STRATEGY 2021 - 2026 SCOTTISH HEALTH INNOVATIONS LTD (SHIL)
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SCOTTISH HEALTH INNOVATIONS LTD (SHIL)
STRATEGY 2021 – 2026
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CONTENT
Introduction 2
Mission, Vision
Vision and and Purpose
Mission 3
A Record of Progress 4
Strategic Intent | Our Contribution 6
Strategic Themes 8
Delivering our Strategy | Our Values 16
Measuring our Performance 17
Governance and Funding 22
SCOTTISH HEALTH INNOVATIONS LTD (SHIL) STRATEGY 2021 – 2026
INTRODUCTION OUR VISION
Innovation is an empowering, transformational force – and more important than ever An entrepreneurial, collaborative Scotland
as we look to the future. where healthcare innovation thrives
For Scottish Health Innovations Ltd (SHIL), ground-
breaking ideas have the power to significantly
External forces are also significant. As we look to the
next five years, the COVID-19 pandemic and Brexit OUR MISSION
improve health and social care for all, while are expected to leave a lasting legacy on our health
supporting an ambitious, entrepreneurial, forward- and social care services. We must take every moment To inspire, accelerate, and commercialise
thinking Scotland. to turn these events into an opportunity to stimulate impactful healthcare innovations for health,
It is now almost 20 years since the inception of SHIL, transformation and emerge stronger, while adapting economic and social benefit
and so an appropriate time to reflect, and consider to new challenges.
progress achieved thus far. With this in mind, our new strategy leverages and
In those two decades, we have worked in close
partnership with, and continually evolved to meet
extends the vast experience SHIL has gained since
2002 in inspiring, accelerating and commercialising WE ACHIEVE THIS BY
the needs of NHS Scotland (NHS), and we hold impactful healthcare innovations. It is focused
a unique and valued position in protecting and primarily on helping shape a highly adaptive, Working collaboratively with the NHS, academia, industry, entrepreneurs and funders to
innovative NHS, while recognising that strong
supporting NHS-initiated ideas.
partnerships forged with academic institutions,
encourage innovation and entrepreneurism across all areas of health
While SHIL’s values have remained a touchstone, funders, entrepreneurs and industrial partners are Harnessing existing connections and continuously fostering new ones to support idea
we recognise that the world around us continues to vital in supporting our mission.
change at speed. exchange, collaboration and effective partnership working
Despite our rapidly changing world, the importance
Modern health requirements now demand an of promoting and supporting innovation within the Bringing together the right skills, expertise and ambition to optimise potential
entirely different approach to care – people are living NHS to enhance patient care, while also contributing
longer, lifestyles are changing, and mental wellbeing towards inclusive economic growth, remains Operating with agility at the interface of innovation and commercialisation
is considered just as important as physical. At the undiminished.
same time, medical advances continue to tackle a
Supporting financial sustainability and generating an income stream to NHS health boards
Our new strategy is bold and ambitious, requiring
range of increasingly complex health issues; and the
close working with public and private sector Reacting quickly to the demands of an evolving healthcare environment and supporting
acceleration of genomic and personalised medicine
provides opportunity for more targeted treatments. partners, but we are confident it is also achievable. faster adoption of transformational innovations
It sets out the steps we must take, and the actions
Digital health has grown exponentially, offering new
we need from ourselves and others, to deliver the Continuously horizon-scanning and monitoring performance
approaches to the way care is organised, delivered
targeted outcomes.
and monitored; and technology continues to Ensuring our work is aligned to Scotland’s National Performance Framework and United
transform how individuals and organisations engage We have a clear vision that is designed to be shared Nations Sustainable Development Goals
with and between each other. and that we are committed fully to realising.
2 SCOTTISH HEALTH INNOVATIONS LTD (SHIL) STRATEGY 2021 – 2026 3
A RECORD OF PROGRESS
Since 2002, SHIL has receieved and evaluated over 2000 innovative ideas. It is a proud history resulting in the
successful development and commercialisation of medical devices, products and technologies; formation of
7 new spin-outs; negotiation of more than 25 UK and international commercial licence deals; and protection
of over 250 NHS inventions. By harnessing the talent, entrepreneurism and commitment of staff across NHS
Scotland we have supported improvements in patient care while stimulating economic wealth.
