Search results

Suppliers are invited to apply for a new opportunity to develop digitally enabled products supporting mental health and substance use across Ireland, Northern Ireland, and Scotland. The SUMIT (Substance Use and Mental Health Interventions using Digital Technology) Project has reached a major milestone with the publication of its Digital Products contract notice, now live on Public Contracts Scotland. Led by Queen’s University Belfast (QUB), with the Digital Health & Care Innovation Centre (DHI) at the University of Strathclyde leading the digital products workstream, SUMIT is a cross-border initiative designed to improve outcomes for people experiencing substance use and mental health challenges. The project spans Scotland, Northern Ireland, and the Republic of Ireland and is supported by the PEACEPLUS Programme, managed by the Special EU Programmes Body (SEUPB). A major opportunity for innovation This procurement will commission a minimum of three digitally enabled products that can be deployed across multiple health and care settings. The focus is on solutions that not only demonstrate innovation, but also deliver sustainable, long-term impact for individuals and systems alike. Suppliers will have the opportunity to develop products that: Improve access to support and services Address inequalities in care provision Enable earlier intervention and better outcomes Scale across jurisdictions and health systems Built on collaboration and co-design A core principle of the SUMIT project is participatory design, ensuring that solutions are shaped by those who will use and deliver them. This includes people with lived experience, alongside health and care, and voluntary sector professionals. The approach is informed by insights gathered through: Demonstrator sites across participating locations Extensive industry engagement, including the SUMIT Industry Breakfast Briefing held on 31 March Ongoing collaboration between academic, clinical, voluntary and innovation partners This ensures that the solutions developed are practical, relevant, and capable of being embedded into real-world settings. Driving cross-border impact SUMIT represents a unique example of cross-border collaboration, bringing together expertise from across three jurisdictions to tackle shared challenges. By supporting the development of scalable digital products, the project aims to create lasting improvements in how services are accessed and delivered. The initiative also reflects a strong commitment to reducing health inequalities, particularly for communities who face barriers to accessing traditional services. Apply now Organisations interested in applying can access the full contract notice and tender documentation via Public Contracts Scotland: https://www.publiccontractsscotland.gov.uk/search/show/search_view.aspx?ID=JUN557948 Reference number: JUN557948 Applications are being managed through the PCS Tender system. This is a significant opportunity for organisations to collaborate, innovate, and contribute to transforming mental health and substance use support across the region.

The Digital Health & Care Innovation Centre (DHI) has signed a Memorandum of Understanding (MoU) with the Dubai Institute of Design and Innovation (DIDI), marking the beginning of a new international education collaboration to support the next generation of entrepreneurs. It will create new collaborative opportunities between Scotland and the United Arab Emirates (UAE) and build on the strengths of our existing academic institutions. The partnership will enhance the global expansion of the #DigiInventors Challenge by connecting school pupils in Scotland and the UAE with DIDI students and staff, who will be entrepreneurial role models and bootcamp mentors for this inspirational and engaging programme. Through this collaboration, participants will gain exposure to international perspectives, design-led thinking, and real-world challenges as they develop their ideas for transforming health and care. The #DigiInventors Challenge is an existing national programme in Scotland that empowers young people to develop entrepreneurial, digital, design innovation, STEM, and meta skills while developing ideas to solve real-world health and social care challenges. By encouraging collaboration across education, design, digital health and care, the programme helps young people channel innovation as a positive force for change locally and internationally. The partnership between DHI and DIDI further strengthens this ambition by bringing together diverse perspectives and expertise. The agreement reflects a shared commitment between DHI and DIDI to inspire future talent, improve the gender imbalance within digital and STEM subjects, and demonstrate how design and technology can work together to improve lives. Moira Mackenzie, Deputy CEO and Director of Innovation, Digital Health & Care Innovation Centre, said: “This exciting partnership furthers the global ambitions of the #DigiInventors Challenge. By connecting young people in Scotland and the UAE with design thinking and international expertise from Dubai, we are creating opportunities for inspiration, collaboration and learning that extend far beyond the classroom. Through DHI’s unique position in Scotland’s innovation landscape, we hope to act as a connector for DIDI to create new collaborative opportunities with relevant institutions and organisations across Scotland.” Mohammad Abdullah, President, Dubai Institute of Design and Innovation, said: At DIDI, we believe the most powerful design tool we have is the next generation. This partnership with DHI is a natural extension of our mission - to cultivate leaders who think beyond borders and use creativity as a force for real-world impact. By connecting our students with young innovators in Scotland, we are building bridges between cultures, disciplines, and ideas at exactly the moment the world needs it most. Health and care are fundamentally human challenges, and design thinking - rooted in empathy - is one of the most powerful ways we can address them together." At a time when global challenges are at the forefront of people’s minds, the partnership highlights the positive role of international collaboration in education and innovation. By working together, both organisations aim to create meaningful opportunities for young people while contributing to the future of the global digital health and care sector. The collaboration will initially focus on enhancing the #DigiInventors Challenge, with potential to explore further joint activity in education, innovation, and knowledge exchange in the future. The next #DigiInventors Challenge will launch in August 2026 – check the website (www.digiinventors.com) for the latest information.

Moray Growth Deal-funded research sets out how today’s technology can turn an ordinary home into preventative health infrastructure affordably and at scale A new blueprint published today sets out how rural homes can be designed, built and retrofitted to support healthier, lower-carbon and more independent living. Produced by the Digital Health & Care Innovation Centre (DHI), ‘ENVISION: The Digital Blueprint for a Smart Home of the Future’ is designed to be replicated across rural Scotland and beyond, offering a practical, costed response to three of the UK's most pressing and interconnected challenges: a health and care system under historic strain, a housing stock responsible for nearly a fifth of the country's carbon emissions, and a population ageing faster than the infrastructure built to support it. The blueprint was delivered as part of the £5 million Rural Centre of Excellence for Digital Health & Care Innovation, funded by the UK Government as part of the Moray Growth Deal, which supports a programme to advance digital health, social care innovation, and rural housing development. It was produced in partnership with built environment specialists BE-ST, Moray Council, architecture practice Architype, strategic built environment and technology partner Evolve Capex, and socio-political entrepreneurs The Alternative UK. Scotland’s future homes will need to deliver more than minimum compliance alone. Greater affordability in use, improved health and comfort, adaptability, resilience and reduced future retrofit demand are increasingly what commissioners, landlords and housing providers will expect. The ENVISION blueprint explores how those outcomes can be delivered proportionately across different housing models, from scalable options for volume builders to longer-term rental and social housing approaches, with more ambitious specifications positioned as demonstrator propositions for those ready to go further. Working from evidence that people spend approximately 90% of their lives indoors, and that the home environment is a direct determinant of physical and mental health, the blueprint identifies ten predictive use cases, from damp and mould risk detection to early signs of cognitive drift, where low-cost digital systems embedded at build stage can intervene before health deteriorates. Although designed to be replicable across Scotland and beyond, the blueprint is firmly rooted in Moray. Developed with a cross-sector project delivery group, and drawing on the region's rural realities including higher energy costs, older and harder-to-treat housing stock, patchy connectivity, and reduced access to health and care services, it positions Moray as a leading exemplar of rural digital health innovation. The blueprint has already attracted a group of early adopters committed to testing and implementing its recommendations, including Moray Council, BE-ST, Hanover, Bield, Grampian Housing Association, Capability Scotland and The Retail Trust. Private home builders considering innovation plots through the Moray Growth Deal housing mix programme are also among those the blueprint is designed to serve. Margaret Whoriskey, Head of Innovation for Care & Wellbeing at DHI, said: “There is a real opportunity here to move beyond minimum standards and design homes that actively support people to live well as their health and care needs change. ENVISION reframes the home as something more fundamental, not just shelter, but preventative infrastructure. The technology to make that shift is available now, it is affordable, and the financial case for deploying it is strong, particularly for social landlords managing assets over the long term.” Councillor Marc Macrae, Chair of the Economic Development and Infrastructure Committee and Moray Growth Deal lead said: “It is great to see Moray as an innovator in rural housing and digital health. Through the Moray Growth Deal, we can support solutions that respond to challenges faced in our communities such as fuel poverty and ageing housing stock. “The ENVISION blueprint shows that homes, both new and old, can play an important role in improving health and wellbeing while also reducing energy costs and emissions.” The blueprint situates the home at the intersection of three global challenges whose urgency has been sharply reinforced by recent data. On health and care: Nearly one million older people in the UK experience persistent loneliness, a risk factor comparable to smoking 15 cigarettes a day Fuel poverty affects approximately 6.1 million households across the UK, with cold, damp homes directly worsening respiratory and cardiovascular conditions The NHS faces rising demand from demographic change with no equivalent rise in capacity On housing and climate: Around 55% of UK homes already overheat during relatively cool summers, a figure set to worsen Operational emissions from buildings account for approximately 19% of the UK's carbon footprint 80% of the buildings that will be occupied in 2050 already exist, making retrofit as urgent as new build On rural Scotland specifically: Rural households face higher energy costs, older housing stock harder to treat, patchy digital connectivity, and reduced access to health and care services Single-occupancy living, more prevalent in rural areas, drives up per-person energy use and amplifies the risks of isolation The blueprint responds to each of these with a phased, practically-grounded approach structured across three horizons: Horizon 1 (deployable now, within 1-3 years), Horizon 2 (predictive integration, 3-7 years) and Horizon 3 (ambient intelligence and regenerative communities, 7+ years). Each horizon builds deliberately on the one before, protecting today's investments from obsolescence. Janette Hughes, Director of Planning and Performance at DHI and executive lead for the programme, said: “What makes ENVISION different is that it doesn't ask housing providers to take a leap of faith. Horizon 1 is built entirely from proven technology that is deployable today. The sensors, the edge computing, the basic health monitoring - none of it is experimental. What's new is the framework for bringing it together coherently, and the evidence that doing so is financially defensible. We wanted to give commissioners and housing providers something they could actually use.” The analysis finds that the preferred Horizon 1, Level 2 specification adds £33,121 per dwelling above the policy baseline, around 11% of total build cost, with the digital infrastructure itself representing only around 1.4% of that. When combined with a Passivhaus-grade fabric specification, the model reduces annual maintenance costs by £1,470 per dwelling and turns a projected £1,320 annual operating deficit for a social landlord into a £403 surplus. At the heart of the blueprint is a Home Operating System (HOS), a low-power edge computing hub that integrates all sensors and controls including indoor air quality, temperature, movement, humidity and sleep patterns, and runs automation and predictive modelling locally, without streaming sensitive data to the cloud. In practical terms, the system can detect rising humidity patterns that precede visible damp and mould formation by days; identify early signs of cognitive drift or mobility decline before they become safety risks; flag fuel poverty under-heating and suggest safe heating cycles; and recognise patterns of loneliness and social withdrawal associated with depression and accelerated cognitive decline. Crucially, all data processing happens inside the home. Nothing is shared with landlords, care services or health providers without explicit resident consent. The blueprint sets out a governance model designed around resident agency, described as 'local first, cloud optional', and is built on open protocols to avoid vendor lock-in. For rural communities where broadband reliability cannot be guaranteed, the system is designed to function at full capacity for essential functions including heating, ventilation and safety, even in the event of complete connectivity loss. Although the blueprint was developed for rural Moray under the UK Government's Growth Deal investment, its authors are explicit that its principles apply far beyond its origin. The three-horizon framework, the affordability analysis, and the technology stack have all been designed for replication across different tenures, geographies, and housing types. Kaye Keenan, Impact Manager at BE-ST, said: “BE-ST is delighted to support this DHI blueprint, providing guidance and support around sustainable construction and innovation. By prioritising construction methods and materials with low embodied energy, it aligns with Scotland's net zero ambitions whilst also considering rural-specific design challenges. The design of the blueprint is a great opportunity for creating embedded adoptability in smart rural homes.” ENVISION is published today alongside complementary Living Lab outputs and launched as part of an online webinar on 2 June 2026. To register for the upcoming webinar (02.06.26 - 13:00 - 14:30) click here Learn more: here

