ensuring the right care is offered, at the right place and time.
Prior to his current role, Marcus worked in operational management in King’s College, St Thomas’ & Homerton Hospitals.
Read Marcus’ blog, where he writes about what he has learnt about a human approach in digitising a solution to an NHS problem.
You can also watch his blog where he shares his experience of what he learnt from the Digital Pioneer Fellowship programme and his advice for those thinking about applying.
Digital Pioneer Fellowship project: Developing a digital operational management tool to optimise clinical activity
Problem: A high number of outpatient clinics and theatres are cancelled by hospitals at short notice due to poor leave management. This exacerbates current capacity issues faced by services in the face of increasing demand, and results in potential delay of treatment to our patients.
Solution: Develop a digital operational management tool that optimises clinical activity and improves patient experience in outpatients and theatres, through an automated and robust leave management system that links in with direct clinical care.
Scale of the project: Although still in development, the project aims to have an impact on loss of income and clinical capacity enabling more efficient use of resources within the trust. Approx. 8.4k patients are affected by hospital initiated cancellations, and the solution aims to improve patient & clinician experience, mitigate potential delay on their treatment pathways and achieve efficiency savings through robust operational management of outpatient and surgical services.
- Patient satisfaction through reduction of hospital initiated cancellations. Clinician satisfaction through streamlined administrative processes around leave requests and clinical cover.
- Better control and oversight of staffing and activity levels through real time reporting and communication.
- Efficient operational management through optimisation of clinical resources
Progress to date: Currently in the process of developing tool. Ongoing discussions in the trust to pilot within some of the specialties to evaluate impact on clinical activity, patient and staff satisfaction.
Watch Marcus’ video blog about his experience of the programme.
“I joined the Fellowship programme because I had just started a new role as a Transformation Manager and it was recommend by an alumni.
The session on Evaluation helped me to think in a very different way about how to measure outcomes and impact. It has been really nice to have a network to approach people from different organisations. My mentor session that focussed on career development was very detailed and immensely helpful, generating a 5-year plan for both my innovation and my career.
The session that we had on Agile delivery has spurned my interest to find out more about Agile. During the time that I have been on the programme, my line manager has agreed to support me to pursue a formal project management course. People are approaching me to get involved in other transformation projects, and Junior doctors are interested in getting onto the programme.
The programme has helped me in terms of strategic thinking, it has opened my eyes to a lot of things my team and the department could work towards.” – Marcus Pradhan