2002 - Scottish Health Innovations established
The effective management of Intellectual Property generated by NHS employees
is important to the NHS. This led to the creation of a technology transfer office for 2018 - Patient Transfer Scale launches
the NHS, Scottish Health Innovations Ltd (SHIL), in 2002. (NHS HDL (2004)09)
2019 – Infection Management Game launches
2013 – Clear Surgical launches 2019 - Paediatric SCRAM™ launches
2014 - Adult SCRAM™ bag launches 2020 - Regulatory advice service launches
2007 - Aridhia Informatics launches 2015 - Aurum Biosciences launches 2020 – 2000 disclosure milestone reached
2007 - Cardioprecision launches 2015 - Grant funding by the Chief Scientist Office to
2020 – Tactical SCRAM™, Rx SCRAM™ and Tactical Rx SCRAM™
2002 - Touch EMAS (Edinburgh 2008 - launch of Rhinopinch® host NHS Research Scotland Central Management Team
launch
Modular Arm System), later (NRS-CMT)
rebranded Touch Bionics launches 2009 - CE mark and launch of Prism Glasses 2020 - SHIL is re-accredited to BS EN ISO 13485:2016
2016 – Scottish Government Health and Social Care
2009 - SHIL is accredited to BS EN ISO Delivery Plan outlines renewed commitment to work
2004 - Lumicure, later 2020 – SHIL COVID-19 Innovation fund launches
13485:2012 with SHIL to encourage, develop and commercialise
rebranded to Ambicare launches
2009 - CE mark and launch of Multifocal ERG innovation arising from within the NHS 2020 – Coronex launches
2002 2006 2012 2017 2021
4 SCOTTISH HEALTH INNOVATIONS LTD (SHIL) STRATEGY 2021 – 2026 5
STRATEGIC INTENT
KEY NATIONAL
Our strategy celebrates and informs Scotland’s growing reputation as a world-leading entrepreneurial and OUTCOMES*
innovative nation and places health at the core. It underlines our commitment to working closely with the NHS,
academia, industry, entrepreneurs and funders to encourage innovation and shape future healthcare in Scotland. T Y CO
ER STRATEGIC
MM
V
Our strategy is set around four ambitious strategic themes THEMES
PO
U NIT
VAL K
A C LLAB UNI
WIT LTHY O ING A
EAL OO
1. A CONNECTED, COLLABORATIVE COMMUNITY
CO OMM
ON ORA T Y
UE
IES
H R UTL
NE TIV
R
2. HARNESSING EXPERTISE FOR OPTIMAL INNOVATION
C
HEA ELIVE
CTE E
VISION
D,
INTERNATIONAL
3. ACCELERATING A BETTER HEALTHCARE FUTURE
D
An entrepreneurial, collaborative
4. DELIVERING A HEALTHY OUTLOOK WITH REAL VALUE Scotland where healthcare
innovation thrives
ECONOMY
To embody an innovative mindset, we must consider this strategy to be a living, adaptable framework that MISSION
reflects our agility to respond to the demands of an evolving healthcare landscape. Similarly, the delivery To inspire, accelerate, and
of this strategy must be complemented by continuous horizon-scanning and performance monitoring. It commercialise a healthcare innovations
ON R
ATI FO
AC EALT
offers inspiration for how and why we should be doing things differently, ensuring that we are always in for health, economic
OV TISE
CEL HC
the best possible position to grow and meet new challenges.
H
and social benefit
ER AR
INN ER
ATI E F
AL EXP
NG UT
TIM G
OUR CONTRIBUTION
OP ESSIN
A B URE
FAI
ETT
RN
R
ER
,
HA
H
W
Our strategy themes align with Scotland’s National Performance Framework which sets out how Scotland LT OR
can work together to: HEA KA
ND
Create a more successful country
& BU
SINESS
Give opportunities to all people living in scotland
Increase the wellbeing of people living in scotland
Create sustainable and inclusive growth *For full descriptions please
Reduce inequalities and give equal importance to economic, environmental and social progress see Scotland’s National
Performance Framework
6 SCOTTISH HEALTH INNOVATIONS LTD (SHIL) STRATEGY 2021 – 2026 7
STRATEGIC THEMES
A CONNECTED, COLLABORATIVE COMMUNITY
Innovation cannot be realised in isolation. A connected, collaborative healthcare innovation
community will unlock the true collective potential of Scotland and shape the future of healthcare.
