Iain specialises in teaching, consultancy and research around management and leadership development in the NHS; service evaluation and improvement; clinical engagement in management and regulation of health care. From 2011 – 2013 he was co-Director of the educational element of the NHS Graduate Management Training Scheme and the NHS Clinical Leadership Fellows programme. He is a tutor on the NHS Leadership Academy’s Elizabeth Garrett Anderson programme, and is HSMC’s Director of Learning and Teaching.
His main qualifications and memberships are:
Fellow of the Higher Education Academy
Postgraduate Certificate in Learning and Teaching in Higher Education, Sheffield Hallam University (2003)
MA Ethics of Health Care, University of Wales (1998)
Diploma in Health Services Management, Institute of Health Management (1992)
BA (Hons), Politics, University of Leicester (1987)
Iain joined HSMC in 2010 and was previously Head of the Centre of Professional and Organisation Development at Sheffield Hallam University. He is an experienced teacher at undergraduate and postgraduate levels, and developed a number of bespoke educational programmes for NHS Trusts. He is particularly interested in the effect of individuals’ development on their performance at work. His professional background is in NHS hospital management – he has wide experience in operational management and in corporate roles in the NHS where he worked for 13 years. His last post was Deputy Director of Operations at West Suffolk Hospital.
Current and previous projects include
The NHS reforms and efficiency savings (2014)
Exploring how best to promote a culture of research in the NHS (2014)
Development of a Public Health Consultants network, in a Strategic Health Authority.
Realistic Evaluation of a Falls Collaborative in an NHS Foundation Trust.
Senior Management Development Programmes at NHS Trusts
Evaluation of Healthy Living Barnsley (2008)
Guidance for Manager Induction Standards for Skills for Care (2007)
Dickinson H, Ham C, Snelling I, Spurgeon P (2013) Are We There Yet? Models of Medical Leadership and their Effectiveness: An Exploratory Study. Final report. NIHR Service Delivery and Organisation programme.
Ellins J, Glasby J, Tanner D, McIver S, Davidson D, Snelling I, Miller R, Hall K, Spence K and the Care transitions Project co-researchers (2012) Understanding and improving transitions of older people: a user and carer centred approach. Final report. NIHR Service Delivery and Organisation programme.
Miller R, Snelling I, Brown H. (2011) Liberating the NHS: orders of change? Health Services Management Centre, University of Birmingham. Policy Paper 11.
Snelling, I (2010). The development of regulation of acute hospitals in England: Leadership challenges. Leadership in Health Services 2010, 23,2,172-179 2010, 23,2,172-179
Snelling I (2010) Health Policy. In Sellman D and Snelling P, eds, (2010). Becoming a Nurse, A textbook for professional practice. Pearson. Pearson.
Snelling I, Havard C, Pontin D (2010) Management and Leadership. In Sellman D and Snelling P, eds, (2010). Becoming a Nurse, A textbook for professional practice. Pearson. Pearson.
Snelling I (2003). Snelling I. Do star ratings really reflect hospital performance?. Journal of Health Management and Organisation 2003; 17,3, 210-223. 2003; 17,3, 210-223