We are currently recruiting participants for upcoming SAFXR focus groups and are keen to hear from professionals working across healthcare, social care, emergency services, and education. SAFXR (Safety Planning for Suicide Prevention XR) is an innovative extended reality (XR) tool designed to support individuals at risk of suicide or experiencing severe mental health challenges. The project aims to strengthen practitioner confidence, competence, and emotional resilience when managing high-risk situations, while also supporting practitioner wellbeing and reflective practice. As SAFXR continues to develop, we are inviting professionals to help shape the future direction of the tool through a series of co-design workshops and focus group discussions. Your insights and lived professional experience will play an important role in ensuring SAFXR is practical, impactful, and relevant to frontline settings. To learn more about the project, you can now watch the SAFXR stakeholder webinar recording here: Interested in taking part in a SAFXR focus group? Register your interest here: SAFXR is delivered in partnership by: Care Reality (Lead Partner) University of Glasgow Public Service Delivery Scotland Digital Health & Care Innovation Centre (DHI)

DLS announces 3 new partnerships for 2026-27 The Digital Lifelines team are excited to announce three new locations for the next year of the programme. Alcohol and Drugs Partnerships (ADP) in Aberdeenshire, Dundee and Moray have successfully applied for funding. This next year will build on the achievements of Angus and East Ayrshire ADPs which were so powerfully shared at the DLS Conference in March 2026. Angus and East Ayrshire will remain with the programme until autumn this year as they continue to embed their experiences, acting as advisors and advocates for our new partnerships. We will continue a place-based and person-led approach which will incorporate Digital Inclusion and Digital Products workstreams and seek to identify new ways of working to better integrate services for people who use drugs. Very much a collaboration with frontline services, working with people with lived and living experience, to ensure the programme remains relevant and impactful for beneficiaries. DLS will be supporting the locations to deliver key Scottish Government priorities outlined in the recently published strategic plan for drugs and alcohol: Preventing Harm, Promoting Recovery. Implementation will align with the seven fundamental rights essential for recovery and wellbeing as determined by the Charter of Rights for People Affected by Substance Use. Remaining at the core of the programme will be knowledge exchange through Communities of Learning and Shared Learning events, and the team intend engaging widely with previously funded partners, and other organisations and ADPs with a keen interest in embedding digital inclusion and digital services for people who use drugs. The DLS Conference will return in March 2027 too. We are grateful to the other ADPs who submitted applications and made the selection of Aberdeenshire, Dundee and Moray so difficult. Our new partnerships will explore a variety of pathways from the significant challenges faced by women to residential and independent living; for prison to community support and other critical transition pathways; for harm reduction services and recovery and ongoing support. It will be an invigorating and dynamic mix of opportunities, and the team are especially delighted to engage with its first city-based ADP. Please contact the team if you have any question about DLS or wish to be kept informed of future progress: digital.lifelines@dhi-scotland.com Digital Lifelines Scotland is managed by the Digital Health & Care Innovation Centre (DHI) in conjunction with core partners SCVO and Simon Community Scotland and supported by Public Services Delivery Scotland. The third phase of DLS is funded by The Alcohol and Drugs Support Division in the Scottish Government with previous phases also receiving funding from Digital Health and Care Division and the Drug Deaths Taskforce in the Scottish Government.

SUMIT, supported by PEACEPLUS, managed by the Special EU Programme Body (SEUPB), has been building momentum as it approaches the first year of delivery. Launch Event 2025 The SUMIT partnership Our Partners | Substance Use and Mental Health Interventions using Digital Technology (SUMIT) has made significant progress in laying the foundations for digitally enhanced addiction and mental health services across Ireland, Northern Ireland and Scotland. Working closely across community, voluntary and justice sector settings, demonstrator sites have been established and strengthened in Drogheda, Dundalk, Derry, Letterkenny, Fife, and Belfast. These sites will serve as real-world testbeds for innovative digital solutions designed to enhance access to support for people experiencing substance use and mental health challenges. A key achievement has been the delivery of co-design workshops by DHI involving 25 service providers and 21 service users, ensuring future digital solutions are shaped by lived experience and frontline expertise. The project also advanced workforce development through the development of SUMIT Skills Framework, including trauma-informed training and digital upskilling programme while Communities of Practice continued to foster cross-border knowledge exchange and collaboration. Digital inclusion assessments, procurement planning for devices and connectivity, and the development of robust research and evaluation frameworks have positioned the partnership to move confidently into the implementation phase. DLS Conference 2026 By bringing together expertise in digital inclusion, innovation, research and service delivery, SUMIT is creating scalable, evidence-based approaches that will help improve access to care and outcomes for people affected by substance use and mental health challenges across the region.