Our strategy retains a focus on working
collaboratively with the NHS to inspire, accelerate
Supporting new and innovative approaches to
healthcare wherever they originate, combined
OUTCOMES
and commercialise impactful healthcare with an ability to link relevant expertise across the
innovations. As a national organisation, SHIL is well sector will help ensure the vision of a connected, Enhanced digital accessibility, training and networking to support connectivity and
connected across NHS health boards. Embedded collaborative Scotland is realised.
within local NHS Research, Development and
collaboration across the sector.
While SHIL’s existing connections are evidently
Innovation teams, SHIL combines national
oversight with targeted health board engagement
strong; we also recognise that in a modern, digital Extend innovation and entrepreneurship competence across the sector through the
environment, enhanced engagement, sharing of development of a Clinical Entrepreneur training programme.
and a strong digital presence. This not only provides
knowledge and ease of access are essential tools.
local insight and intelligence, but also cultivates
Underpinning this digitally connected outlook will
strong, trusted relationships, while helping to
be a laser focus on the specific skills and expertise
Robust, trusted relationships across the NHS, where national reach is complemented
position SHIL as an integral player within emerging with targeted health board engagement to provide equity of access to services and
offered by SHIL – advice centred on intellectual
and new innovation structures, including regional
innovation hubs.
property, medical device regulation, product expertise.
development, funding and commercialisation
Complementary to this is the established ability – all of which can complement input of other Expert input to industry and academic led innovation activity with a commitment
of SHIL to work at a national level to build strong, collaborators, catalysing projects rapidly from idea
mutually beneficial connections with national to reality. We pledge to deliver new, innovative to assessing and supporting, in partnership with the NHS, viable ideas from those
and regional innovation centres, development approaches to sharing this expertise and opening working outside the NHS.
agencies and funders. Delivery of collaborative up access to its important learnings for wider
projects; supporting and participating in benefit. An ability to demonstrate the value of NHS supported innovation to position Scotland
university, consortia and individual funding bids; as an entrepreneurial, collaborative nation, where healthcare innovation thrives.
and supporting healthcare innovations originating
outside the NHS, all form important elements of
an open and receptive organisation.
8 SCOTTISH HEALTH INNOVATIONS LTD (SHIL) STRATEGY 2021 – 2026 9
2 HARNESSING EXPERTISE FOR OPTIMAL INNOVATION
The healthcare landscape is complex and rapidly changing, and we must respond to its
opportunities. Harnessing clinical and commercial expertise helps develop optimal innovations
that can positively impact health, the economy and social outcomes.
Our strategy places a strong focus on the Valuable in-house knowledge and support
specialised professional knowledge within SHIL is complemented by access to high quality
– our ability to directly leverage a wealth of NHS
experience, while underpinning and enhancing
external advice (legal, manufacture, international
outreach). Providing an infrastructure to blend
OUTCOMES
it with wider commercial business skills. In clinical and commercial expertise is vitally
translating healthcare innovations from original important in supporting Scotland’s future An expert, full-service innovation advisory capability adaptive to new policy, rules,
idea to widespread adoption, we are well placed healthcare innovation priorities and needs.
to draw on a diverse pool of skills and support.
regulations, market conditions and emerging technologies.
While SHIL’s existing knowledge, support and
Commercial skills – including intellectual property infrastructure is well established, modern A regulatory framework and Quality Management System to support the design and
advice, medical device regulation, funding, healthcare does not stand still and SHIL recognises
product development and commercialisation the need to continuously horizon-scan and adapt
development of medical devices, and manage the process from initial evaluation of
– typically sit outside the sphere of traditional to changes in the landscape. We will be sensitive a concept to regulatory approval and rapid market adoption.
healthcare roles and expertise. SHIL offers these and responsive to advances across medicine,
on a pan-Scotland basis, enabling NHS health science, government and NHS policy, legal and Support rapid translation of impactful healthcare innovations into viable products,
boards and stakeholders across Scotland to access regulatory affairs that impact on healthcare
trusted, high-quality advice. innovation process, ensuring the expertise of
devices, diagnostics, therapeutics and services.
