Dr Mark White

Vice-President for Research, Innovation and Graduate Studies (SETU)

Mark White (PhD, MSc, MBS, Dip HE, FFNMRCSI, FCIPD, RGN) is the Vice President of Research, Innovation and Graduate studies at WIT.  This role has responsibility for developing and implementing the institute’s Research and Knowledge transfer strategy and oversees the direction and ongoing development of the Research, Innovation and Postgraduate support services at the institute, including the Research Support Unit (RSU), Arc Labs Innovation centre, the technology transfer office and the graduate studies’ office.  A key element of these focuses on ensuring that research resources and investments at all levels of the institute are directed towards maximising regional impact and enhancing the institute’s national and international profile.  Mark’s role has responsibility for creating and strengthening strategic partnerships with national and international academic institutions, national and EU research sponsors and government agencies. The role is responsible for the intellectual and financial sustainability of the institute’s research base.

Preceding his appointment at the institute, Mark worked as a Researcher and Senior Lecturer in the College of Medicine, Nursing and Health Science in the National University of Ireland (NUIG).  Prior to academia, Mark held a number of high profile, senior nursing positions in the Irish Health Service Executive (HSE).  As part of his executive experience he was seconded to the HSE’s ‘Programme for Health Service Improvement’, where he held an extensive national change and improvement portfolio including HR, Shared Services, Communication, Quality Improvement, Quality Assurance, Finance and E-health.  He continues to manage a high profile research portfolio of PhDs that are currently evaluating health service improvement in Ireland.

Mark trained as a Nurse in London in the late 1980s/early 1990s and graduated in 1993 from the London Guildhall University with an M.Sc. in Care, Policy and Management.  He held a joint Manager/Lecturer appointment with the PICU/NICU, Children’s Hospital in Lewisham and City University, London prior to his return to Ireland in 1998.  He graduated from Dublin City University with an MBS in HR strategies in 2005.

Mark completed his PhD at Waterford Institute of Technology (WIT) in 2015 which examined the role of ‘work-engagement’ in healthcare quality improvement. He was made an honorary research fellow in the department of Nursing in WIT in 2015 and was appointed to WIT’s governing body in November 2017.  Mark is also a fellow and board member of faculty of nursing and midwifery, Royal College of Surgeons since 2014. He is an NHS Improvement Fellow and a Fellow of the Chartered Institute of Personnel Development (CIPD).

Mark has worked on many large-scale, high-profile projects including the National Epilepsy Clinical Programme and recently led the very successful QI initiative ‘Productive Ward’, disseminating the Implementation/Evaluation lessons in a number of peer-reviewed publications and book chapters. His research interests include Quality Improvement, Implementation, and Compassion in Practice. He currently sits on a number of national/international research committees and is an editorial board member of the Journal of Research in Nursing (SAGE).

Linkedin: dr-mark-white-894aba61

Email: vpresearch@wit.ie

ORCID ID : 0000-0002-3947-3070

Publications:

1. Donohue, F., Doherty, C., Langan, Y., White, M., Morrow, S. and Hayes, C. (2013) Mortality due to SUDEP and Status Epilepticus.  Irish Medical Journal, 106 (3) p 91-93
2. White, M., Wells, J. S. G. and Butterworth, T. (2013) ‘ Leadership, A Key Element of Quality Improvement in Healthcare. Results from a literature review of ‘Lean-Healthcare’ and the Productive-Ward: Releasing-Time-to-Care Initiative. International Journal of Leadership in Public Services, 9 (3/4), p90-98.
3. White, M., Wells, J. S. G. and Butterworth, T. (2014) ‘The Productive Ward: Releasing Time to Care™ – What we can learn from the literature for implementation’, Journal of Nursing Management, 22 (7), 914-923
4. White, M., Wells, J. S. G. and Butterworth, T. (2014) ‘The Transition of a Large-scale Quality Improvement Initiative: A Bibliometric Analysis of the Productive Ward – Releasing Time to Care Programme’ Journal of Clinical Nursing. 23(17-18), pp. 2414-2423.
5. White, M., Waldron, M., (2014) Effects and impacts of Productive Ward from a nursing perspective. British Journal of Nursing, 23 (8), 419-426.
6. White, M., Wells, J.S.G. and Butterworth, T. (2014) The impact of a large-scale Quality Improvement Programme on Work Engagement; Preliminary Results from a national cross-sectional-survey of the ‘Productive Ward’. International Journal of Nursing Studies, 51(12), pp. 1634-1643.
7. Wells, J.S.G and White, M. (2014) The impact of the economic crisis and austerity on the nursing and midwifery professions in the Republic of Ireland – ‘boom’, ‘bust’ and retrenchment. Journal of Research in Nursing, 19(7-8), pp. 562-577.
8. White, M. (2015) How effective is the Productive Ward initiative? ‘A review of the initiative and the reported impacts to date, Nursing Times, 111(11), pp 12-14.
9. Van Bogaert, P., Van Heusden, D., Verspuy, M., Wouters, K., Slootmans, S., Van der Straeten, J., Van Aken, P. and White, M. (2017) The Productive Ward Programme™: A Two-Year QuaIity Improvement Implementation Impact Review using a Longitudinal Multilevel Study. Canadian Journal of Nursing Research 49 (1), pp 28-38.
10. White, M., Butterworth, T. and Wells, J.S.G. (2017) Productive Ward: Releasing Time to Care or Capacity for Compassion; Results from a longitudinal study of the Quality Improvement Initiative. Journal of Research in Nursing 22 (1-2), pp 91-109.
11. White, M. and McMahon, A. (2017) GUEST EDITORIAL Translating the Vision and Mission of Compassion into measurable actions and behaviours; A modern dilemma for Nursing. Journal of Research in Nursing 22 (1-2), pp 3-6.
12. White, M., Butterworth, T. and Wells, J.S.G. (2017) Healthcare Quality Improvement and ‘work engagement’; concluding results from a national, longitudinal, cross-sectional study of the ‘Productive Ward-Releasing time to care’ programme. BMC Health Services Research 17 (510) pp 1-11.
13. White, M., Butterworth, T. and Wells, J.S.G. (2017) Reported implementation lessons from a national quality improvement initiative; Productive Ward: Releasing Time to Care™.  A qualitative, ward-based team perspective.  Journal of Nursing Management 25 (7), pp 519-530.
14. White, M. (2018) ‘Productive Ward: Releasing Time to Care™ (A Ward Based QI Intervention)’. In: Van Bogaert, P. and Clarke, S. (ed.) The Organisational Context of Nursing Practice: Concepts, Evidence and Interventions for Improvement, Springer International publishing. Switzerland, pp119-138