In mid-April, leaders from across Moray’s business, public and third sectors came together at the Rural Centre of Excellence at Moray UHI for a focused business breakfast. This was not to discuss another strategy, but to test something far more ambitious. The question at the heart of the session was simple: Can Moray build a new way of working, where local organisations come together to turn health and social care challenges into practical, deliverable opportunities? What emerged from the discussion was clear. There is both appetite and urgency to do things differently. Moray, like many regions, is facing increasing pressure across health and social care. But rather than viewing these purely as system challenges, the conversation focused on something more constructive: What if these challenges were reframed as opportunities for local businesses, social enterprises and community organisations? Not in theory, but in practical economic impact values. Bridge Moray is built on that premise. It is not a programme of ideas or reports. It is a collaborative venture focused on co-designing real solutions, grounded in local need and delivered through local capability. The initiative is being supported through the Digital Health & Care Innovation Centre (DHI) as part of the Moray Growth Deal, creating a platform to explore how innovation, collaboration and local delivery can come together in a meaningful and scalable ways. What We Heard Across the room, there was strong alignment on a number of key points: There is a clear appetite to collaborate across sectors Businesses are interested, but require tangible opportunities, not just concepts The greatest potential sits in non-clinical and community-based services The third sector is ready to play a central role in shaping delivery There is momentum but a strong need for clear direction and next steps Perhaps most importantly, there was a shared recognition that: Moray responds best to solutions that are built locally, where the impact is visible and felt within its communities. Local Opportunity A significant theme emerging from the session was the role of Community Wealth Building (CWB), a follow on for TSI Moray's Join the Dots event. Currently, a large proportion of health and social care spend flows out of the region. CWB presents a real opportunity to change that, by strengthening local supply chains and enabling more businesses and organisations within Moray to deliver services. This is about keeping more value local and creating new opportunities by doing so. With the backing of DHI and the Moray Growth Deal, Bridge Moray creates the conditions to begin connecting that opportunity with real demand, supporting both improved outcomes and regional economic growth. While the ambition is clear, so too is the challenge. To move forward, the focus now needs to shift from discussion to execution. That means: Defining a small number of priority challenge areas Translating these into clear, business-ready opportunities Understanding and navigating procurement and delivery pathways Creating space to test, pilot and refine solutions locally There was a shared understanding that this work will require coordination, commitment and a different way of working but that it is both possible and worthwhile. What Happens Next The business breakfast was an important first step in validating the concept. The next phase will focus on building momentum through action, working with partners across sectors to shape early opportunities, test ideas, and begin demonstrating what this approach could deliver in practice. Bridge Moray will only succeed if it continues to be shaped collaboratively. The strength of the region lies in its networks, its businesses, and its communities and this initiative is designed to bring those strengths together in a more purposeful way. We would like to thank each and every person that attended the Business Breakfast and for all of those involved, your input will now help us shape a way to bridging the gap. The direction is clear. Now the focus is on delivery.

The #DigiInventors Awards Ceremony 2026 was a powerful celebration of creativity, empathy and ambition, recognising young innovators who are already re‑imagining how digital ideas can improve health, wellbeing and care. Hosted at City of Glasgow College, the evening brought together pupils, educators, families, partners and supporters to celebrate not just winning ideas, but the future potential of Scotland’s digital talent pipeline. For those unable to attend, the ceremony offered an inspiring snapshot of how early intervention, the right support, and meaningful real‑world challenges can unlock confidence and capability in the next generation. Delivered by the Digital Health & Care Innovation Centre (DHI), the #DigiInventors Challenge is a curriculum‑aligned innovation programme that invites young people to develop digital solutions to real‑world health, social care and wellbeing challenges. Now in its fourth Primary School edition, the programme supports pupils to build essential skills in: Digital and design thinking Creativity and problem‑solving Teamwork, communication and pitching Early awareness of health, care and technology careers In 2026 alone, the Primary Challenge engaged over 300 pupils from 122 applications, representing schools from urban, rural and remote communities across Scotland. For educators and industry alike, #DigiInventors represents a practical, scalable way to strengthen the future skills pipeline at a time when digital health and care continues to grow. From the moment guests arrived, the atmosphere was one of excitement and pride. The ceremony was grounded in celebration of pupils’ ideas, teacher support, and the collective effort that brings the Challenge to life. The programme moved through Special Recognition awards, Runner‑Up teams, and finally the 2026 Primary School Edition Winners, each introduced through engaging project videos that brought pupils’ concepts to life. Across the stage, themes of inclusion, sustainability, accessibility and mental wellbeing shone through. Winners included: The Cool Crutch - a sustainable, customisable mobility aid addressing physical impairment Pulse Pals - a digital wellbeing app supporting anxiety management Kooldle - an accessible braille‑based reading device for children with vision impairment The trophies presented at the 2026 #DigiInventors Awards were made by The Workshop Aberfeldy, a social enterprise based in Perthshire. The image below showcases the people and workshop environment involved in making the trophies. The Workshop Aberfeldy supports individuals who face barriers to employment by providing practical work experience and skills development through production and craft. Visit their website to learn more DHI’s Role: Building Skills, Confidence and Futures At the heart of #DigiInventors is DHI’s mission to strengthen Scotland’s digital health and care ecosystem - not only through technology, but through people. By intervening early, DHI helps young people see themselves as problem‑solvers, innovators and future contributors to a £700bn+ global sector. The Challenge supports workforce development, inclusion and long‑term economic resilience, while giving educators real‑world, high‑engagement learning experiences. Importantly, participation in #DigiInventors contributes towards Young STEM Leader Awards, providing formal recognition that builds confidence and supports learners’ future pathways. Get Involved: Sponsorship and Partnership Opportunities The success of #DigiInventors is powered by collaboration. For organisations across industry, academia, health, care and education, the programme offers meaningful sponsorship opportunities that align with ESG goals, workforce development and social impact. Partners can support: Early skills development and future talent pipelines Inclusive, curriculum‑aligned education High‑impact national and international innovation programmes View the #DigiInventors Sponsorship Brochure to explore how your organisation can get involved as a partner or supporter. Looking Ahead The 2026 Awards Ceremony marked another milestone, but it is only the beginning. With growing national and international interest, #DigiInventors continues to expand its reach, impact and ambition. Applications for future Challenges will open soon, and we encourage educators, schools and partners to be part of it. Congratulations to all our 2026 #DigiInventors. Blog written by Olivia Dunbar

Research Data Scotland (RDS) has published a new Operational Framework to support secure, ethical and more consistent private sector access to public sector data for research in the public good. Developed on behalf of the Scottish Government, the framework is designed to support informed decision-making by Scotland’s public sector data controllers when managing requests from industry to access de-identified data for research and innovation. This is an important step for Scotland’s research and innovation landscape. Public sector data has significant potential to improve health and care, inform better services, support economic growth and accelerate responsible innovation - but only when access is managed in ways that are ethical, transparent and able to maintain public trust. The new framework seeks to create clearer and more efficient routes for that access while keeping robust safeguards in place. The framework has been developed through the Scottish Government’s Unlocking the Value of Data programme and builds on earlier work by RDS, engagement with stakeholders across Scotland, and public engagement activity. It is intended primarily for public sector data controllers and others involved in access decisions, while also offering greater clarity for researchers and innovators. The initial testing and evaluation phase will focus on healthcare, specifically access to de-identified healthcare data for research purposes. Why this matters For innovators, researchers and partners working across health and care, clearer pathways to data access matter. Better access arrangements can help reduce complexity, improve consistency and create the conditions for more research and innovation that delivers public benefit. The framework is underpinned by a number of guiding principles, including public interest and public benefit, transparency, public engagement and involvement, and risk management. It also sits alongside established safeguards such as de-identification, Trusted Research Environments and the Five Safes framework. Together, these measures are intended to support the safe and trustworthy use of data while enabling projects that can improve outcomes for people and communities across Scotland. A foundation for future progress Importantly, this is a first version of the framework rather than a final end point. RDS has said it will continue to test, evaluate and refine the approach in collaboration with data controllers and partners, with supporting materials and further development to follow over time. Alongside the framework, RDS has also published a set of private sector case studies showing how public sector data can support research in the public benefit, including work linked to cancer outcomes, multimorbidity, imaging and precision medicine. RDS has also announced plans for a pilot Accelerator Award to support Scotland-based SMEs in the life sciences sector to undertake research in the public benefit. Find out more You can read the full announcement from Research Data Scotland, download the Operational Framework, explore the Scottish Government blog on the publication, and review the private sector case studies on the RDS website.