SHIL remains dynamic and reflective of a modern
SHIL’s accreditation to ISO13485, an landscape. Contribute knowledge, and add value, to pan-Scotland initiatives to support innovation,
internationally-recognised Quality Management such as Small Business Research Initiative (SBRI) assessments.
System for medical devices, demonstrates We further recognise that, whilst our support
compliance to stringent medical device quality is well embedded within NHS health boards,
standards, and enables us to provide a strong Scotland’s social care sector is an untapped source
Extend the knowledge and support offered by SHIL to harness and capture the
regulatory framework to support the design, of fresh innovation. With that in mind, we will innovation potential of the social care sector.
development, production and delivery of medical actively work to empower the entrepreneurial
devices. talent of those working within social care and
explore innovation opportunities across the sector.
10 SCOTTISH HEALTH INNOVATIONS LTD (SHIL) STRATEGY 2021 – 2026 11
3 ACCELERATING A BETTER HEALTHCARE FUTURE
For impactful healthcare innovations to transition from idea to reality, we need a strong alignment
of knowledge, culture, systems and processes to ensure fast, efficient realisation and adoption of
ground-breaking ideas.
Our strategy is focussed on overcoming systemic Yet, we must also adopt a two-tier approach. The
challenges to facilitate, accelerate and deliver
impactful healthcare innovations that are adopted
first element of this will see SHIL continuing to
support and encourage an open and receptive
OUTCOMES
rapidly and at scale. Building connections, environment to innovations originating across
infrastructure and offering knowledge and support Scotland. We recognise novel solutions to A robust and transparent innovation process empowering innovative ideas from
is important, but in reality, must be matched problems very often come from those who face
with the provision of streamlined systems and those challenges every day. The second requires
primary, secondary and tertiary healthcare staff and external entrepreneurs.
processes that are sympathetic to the time SHIL to proactively work with partners across
pressures of modern society. They must further the NHS to identify specific challenge areas and A growing pipeline of high-quality innovations with targeted innovation calls to
combine with accessible solutions to overcome facilitate targeted innovation calls to help advance realise major advances in areas of unmet health need.
financial barriers, demonstrate feasibility of ideas, solutions in areas of greatest need.
and create effective pathways to achieve market
Such targeted innovation calls will also be
Launch a Healthcare Accelerator Fund to provide financial assistance in the early-
readiness and acceptance.
supplemented by the launch of a Healthcare stage development of projects that show commercial potential.
SHIL has exhibited an exceptional ability over many Accelerator Fund, ensuring suitable projects can
years to uncover transformational ideas from access early-stage funding to assess feasibility, Provide new pathways for in-demand innovations to achieve market readiness,
health and social care professionals, accelerate which in turn can open up greater future funding acceptance and rapid adoption.
the best ones through the innovation pathway, and options. The goal of the fund will be to identify
successfully launch an ever-expanding portfolio a balanced portfolio of opportunities that with
of products, technologies, spin-out companies, appropriate interventions and support can Bring innovations of substance and scale to market in investor-ready form.
licence agreements and patents. This is testament accelerate the healthcare innovation ecosystem
to the dynamic, forward-thinking model deployed past its tipping point. We will work actively across
by SHIL and will remain at the core of our future the sector to minimise all barriers – systemic,
strategic plans. financial or otherwise – to ensure innovations of
substance and scale can be expedited onto the
market.
12 SCOTTISH HEALTH INNOVATIONS LTD (SHIL) STRATEGY 2021 – 2026 13
4 DELIVERING A HEALTHY OUTLOOK WITH REAL VALUE
We must deliver a truly holistic view of healthcare innovation, encompassing not just health, but
social and economic benefits too, as part of a wider entrepreneurial vision.
Our strategy will support impactful healthcare Aligned to this is the need to deliver a truly
OUTCOMES
innovations that will, or have potential to, deliver holistic view of healthcare innovation – health,
health, economic or social value for the NHS and social and economic. SHIL will therefore work to
those organisations and individuals collaborating extend impact measures to incorporate social
with it. and economic benefit, and thus spotlight a
new perspective on the significance of health Generate an income stream to NHS health boards through financial returns on co-
By successfully launching NHS supported spin- innovation within the wider entrepreneurial vision development projects.
outs, we create jobs, attract investment to the for Scotland.