The recent Scotland Net Zero in Health Care Conference left me thinking deeply about what “sustainability” really means for us at DHI. It was a day filled with ambition, data, and good news stories, but what stayed with me most was a quieter realisation: our contribution to Scotland’s net zero goals isn’t just about carbon reduction. It’s about reimagining how health and care systems work altogether.  Rethinking Value in Healthcare As I listened to different perspectives, from NHS Scotland’s decarbonisation plans to the circular economy approaches and the integration of sustainability into clinical practice, it struck me that we’re talking about a fundamental shift in how we define value in healthcare. Net zero isn’t only about greener estates, waste management or low-emission fleets. It’s about prevention, smarter use of resources, and care models that reduce demand in the first place.  The Role of Digital Innovation At DHI, we often frame our work in terms of digital innovation; new pathways, platforms, and partnerships. And the conference reminded me that every digital intervention also carries a climate dimension. Remote care, data sharing, and service redesign can either reduce or increase our collective footprint depending on how they’re designed. That’s both a challenge and an opportunity.  Designing Sustainability from the Start What I took away most strongly is that sustainability has to be designed in from the very start. Not measured at the end. Initiatives like Scotland’s first net-zero hospital in Orkney and the integration of sustainability into clinical guidelines show that when sustainability is treated as a design principle, not a constraint, it drives innovation. If we’re serious about aligning with Scotland’s net-zero goals, we need to embed sustainability indicators into our project frameworks from the outset, treating them with the same importance as clinical outcomes and patient experience.  Telling the Wider Story We also need to tell a broader story. Many of DHI’s projects, such as our Community Connections Platform, already deliver sustainability benefits indirectly: reducing travel through digital consultations, improving self-management in the community, or building systems that make better use of data. We just haven’t been framing that impact within a sustainability dimension.  This reflection isn’t a checklist; I want it to be a shift in mindset. I left the conference feeling that DHI’s has an opportunity in shaping a future where digital health and care innovation doesn’t just serve our people, our services, but also the planet. Let us all consider how sustainability can be built into our own projects from the very start—and to think about how we showcase that impact as it happens. Because this is a journey worth committing to.  Supporting Innovation in Digital Health & Care DHI are sponsoring a category in this year’s Scottish Knowledge Exchange Awards for Innovation in Digital Health and Social Care is to discover and highlight digitally enabled knowledge exchange projects that have made a significant positive impact on health and social care. Written by: Charlotte Stoney Production Manager, Digital Health & Care Innovation Centre

The SUMIT project is exploring how digital health technologies could better support people living with substance use and mental health challenges across Ireland, Northern Ireland and Scotland. The programme aims to support 1,500 people by improving technology-enabled access to care, services and community support. We are inviting technology companies and innovators to help shape this work and explore opportunities to pilot digital health solutions. On behalf of its partners, DHI is seeking to identify 3 digital products or services which address key challenges for local services and service users. The total budget is £550,000 and the selected digital health solutions will be active with services until November 2028 and be available for deployment across sites in Ireland, Northern Ireland and Scotland. The Challenge People experiencing substance use and mental health challenges often face barriers in accessing consistent support, navigating services, and maintaining engagement with recovery and wellbeing plans. Digital technologies may help address some of these challenges by improving how people access information, connect with services and communities, and manage their own care. The SUMIT project is therefore exploring how digital health solutions could support individuals, families and services across participating regions. What We’re Looking For The project intends to identify and ultimately procure three digital health solutions that could be piloted through the SUMIT programme. Early insights from local services and service users suggest potential opportunities in areas such as: Self-management and wellbeing Tools that help people access reliable information and local services. Digital approaches that support self-managed care and wellbeing. Recovery and care planning Solutions that help individuals track progress against personal care and wellbeing plans. Tools that support engagement with multiple health and support services. Connection and support networks Platforms that help connect people with peer groups, families and communities. Tools that improve access to support services, particularly during times of crisis. These themes are indicative and will be further refined through engagement with industry and stakeholders. The Opportunity The SUMIT partners are seeking input from technology companies to help test assumptions, to explore potential solutions that currently meet, or can be adapted to meet our challenges, and inform the development of a formal procurement process. There is significant scope for industry organisations to bring insights and creativity to this process and work collaboratively to address SUMIT key challenges over a 2-year timeline. There is also great potential for transferable digital health products used in other contexts to be introduced effectively into SUMIT. Industry engagement will help shape the requirements for a tender that is expected to be published in late Spring 2026. There may be opportunities for: Existing digital health products to be adapted or applied in this context New partnerships with health and community organisations Pilot deployment of digital solutions through the SUMIT programme Industry Briefing – (complete) Technology companies were invited to attend a 90-minute online Breakfast Briefing on Tuesday 31 March The session shared: Introduce the SUMIT project Share early insights from services and service users Outline potential innovation opportunities Provide an opportunity for questions and discussion Feedback gathered will now inform the development of the upcoming procurement process. Don't worry if you missed the briefing you can access the slides used below ABOUT SUMIT The SUMIT project is a ground-breaking initiative funded by the PEACEPLUS programme and managed by the Special EU Programmes Body (SEUPB). Led by Queen’s University Belfast, in partnership with Trinity College Dublin, Scotland’s Digital Health & Care Innovation Centre (DHI), the University of St Andrews, and the Scottish Council for Voluntary Organisations (SCVO). SUMIT seeks to positively impact people’s lives by improving technology enabled access to care and support for people with substance use and mental health challenges

At DHI’s recent event with the Scottish Women in Science network, Janette Hughes Director of Planning and Performance at DHI reflected on the experiences that have shaped her career and why confidence, communication and community matter so much for women progressing in science and innovation. Speaking at DHI’s recent evening reception with the Scottish Women in Science network gave me the chance to reflect on my own career in a way I do not often make time for. Events like this are important because they create space for something we do not always get in our working lives: honest conversation and time for reflection. Not just about success, but about confidence, uncertainty, growth, and the reality of building a career over time whilst juggling family life. There was a real sense in the room that, although every journey is different, many of the challenges women face in science and in the workplace are deeply shared. That is why these conversations matter. When people look at someone’s career from the outside, it can often seem neat, intentional and fully planned. In truth, I think many of us know that careers rarely unfold that way. Mine certainly did not. Looking back, it has been shaped by curiosity, relationships, opportunities, resilience, and a willingness to keep learning. It has not been a straight line, and I think there is something reassuring in saying that out loud. For women in science and innovation, one of the biggest challenges can be visibility. There are so many capable, experienced and insightful women doing exceptional work, but too often they are navigating systems that do not naturally make space for their voices. That can affect confidence, progression and opportunity. It can also lead women to underestimate the value of what they bring and the impact they are making. One of the strongest reflections I took from the event was that expertise alone is not always enough. Communication, relationships and support matters – from your family (long suffering husband) friends and colleagues, without them – nothing would be possible. In addition, confidence matters. Being able to speak about your work, advocate for your ideas and bring others with you matters enormously. That is not about becoming the loudest person in the room. It is about recognising that communication is a professional skill with an emphasis on listening, these skills can be finessed. I feel strongly about that because it is something I have had to learn myself. Public speaking, for example, is often treated as though it is something people are either born able to do or not. I do not believe that. Confidence is built through practice, encouragement and experience, and I was lucky to have the training that i could put into practise. The more opportunities we create for women to develop those skills, the more likely they are to step forward, take up space and lead by example. That feels especially relevant when we think about the next generation. If we want to see more women at senior levels in science, we need to do more than tell young women to be ambitious. We need to help them develop the skills and self-belief that make ambition feel possible. We need to show them that leadership is not about perfection or certainty. It is about being willing to keep growing and take risks. I have also come to believe that mentoring, visibility and leading by example really matters. Sometimes the most powerful thing a woman can do in her career is allow others to see the path behind the polished surface - the risks taken, the discomfort, the learning, the moments of doubt and failure, and the persistence and resilience it took to keep going. Those are often the parts of a story that resonate most, because they make success feel human and attainable rather than distant. That was one of the things I valued most about this event. It was not just about celebrating achievement, although that is important. It was about creating a space where women could connect with one another honestly, share experiences, and leave feeling a little more energised and a little less alone in what they are navigating. When women come together in spaces like this, we do more than network. We validate each other’s experiences. We remind one another that confidence can be built together, that leadership can look different in different people, and that there is no single model for success. We also create the conditions for practical support for advice, encouragement, introductions, and opportunities that might not otherwise happen. If there is one message, I would want people to take from the evening, it is this: back yourself. find a job you love as this means every day is an adventure not a chore and in doing so your contribution will flourish! Your path does not need to look like anyone else’s. Your voice does not need to sound like anyone else’s - but your experience, your perspective and your contribution matter. And the more we create spaces where women can be seen, heard and supported, the stronger science, innovation and leadership will be because of it.

The AIM4ALL (Access to Innovative Medicines for All) Initiative has been established to develop a 21st century technology partnership solution to help address the pricing and reimbursement access challenges of introducing innovative medicines. This initiative brings together countries, health systems, researchers, and pharmaceutical companies in a secure and trusted Living Lab environment where they can test new pricing and reimbursement ideas without being blocked by existing rules. The Digital Health & Care Innovation Centre (DHI) is awarding an academic grant of up to £30K to support important foundational and emerging elements of this innovative initiative. Background An increasing number of innovative high-upfront cost and acute/chronic medicines are being approved with an evidence base which is initially emergent. In these circumstances, health systems adopt a cautious approach to pricing to ensure value-for-money and manage risk, but manufacturers are under pressure to optimise pricing to maximise their return on investment. There is also a pressing need for Scotland to increase its attractiveness to pharma companies to carry out clinical trials work in Scotland to deliver benefits to patients and the health system. Solving the ICT and Information Governance (IG) landscape challenges around real world data collection, data management, aggregation and sharing systems and processes needs to be reviewed, updated and streamlined to become a key enabler of improved patient care and system transformation. This call is designed to move this work forward with a focus on developing an enabling ‘Innovative Medicines IG Framework for Scotland’. This work builds on a previous funded programme of work that sought to map the current IG landscape in Scotland. This included identifying the legal framework that currently governs Scotland’s data landscape and explored potential ways to evolve IG into more of an enabling role while maintaining full and assured compliance with applicable legislation and health data policy. All resources from that programme will be made available as background resources to the successful candidate. Specification DHI is seeking an academic partner to: 1. Translate the high-level IG mapping into a detailed IG architecture: develop a comprehensive, working IG architecture that includes: a. detailed data flow mapping b. role and responsibility definitions c. alignment with Scottish and UK IG frameworks 2. Consult with stakeholders: engage key NHS and Scottish Government partners to: a. validate assumptions within the draft IG Model framework b. assess gaps, risks, and potential mitigations c. refine and agree the final IG architecture This collaborative validation step is essential to ensure the model is practical, trusted, and implementable across organisations. 3. Deliver a testing phase using scenario-based IG testing: prepare and test IG artefacts required for Real World Evidence (RWE) activity tested via user journey and data pathway scenarios, including: a. Data Protection Impact Assessments (DPIAs) b. Data Sharing Agreements (DSAs) This phase will confirm whether the proposed architecture can operate safely, effectively, and at scale. 4. Produce a finalised IG framework and implementation roadmap: the final deliverable will be a detailed IG framework accompanied by a clear improvement roadmap outlining implementation stages, dependencies, and sequencing for AIM4ALL. We expect interested academic institutions to provide a brief response document (maximum 10 pages) clearly setting out their approach to this piece of work and detail of associated costs. Please note, applicants may provide additional information in appendices, but only the application will be scored, with the exception of one-page CVs of the team, which can be attached and will be included in the scoring. Eligibility to apply The following eligibility criteria apply to this grant award: The applicant organisation must be a Scottish Higher Education Institution (HEI). Funds cannot be redistributed by the awarded party, except without express permission by DHI. Bids must be costed in line with the Higher Education Institution’s bidding policies. DHI expects the HEI research office to be involved in communication. DHI expects bids to be costed at 80% Full Economic Costing. Approach HEIs are requested to identify their proposed methodologies as part of their submission. The approach to this piece of work has not been defined in advance - although it is expected to incorporate mixed methods. It is envisaged that the approach will be refined in discussion between the successful academic institution and the Project Steering Group. The proposal should also describe what approaches might be taken to ensure the final report may be useful and will be appropriately disseminated both to the funder as well as relevant stakeholders themselves. Skills required The HEI will offer, either directly, or through engagement with third parties: Extensive knowledge and experience in the management of health data for the purposes of academic research; and Extensive knowledge of the data and information governance landscape across Scotland including interplay between with health, industry and academia Data protection and legal compliance expertise Advanced information governance architecture knowledge Stakeholder engagement and facilitation skills Milestones, Deliverables and Timescales We anticipate the commission milestones will follow the timescales set out in Table 1: Tender Process: Date  Issue call for bids 31 st  March 2026 Deadline for submissions 9 th  June 2026 Contract awarded 17 th  June 2026 Kick off meeting w/c 22 nd  June 2026 Project milestones with deliverables: Date Completion of IG architecture 1 st September 2026 Completion of IG framework and implementation roadmap 3 rd November 2026 Final reporting 4 th December 2026 Table 1 : Project Timetable Please note that the main AIM4ALL Living Lab programme (which has been used as an exemplar of a health initiative whose success has a dependency on streamlined IG) is not explicitly time-aligned to the proposed IG project (as described in this call for proposals). When submitting a proposal, applicants should take this into account in terms of overall approach to design and specifically around testing. Governance A Project Steering Group with representation from DHI, Research Data Scotland , Scottish Government and other relevant organisations/experts will oversee delivery of this project. It will sign-off project deliverables and provide advice/support the addressing of key issues. Management arrangements The grant award process will be managed by DHI as the lead commissioning body. DHI Lead Contact: Jennifer Thomas, Skills & Project Manager: Jennifer.thomas@dhi-scotland.com . Copyright DHI will retain copyright of any outputs, partial or final, created as a result of the deliverables indicated in section 5, including reports, evidence collection instruments created for this purpose, presentations, etc. Conflicts of interest There will be a requirement to state no conflict of interest exists or declare any actual or potential conflicts of interest. Budget The total budget available for this project is up to £30K, including any relevant VAT. Phasing of payment is detailed in Table 2 below. Milestone Completion Payment Milestone Completion Payment Completion of IG architecture 1 st September 2026 50% Completion of IG   framework and implementation roadmap 3 rd November 2026 25% Final reporting 4 th December 2026 25% Table 2 : Project Milestones   Response You are invited to respond to this document with the following information, with max 10 pages of text: Your proposals for delivering on the requirements, scope, methods and deliverables described above. You should detail: o your understanding of the main issues to be addressed o how you intend to deliver on the requirements; and o the methodology you propose to use. The expertise and experience of the team undertaking the work, referencing the skills detailed in the ‘Skills required’ section of this document. This should include one-page CV[s] and statement of availability of the individual/s who will undertake the work. CVs can be attached into the application and will be taken into account in the assessment of applications. Brief summaries of similar work undertaken, including contact information (name and telephone number or email address) for at least one reference. Proposals should also detail all risks and constraints identified for this project, including an assessment of impacts and proposed mitigation actions. A realistic timetable of activities, including contingency management, to meet the timescales outlined in the ‘Milestones, Deliverables and Timescales’ section of this document. A breakdown of costs, including any expenses. An outline of anticipated ethical issues, including data protection and research governance. Response proposals are to be submitted to research@dhi-scotland.com by 5pm, Tuesday 9th June 2026. To assist with the completion of your response, you may contact Jennifer.thomas@dhi-scotland.com for further information. Additional information can be given in appendixes, but only the application will be assessed, unless otherwise mentioned. Evaluation Proposals will be evaluated against each other in an objective manner by a team consisting of representatives from DHI and the Steering Group. The Evaluation Panel will score each Bidder’s response using the criteria shown in the table below. The Bidder(s) selected will be chosen based on the best value for money. This means suitable quality, delivery, level of risk and response to customer needs at best price. Criteria Description Weighting Understanding the purpose of the work, context and background and proposes a methodology that meets all the requirements of the tender specification The proposal clearly demonstrates understanding of the context of this project, including the strategic and policy drivers. Proposal demonstrates that all the requirements of the specification have been addressed and understood and that the proposed methodology is appropriate and capable of successfully delivering all the required outcomes. 25% Relevant skills and expertise of team to be appointed to deliver the project Proposal demonstrates availability of the required combination of expertise and experience among team members to be appointed to the project. 20% Experience and reputation in undertaking similar work Proposal demonstrates evidence of previous work undertaken in the past 3 years relevant to this project  including the names(s) of clients who can be approached for comments.   20% Support of DHI Net-Zero emission targets All work supported and funded by DHI should be fully committed to supporting the Scottish Government’s target of Net-Zero emissions by 2040. The proposal should indicate how the team will minimise environmental impacts. 5% Risk Management and Quality Assurance The proposal provides evidence that the main risks involved with the project have been identified and adequately addressed. Details of the bidder’s risk management and quality assurance methodology are also outlined.  5% Timetable The proposal provides a detailed timetable of events to ensure that deadlines can be met and explicitly identifies any contingency.  10% Price The proposal is competitively priced and represents good value in the context of the goods/services to be delivered over the life of the contract. Costs are clearly demonstrated and justified. Best value bids will demonstrate an appropriate combination of cost and quality. 15% In the event of a number of proposals being received, short listed HEI’s may be invited to provide a presentation to the Evaluation Panel or interview to demonstrate their understanding of the project. The following scoring convention will be used to assess each of the responses to the above quality questions: Score Descriptor 4 Excellent response - is excellent overall and will include a balance of completely relevant elements of the Contract as specified (but not limited to the specifications). The response is comprehensive, unambiguous and demonstrates a thorough understanding of the requirement and provides details of how the requirement will be met in full 3 Good response - is relevant and will include a balance of elements of the Contract as specified (but not limited to the specifications)  The response is sufficiently detailed to demonstrate a good understanding and provides details on how the requirements will be fulfilled 2 Acceptable response - will include some elements of the Contract as specified (but not limited to the specifications)  The response addresses a broad understanding of the requirement but lacks details on how the requirement will be fulfilled 1 Poor response - is partially relevant and will include few elements of the Contract as specified (but not limited to the specifications)  The response addresses some elements of the requirement but contains insufficient/limited detail or explanation to demonstrate how the requirement will be fulfilled 0 Unacceptable - Nil or inadequate response  Fails to demonstrate an ability to meet the requirement The Evaluation Panel reserves the right to recommend that if the score for any one criterion is “0”, that the Contractor not be recommended. That is, they reserve the right to veto a Contractor if it does not meet at all any one of the criteria.