Scottish economy and reinforce wider life science
aims. Whilst focused primarily on benefit to the NHS
Work with academic and industry partners to support appropriate medtech accelerator
and its patient population, we will also consider programmes that promote the growth of innovative health start-ups.
The SHIL product portfolio presents a record developing innovations with NHS support that do
of successful health outcomes. Developed in not have an obvious or immediate landing place in Hold equity in NHS spin-outs to help create jobs, attract investment and position
collaboration with health professionals, a range
of medical devices, products and technologies are
Scotland but could be successful commercially in Scotland as a thriving and leading life science destination.
different geographic regions. Further, there may
in use across hospitals, care homes and on-scene be scope for delivering innovation that does not
emergency settings; across Scotland, the UK and Work with license partners and NHS spin-outs post-commercialisation to extend sales
offer an immediate financial return but has a wider
internationally. Yet despite the obvious health social impact in Scotland. There is no doubt that and optimise value.
benefits, the rapid uptake of these products within NHS-led innovation has global reach, and through
the NHS can often be challenging and difficult to SHIL, a focused and ambitious programme of work Develop social and economic value measures to evidence wider benefits of successfully
navigate. SHIL will work with partners to simplify will help foster the best in Scottish innovation, commercialised health innovations.
this process, ensuring routes to all appropriate encourage expansion into new markets and
markets can be expedited and maximised. sectors, and evidence the international impact of
supporting homegrown ideas.
14 SCOTTISH HEALTH INNOVATIONS LTD (SHIL) STRATEGY 2021 – 2026 15
DELIVERING OUR STRATEGY MEASURING OUR PERFORMANCE
Our success is built on our people - the committed enablers of innovation. We are passionate about It is important that we continually and rigorously monitor what we do in order to assess performance
what we do, because we know that when the ideas brought to us are successful, they make a real in line with our growth ambitions, identify areas where we can drive improvement, and retain an
and lasting difference. agile outlook in an ever-changing environment.
SHIL seeks out creative, talented, resilient people The organisation’s size, structure and professional The performance of SHIL will be measured over The pace at which outcomes can be delivered, and
who can enrich and diversify its talent pool. culture allows it to be flexible and agile. This allows the lifetime of this strategy by the extent to which the range of activities undertaken by SHIL depend
The strength of the organisation lies in bringing SHIL to maintain focus and optimise the skills and the outcomes we have set out are achieved. As on a number of variables - funding received,
specialist skill sets together in a single place to expertise of the team. evidenced throughout the strategy, SHIL forms complexity of the innovation, collaborating partners
complement clinical knowledge and ambition, Similarly, it is vital that we maintain and enhance part of an entrepreneurial, collaborative Scotland and investment decisions made by others.
and together unlock the true collective potential SHIL’s reputation as a great place to work to attract, – we do not work in isolation, and consequently
of Scotland’s healthcare innovation opportunity. retain, and develop the finest talent. We must do not deliver any outcomes on our own. We More detailed target indicators will be developed
At the same time, integral to our success and continue to invest in skills from a wide range of work collaboratively with individuals, NHS health as part of the annual business planning process,
reputation is significant experience of working professions. On-going training and development boards, academia, industry and other public and so that they can be tailored and made relevant to
with the NHS and the Scottish Government. ensures skills are optimised and staff are equipped private sector organisations across Scotland and the priorities of the business from time to time,
to meet the challenges of the future. this can make direct measurement of outcomes while of course being set within the framework
delivered by SHIL challenging. of delivering the outcomes set out in this 5-year
plan.
OUR VALUES The performance measures set out in this strategy
provide an initial high-level set of indicators of Performance will be measured annually, by
achievement. The high-level indicators should be leveraging robust and dependable data, as part of
Our values underpin who we are, how we behave and the ways we work together across every aspect viewed collectively, to provide a holistic view of business planning, ensuring SHIL remains adaptive
of our business. They contribute to our distinctiveness. the contribution of SHIL to inspire, accelerate, and and responsive; and each year we will publish a
commercialise impactful healthcare innovations report on the performance delivered, with specific
for health, economic and social benefit. examples of our contribution.