Reflections on the 3rd DLS Conference and Opening of Funding Opportunities Two weeks have passed since we welcomed nearly 150 people to Murrayfield for the third Digital Lifelines Conference. What a day it was, all the planning and hard work paid off, phew! Well done to all the team who worked on the event. Many present on the day expressed how insightful, interesting and informative the speakers and sessions were. There was a tangible vibrancy in the room, and the conversations were lively and invigorating. The collaborative nature of DLS was reflected in the delegates with a quarter of the audience joining us from Academic and Educational institutions, and similar proportions of Health and Care Providers and Community and Voluntary sector attendees. The remaining audience members came from the wider public sector and industry. This truly mirrors Digital Lifelines intention to bring together a wide range of stakeholders to develop and deliver the programme. There was a consensus that the variety of speakers and sessions was balanced, the topics covered shed light on DLS, but also on the wider addiction support space and the expertise of those working in the drugs research, policy and frontline services. We are very grateful to all our speakers and session host for consenting to share their presentations, which are available on the DLS website Digital Lifelines Conference 2026 | Digital Lifelines . You will also find the videos played on the day and I would encourage you to view them all to discover the life-changing and life-saving impact of our frontline partners. The Minister for Drugs Policy & Alcohol and Sport, Ms Maree Todd, recorded a message for the event due to being unable to attend as planned. As well as commended the success of the programme and the importance of digital inclusion and digital services for people who use drugs Ms Todd also announced 2026-27 funding for DLS. As a result, we are delighted to have opened the call for applications from Scotland’s Alcohol and Drugs Partnerships. Documentation supporting applicants and details of where to submit applications can be found here Funding | Digital Lifelines . There are upcoming online support sessions available too. For any questions about the funding or to join one of the support sessions please contact digital.lifelines@dhi-scotland.com Here’s to another successful conference in 2027.   Digital Lifelines Scotland  is managed by the Digital Health & Care Innovation Centre (DHI) in conjunction with core partners SCVO and Simon Community Scotland and supported by NHS National Services Scotland. The third phase of DLS is funded by Drug and Alcohol Policy Division in the Scottish Government with previous phases receiving funding from Drugs and Alcohol Policy, Digital Health and Care Divisions and the Drug Deaths Taskforce in the Scottish Government.

The Digital Health & Care Innovation Centre (DHI) continues to promote Scotland’s position as a leader in addiction care innovation working in collaboration with subject matter experts from the University of St Andrews (USTAN). Over recent months, our joint involvement in key national and international initiatives is helping to shape a coordinated, evidence-led approach to improving prevention, treatment and harm-reduction outcomes across Scotland. In September 2025, DHI supported the Innovation in Addiction Medicine Summit hosted by USTAN. This three-day event brought together international researchers, clinicians, policymakers and industry partners to explore addiction as a complex systems challenge. Discussions at the summit highlighted the need for deeper collaboration across sectors, with a clear emphasis on translating research and emerging technologies into impactful frontline practice. These discussions also emphasised that globally informed innovation must be adapted to ensure digital advancements are integrated into Scotland’s broader care system. The summit concluded with the development of a roadmap for the new IDEAS in Addiction Medicine St Andrews Hub https://ideas-addiction.wp.st-andrews.ac.uk/ , designed to accelerate innovation by strengthening leadership, supporting community-based recovery approaches, and creating clearer pathways for research. This work is now being progressed by USTAN and DHI, through a series of funded initiatives with other partners that aim to position Scotland as a global contributor to addiction care innovation. View the SUMIT Project page: https://www.dhi-scotland.com/projects/the-sumit-project View the Digital Lifelines Scotland Project page: https://www.dhi-scotland.com/projects/digital-lifelines-scotland-portfolio DHI and USTAN also participated in the European Union Drugs Agency (EUDA) Technology Foresight Workshop in February 2026, which explored how emerging technologies could reshape approaches to treatment, harm reduction and early warning systems. These discussions highlighted the need for system-wide thinking, as advancements in areas such as artificial intelligence, biosensing and digital diagnostics begin to influence the wider drug landscape. To further support academic, industry, citizen, health and care provider participation in this important agenda, DHI is working with USTAN, Research Data Scotland and other experts to facilitate an invitation-only workshop on 27 April funded by the Scottish Council for Global Affairs. The workshop will bring together addiction care experts and researchers to assess Scotland’s current strengths, explore areas for development, and establish shared priorities for future collaboration. This will help shape the next collaborative steps for Scotland’s contribution to global addiction care innovation, engaging with a wide range of Scottish, UK and international interests.

As part of the DHI's International Women’s Day series, we’re celebrating the women shaping the future of rural health and care.This moment invites reflection—not only on the progress made, but on the quiet, consistent work happening every day to build a more equitable future. At the Rural Centre of Excellence, which is a £5 million initiative funded by the UK government through the Moray Growth Deal and delivered by Digital Health & Care Innovation Centre (DHI) – the focus is on advancing research and innovation in digital health, aiding the remobilisation of health and social care services in the Moray region. But what stands out most to me is the women who are shaping this transformation.   The digital health sector, like many STEM related fields, has historically faced gender imbalance. Within the Rural Centre of Excellence, I see women playing a central role in driving forward rural health and care innovation- leading projects, facilitating Living Labs, contributing clinical expertise and bringing lived experiences into the design process.   Women are central to the momentum behind the Rural Centre of Excellence. Across Moray, women give their time and perspectives through Living Labs workshops and engagement sessions, speaking candidly about their experiences of rural health and care.   Women who are carers. Women managing long-term conditions. Women working in frontline roles. Women balancing employment, family, and community responsibilities. Their experiences and insights are practical and informative bringing clarity to why change matters. By embedding lived experiences into development, solutions are better aligned with needs of the community they serve.   As a graduate intern at the beginning of my career, being surrounded by strong female leadership within the Rural Centre of Excellence has been influential. Witnessing women lead with confidence, clarity and a commitment to community impact has given me a powerful model of what effective leadership can look like. Their guidance and example have created an environment where I feel supported, motivated and encouraged to grow.   As we look towards the future of digital health care solutions in the Moray region, the path to innovation is paved by inclusivity. By valuing the voices of women, from strategic stakeholders and leaders to the carers and patients in our Living Labs, we ensure that future of health and care is smarter, more empathetic and reflective of the community it serves.   This International Women’s Day, I am not only celebrating the progress of the Rural Centre of Excellence, but I am also inspired by the work that remains. It is a privilege to start my career in an environment where female leadership is not merely present but foundational to the project’s success. I am proud to contribute to an initiative that empowers women to lead, innovate and redefine the boundaries of what is possible in rural healthcare.

The 11th annual Scottish Knowledge Exchange Awards, organised by innovation support organisation Interface, took place at the Macrobert Arts Centre, University of Stirling, on 19th March. Guests gathered for an evening that celebrated the power of partnership, from inspiring stories of cross sector collaboration to the unveiling of this year’s standout projects. The event brought together a rich ecosystem of researchers, industry leaders, entrepreneurs, support organisations and policymakers for a night of recognition, networking and shared ambition. We were so proud to sponsor the Research and Innovation in Digital Health and Social Care category which celebrates digitally enabled knowledge exchange projects that have made a significant positive impact on health and social care. Now we are delighted to celebrate the winner: Image Credit: Stewart Atwood EPIC Think Learn C.I.C. brings University of Edinburgh research directly into homes, classrooms, and clinical settings through EPIC’s innovative digital platform. By equipping families and professionals with practical, research-based strategies, the partnership improves children’s wellbeing, enhances early intervention, and strengthens Scotland’s capacity to support neurodivergent learners at scale. Additionally to celebrate the team behind the highly commended award: Image Credit: Stewart Atwood The Cleft Lip Education through Augmented Reality (CLEAR) and Breast Cancer Augmented Reality Education (CARE) programmes. West of Scotland Innovations Hub, The Glasgow Children’s Hospital Charity, The Beatson Cancer Charity and The Glasgow School of Art have created the Cleft Lip Augmented Reality patient leaflet to overcome the health-literacy gap by providing a fully visual explanation of complex surgery, akin to the Harry Potter “moving newspapers”. Co-developed with families - studies demonstrate improved understanding, reduced anxiety and clearer informed consent compared with traditional leaflets. Now implemented nationally, this approach is being translated to breast cancer, with potential global impact. A huge congratulations to all the winners and nominees who's innovations in construction, energy, transport, justice, communications, health and mental health have been recognised as leaders in knowledge exchange, where businesses and academics collaborate.

Digital Health and Care Innovation centre (DHI) is hosted by the University of Strathclyde and brings together Scotland's public sector, academia, charities and industry to create new ways of working, and to co-design digital solutions for some of the country's biggest health and care challenges. Our unique needs-led approach is an essential link between the Scottish Government’s national priorities and the wealth of talent across different sectors and communities in Scotland. This creates opportunities for innovators, entrepreneurs and enterprises to develop proven, scalable, and commercially viable solutions for use across Scotland and for export to other markets. This also helps Scotland to be at the forefront of the growing global digital health and care economy through developing the right workforce, infrastructure and policies to attract investment and new jobs. We are looking for a highly motivated Grade 5 Administration and Finance Support Officer. This position offers a unique opportunity to work in a dynamic environment, supporting DHI’s requirements for administration, and financial management across DHI. This position will suit someone that has excellent organisational, interpersonal skills and some finance experience. Applications are invited from candidates seeking a positive challenge. The successful applicant will thrive on variety, be educated to HNC level and possess relevant administration and finance experience. They will have experience of working with admin/financial processes and procedures preferably within large, complex organisations and be able to provide support for a wide variety of admin and finance matters. The postholder will be comfortable working in a fast-paced environment, using their excellent organisational and problem-solving skills and will be confident liaising with stakeholders of various disciplines and levels of management as well as finance, procurement, and contracting colleagues. They will be an important part of the wider DHI team of approx. 40 staff members DHI has adopted a hybrid working model which includes home working. Some travel will be expected as the Digital Health and Care Innovation centre has a national remit.  Formal interviews for this post will be held late April 2026. Informal enquiries about the post can be directed to Shirley Sharp, PA/Office Manager ( shirley.sharp@dhi-scotland.com ).

Award-winning Digital Lifelines Scotland programme secures another year of funding to connect vulnerable people to recovery support   The Scottish Government’s Digital Lifelines Scotland programme, which seeks to reduce the risk of harm and death amongst people who use drugs through digital inclusion, has secured £783,150 in new funding to continue and extend its work.   Delivered by the Digital Health & Care Innovation Centre (DHI) in partnership with the Scottish Council for Voluntary Organisations (SCVO) and Simon Community Scotland, Digital Lifelines Scotland (DLS) and supported by NHS National Services Scotland (NSS) has been awarded the funding for 2026/27, with further programme activities planned for delivery over the following year, subject to funding confirmation.   Now in its third phase, the programme is going further than ever before – embedding digital inclusion directly into local systems of support through Alcohol and Drug Partnerships (ADPs), extending its reach to the families of people in recovery, and developing a new approach to digital harm reduction training that is already attracting interest from services across Scotland and beyond.   Since its creation in 2021, DLS has supported 5,900 people, distributed 3,228 digital devices, provided 3,992 connectivity packages and trained 587 staff and volunteers in digital inclusion across Scotland. This was delivered through partnerships with organisations across the country, with the programme winning the Digital Inclusion category at the Holyrood Digital Health and Care Awards 2025.   An independent evaluation of the programme found “significant results”, demonstrating improvements in digital inclusion, access to services, wellbeing and harm reduction for the people and communities involved. Evidence gathered through DLS is now directly influencing how ADPs commission and design services, embedding digital inclusion within Scotland’s wider drug and alcohol policy response.   Professor Margaret Whoriskey MBE, Head of Innovation for Care & Wellbeing at DHI, said:   “This funding reflects the genuine impact Digital Lifelines Scotland is having on people’s lives. In this next phase we are building on everything we have learned to go further - reaching into rural communities, supporting the families behind every recovery journey, and changing how services across Scotland think about digital as a tool for keeping people safe. The evidence is clear that this work saves lives, and we are proud to be able to continue it.”   Drugs and Alcohol Policy Minister, Maree Todd, said:   “I’m pleased to announce the Scottish Government is investing in Digital Lifelines Scotland again. Community support is vital to recovery and the programme has helped thousands of people to get online and is playing a vital role in helping to build communities around those who may not find it easy to seek support in traditional ways.   “Digital inclusion is critical to ensuring people can access the right support at the right time. These devices give people a lifeline, helping them stay connected with friends, family, and support networks. They also open the door to essential services, making it easier to get help when it’s needed most.”   The difference the programme makes is illustrated by Sam, 54, from Dalmellington in rural East Ayrshire. Facing addiction recovery, missed health appointments and food insecurity, Sam had few local services within reach and rural transport barriers made accessing support feel impossible.   Through The Zone - a local partner funded through DLS - Sam received blended in-person and digital support from a peer outreach worker. He began building structure into his week, grew confident attending appointments and developed digital skills that allowed him to shop online, manage his own needs and stay socially connected even when travel was not possible.   Sam went on to train as a lived experience data collector for the programme and now volunteers alongside his peer outreach worker, offering support and encouragement to others at the start of their recovery journey.   The new funding was announced at the third Digital Lifelines Scotland Conference, held at Murrayfield Stadium in Edinburgh on 18th March 2026. The national conference brought together partners, practitioners and people with lived and living experience to spotlight the latest phase of the programme and explore community-driven digital approaches to reducing drug-related harm across Scotland.

Evaluation of a Medication Dispensing Robot in Scottish Care Services To view or download the information below as a PDF click here Introduction This is an academic call for proposals to undertake an independent evaluation of the E300 Medication Dispensing Robot (MDR) which has been developed by Evondos. ( https://www.evondos.co.uk/ ) The purpose of the work is twofold:  to evaluate how this digital device impacts on medication adherence, staff resources and outcomes for people; and to explore how data generated by MDRs can be used for care planning within the Scottish health and social care context, and/or by the national Telecare Alarm Receiving Centre (ARC).  It is anticipated that the evaluation will include mixed methodology such as surveys, secondary data analysis, ethnographic and observational methods, qualitative interviews and focus groups.   The Digital Health & Care Innovation Centre (DHI) is awarding an academic grant up to   £40K  for this piece of work.  We expect interested academic institutions to provide us with a brief response document (maximum 10 pages) clearly setting out their methodological approach and detail of associated costs. Please note, applicants may provide additional information in appendices, but only the application will be scored.   Background Evondos MDR Therapeutic adherence represents one of the greatest challenges facing the health and care system. The World Health Organisation defines medication adherence as “the extent to which a person’s behaviour - taking medication, following a diet, and/or executing lifestyle changes - corresponds with agreed recommendations from a health care provider” (WHO, 2003, p. 3). Approximately 50% of people with chronic diseases living in developed countries do not take their medication as prescribed.   The E300 MDR was developed by Evondos to support the administration of medication to older adults and individuals living with chronic conditions in homecare settings. The system uses mechanically packaged multidose medicine pouches to improve medication adherence and to support the work of care staff. The E300 MDR is a Class I medical device that conforms to the EU Medical Device Regulation and is certified to the ISO 13485 and ISO 27001 standards.   The National Telecare Alarm Receiving Centre The national Telecare Alarm Receiving Centre (ARC) - https://www.digitaloffice.scot/projects/shared-alarm-receiving-centre-platform-1 - is undergoing a major transformation, moving from an analogue to a digital system. The new system allows for collecting and analysing data from multiple devices and sensors, including both commercial and medical products.   Currently, the data collected by MDRs support health and social care services in three key ways: to monitor medication adherence on a day to day basis, when doses were missed the system triggers escalation and follow up actions; to provide long‑term adherence trends, which offer important insight for assessments and re‑assessments; and to improve understanding of client needs through ongoing data capture. The new digital ARC platform also enables the collection of passive behavioural data (sleep, toilet use, water consumption) and supports more extensive and sophisticated data analysis. The MDR trial presents several distinct opportunities to learn about the functioning of the new ARC system and the system’s integration with external devices (e.g., the E300 MDR). In addition, the MDR provides opportunities to gather richer information about clients (e.g., through video link), which could lead to timely interventions and potential for substantial savings.   Proof of Concept Implementation Trial DHI aims to conduct a Proof of Concept (PoC) implementation trial of the MDR to evaluate how data generated by it can used for care planning and/or monitoring, and its impact on service delivery and patient’s quality of life.   Within Scotland’s policy context, the MDR has the potential to contribute to the following key strategies:   Name Website 1 The National Telecare Programme – Digital Transition and National ARC https://www.digitaloffice.scot/projects/shared-alarm-receiving-centre-platform-1 2 The Digital Health and Care Strategy and its Delivery Plan https://www.gov.scot/publications/care-digital-age-delivery-plan-2025-2026/   3 The Health and Social  Care Service Renewal Framework  https://www.gov.scot/publications/health-social-care-service-renewal-framework     The primary objectives of the PoC evaluation will be to assess whether - and how - the introduction of a MDR can lead to: health and social care services using data generated by a MDR for care planning data being embedded and utilised within the ARC enhanced health and wellbeing of individuals and promote independent living reductions in staff hours, staff travel requirements, associated costs, and other time related pressures empowerment of patients and family members to self-manage their medication and support improvements in medication adherence reduction in health interventions necessitated by medication errors, including avoidable hospital admissions   The MDR will be deployed in at least two HSCPs in Scotland, and a minimum of 40 individual adults will be recruited across the HSCPs who: live in community settings (excluding care homes; supported living arrangements may be considered) are aged 18 and over have at least one chronic health condition use polypharmacy have relatively stable medication treatment requirements require at least daily visits from a health or social care provider to support their medication use.   The PoC implementation trial is supported by a Steering Group, which consists of representatives from DHI, Scottish Government, and the Local Government Digital Office.  The PoC implementation trial also aligns with strategic aims related to polypharmacy and medication adherence. No regulatory or legislative barriers have been identified that would prevent delivery of the trial. This piece of work is expected to draw upon both data generated through the PoC implementation Trial, and data collected directly by the academic research team (including insights from patients, family members or carers, social care managers, and health and social care staff).   Work Packages There are three key phases to the evaluation: Work Package 1 : This stage comprises the review and refinement of the PoC implementation trial protocol. Work Package 2 : This stage involves the development of a comprehensive research plan for evaluating the PoC implementation trial - including the specification of the research design and the selection of appropriate outcome measures. Work Package 2 shall result in a detailed, step-by-step plan covering data collection, data analysis, and dissemination processes, taking into account ethical and regulatory requirements, practical considerations, and overall feasibility. The plan must also include a data management plan, data protection plan, risk assessment, timeline, and contingency plan. Work Package 3 : This stage consists of executing the research plan developed under Work Package 2, including the completion of all data collection, data analysis, and dissemination activities.   We expect interested academic institutions to provide a brief response document (maximum 10 pages) clearly setting out their approach to this piece of work and detail of associated costs.  Please note, applicants may provide additional information in appendices, but only the application will be scored, with the exception of one-page CVs of the team, which can be attached and will be included in the scoring.   Eligibility to apply The following eligibility criteria apply to this grant award: The applicant organisation must be a Scottish Higher Education Institution (HEI). Funds cannot be redistributed by the awarded party, except without express permission by DHI. Bids must be costed in line with the Higher Education Institution’s bidding policies. DHI expects the HEI research office to be involved in communication. DHI expects bids to be costed at 80% Full Economic Costing.   Approach HEIs are requested to identify their proposed methodologies as part of their submission. The approach to this piece of work has not been defined in advance - although it is expected to incorporate mixed methods - and it is envisaged that this will be refined in discussion between the successful academic institution and the Project Steering Group.  The proposal should also describe what approaches might be taken to ensure the final report may be useful and will be appropriately disseminated both to the funder as well as relevant stakeholders.   Skills required The HEI will offer, either directly, or through engagement with third parties, a combination of experience and expertise in the areas listed below: Service evaluation experience in a health and/or social care context; Options appraisal (ideally of health and care service models);  Cost benefit analysis expertise; and A good understanding of the health and social care landscape in Scotland/UK.       Milestones, Deliverables and Timescales We anticipate the commission milestones will follow the timescales set out in Table 1, although these can be discussed and agreed at the inception meeting with the appointed academic team: Tender Process: Date: Issue call for bids 13 th  March 2026 Deadline for submissions 6 th  May 2026 Contract awarded 20 th  May 2026 Inception meeting 27 th  May 2026 Project milestones with deliverables: Date: Work package 1 completion 30 th  June 2026 Work package 2 completion 30 th  July 2026 Work package 3 completion 27 th  Nov 2026 Draft Evaluation Report acceptance 16 th  Dec 2026 Final Evaluation Report acceptance, dissemination 29 th Jan 2027 Table 1: Project Timetable Governance A Project Steering Group with representation from DHI, Scottish Government, and Local Government Digital Office representatives will oversee delivery of this project. It will sign-off project deliverables and provide advice/support the addressing of key issues.    Management arrangements  The grant award process will be managed by DHI as the lead commissioning body.   DHI Lead Contact:  Jennifer Thomas, Research and Knowledge Management Officer: Jennifer.thomas@dhi-scotland.com .     Copyright DHI will retain copyright of any outputs, partial or final, created as a result of the deliverables indicated in section 5, including reports, evidence collection instruments created for this purpose, presentations, etc.    Conflicts of interest  There will be a requirement to state no conflict of interest exists or declare any actual or potential conflicts of interest.   Budget The total budget available for this project is up to £40K , including any relevant VAT. Phasing of payment is detailed in Table 2 below: Milestone Completion Payment Contract acceptance 20 th  May 2026 50% Completion of all 3 Work Packages 27 th  November 2026 25% Receipt of Final Report 29 th  January 2027 25% Table 2: Project Milestones   Response You are invited to respond to this document with the following information, with max 10 pages of text Your proposals for delivering on the requirements, scope, methods and deliverables described above. You should detail: o   your understanding of the main issues to be addressed o   how you intend to deliver on the requirements; and o   the methodology you propose to use. The expertise and experience of the team undertaking the work, referencing the skills detailed in the ‘ Skills required ’ section of this document. This should include one-page CV[s] and statement of availability of the individual/s who will undertake the work. CVs can be attached into the application and will be taken into account in the assessment of applications. Brief summaries of similar work undertaken, including contact information (name and telephone number or email address) for at least one reference. Proposals should also detail all risks and constraints identified for this project, including an assessment of impacts and proposed mitigation actions. A realistic timetable of activities, including contingency management, to meet the timescales outlined in the ‘ Milestones, Deliverables and Timescales ’ section of this document. A breakdown of costs, including any expenses. An outline of anticipated ethical issues, including data protection and research governance.      Response proposals are to be submitted to research@dhi-scotland.com  by 6th May 2026 . To assist with the completion of your response, you may contact Jennifer.thomas@dhi-scotland.com  for further information. Additional information can be given in appendices, but only the application will be assessed, unless otherwise mentioned.   Evaluation Proposals will be evaluated against each other in an objective manner by a team consisting of representatives from DHI and the Steering Group. The Evaluation Panel will score each Bidder’s response using the criteria shown in the table below.  The Bidder(s) selected will be chosen based on the best value for money. This means suitable quality, delivery, level of risk and response to customer needs at best price.    Criteria Description Weighting Understanding the purpose of the work, context and background and proposes a methodology that meets all the requirements of the tender specification The proposal clearly demonstrates understanding of the context of this project, including the strategic and policy drivers. Proposal demonstrates that all the requirements of the specification have been addressed and understood and that the proposed methodology is appropriate and capable of successfully delivering all the required outcomes. 25% Relevant skills and expertise of team to be appointed to deliver the project Proposal demonstrates availability of the required combination of expertise and experience among team members to be appointed to the project. 20% Experience and reputation in undertaking similar work Proposal demonstrates evidence of previous work undertaken in the past 3 years relevant to this project  including the names(s) of clients who can be approached for comments.   20% Support of DHI Net-Zero emission targets All work supported and funded by DHI should be fully committed to supporting the Scottish Government’s target of Net-Zero emissions by 2045. The proposal should indicate how the team will minimise environmental impacts. 5% Risk Management and Quality Assurance The proposal provides evidence that the main risks involved with the project have been identified and adequately addressed. Details of the bidder’s risk management and quality assurance methodology are also outlined.  5% Timetable The proposal provides a detailed timetable of events to ensure that deadlines can be met and explicitly identifies any contingency.  10% Price The proposal is competitively priced and represents good value in the context of the goods/services to be delivered over the life of the contract. Costs are clearly demonstrated and justified. Best value bids will demonstrate an appropriate combination of cost and quality. 15%   In the event of a number of proposals being received, short listed HEI’s may be invited to provide a presentation to the Evaluation Panel or interview to demonstrate their understanding of the project.  The following scoring convention will be used to assess each of the responses to the above quality questions: Score Descriptor 4 Excellent response - is excellent overall and will include a balance of completely relevant elements of the Contract as specified (but not limited to the specifications). The response is comprehensive, unambiguous and demonstrates a thorough understanding of the requirement and provides details of how the requirement will be met in full 3 Good response - is relevant and will include a balance of elements of the Contract as specified (but not limited to the specifications)  The response is sufficiently detailed to demonstrate a good understanding and provides details on how the requirements will be fulfilled 2 Acceptable response - will include some elements of the Contract as specified (but not limited to the specifications)  The response addresses a broad understanding of the requirement but lacks details on how the requirement will be fulfilled 1 Poor response - is partially relevant and will include few elements of the Contract as specified (but not limited to the specifications)  The response addresses some elements of the requirement but contains insufficient/limited detail or explanation to demonstrate how the requirement will be fulfilled 0 Unacceptable - Nil or inadequate response  Fails to demonstrate an ability to meet the requirement The Evaluation Panel reserves the right to recommend that if the score for any one criterion is “0”, that the Contractor not be recommended. That is, they reserve the right to veto a Contractor if it does not meet at all any one of the criteria.   References World Health Organization (2003) Adherence to long-term therapies: evidence for action. Geneva: World Health Organization.