Bold – Believing in what we do, with commitment and courage
Collaborative – Working in partnership, whilst taking responsibility for our own actions
Curious – Being curious to learn and find solutions that transform lives
Disruptive – Challenging norms and looking beyond currently accepted practice
Resilient – Succeeding while recognising and accepting factors beyond our control
16 SCOTTISH HEALTH INNOVATIONS LTD (SHIL) STRATEGY 2021 – 2026 17A CONNECTED, COLLABORATIVE COMMUNITY HARNESSING EXPERTISE FOR OPTIMAL INNOVATION
Outcomes Key Performance Indicators Outcomes Key Performance Indicators
Enhanced digital accessibility, training and Digital analytics, including website visitors, An expert, full-service innovation advisory Hours of advice provided, including IP,
networking to support connectivity and engagement, online consultations capability adaptive to new policy, rules, regulatory, commercialisation
collaboration across the sector. regulations, market conditions and emerging
Delivery of NHS Clinical Entrepreneur technologies. ISO13485 accreditation maintained with
Extend innovation and entrepreneurship programme medical devices developed within a
competence across the sector through the A regulatory framework and Quality framework that supports regulatory approval
development of a Clinical Entrepreneur Annual assessment of NHS health board Management System to support the design
training programme. satisfaction and development of medical devices, and Maintain a robust risk register which will
manage the process from initial evaluation of anticipate and mitigate risks posed to the
Robust, trusted relationships across the NHS, Level of input to academic innovation support a concept to regulatory approval and rapid delivery of outcomes
where national reach is complemented with programmes, via training, advice and support market adoption.
targeted health board engagement to provide of outreach activity Number of training sessions and related
equity of access to services and expertise Support rapid translation of impactful webinars delivered and evidence of associated
Number of funding applications led by NHS/ healthcare innovations into viable products, feedback
Expert input to industry and academic led devices, diagnostics, therapeutics and services.
academia/industry supported through the
innovation activity with a commitment to
provision of resource and expertise Evidence of support provided to regional NHS
assessing and supporting, in partnership with Contribute knowledge, and add value, to pan-
innovation hubs
the NHS, viable ideas from those working Evidence of positive feedback from Scotland initiatives to support innovation, such
outside the NHS. stakeholder organisations as Small Business Research Initiative (SBRI) Partnerships established with innovation
assessments. centres, including CENSIS, DataLab and Digital
An ability to demonstrate the value of NHS
Media coverage statistics, including Health and Care Innovation Centre
supported innovation to position Scotland Extend the knowledge and support offered by
placement, reach and sentiment
as an entrepreneurial, collaborative nation, SHIL to harness and capture the innovation
where healthcare innovation thrives. potential of the social care sector.
18 SCOTTISH HEALTH INNOVATIONS LTD (SHIL) STRATEGY 2021 – 2026 19ACCELERATING A BETTER HEALTHCARE FUTURE DELIVERING A HEALTHY OUTLOOK WITH REAL VALUE
Outcomes Key Performance Indicators Outcomes Key Performance Indicators
A robust and transparent innovation process Number of disclosures received Generate an income stream to NHS health Financial returns to the NHS
empowering innovative ideas from primary, boards through financial returns on co-
secondary and tertiary healthcare staff and Number of disclosures progressed development projects. Number of medtech accelerators supported
external entrepreneurs.
Launch of Healthcare Accelerator Fund Work with academic and industry partners Investment attracted to NHS spin-outs
A growing pipeline of high-quality innovations to support appropriate medtech accelerator
with targeted innovation calls to realise major Number of targeted innovation calls launched programmes that promote the growth of Sales and reach of commercialised products
advances in areas of unmet health need. innovative health start-ups.
Number of projects commercialised and Delivery of a SHIL specific health, economic
Launch a Healthcare Accelerator Fund to generating income Hold equity in NHS spin-outs to help create and social value framework
provide financial assistance in the early- jobs, attract investment and position
stage development of projects that show Scotland as a thriving and leading life science
commercial potential. destination.
Provide new pathways for in-demand Work with license partners and NHS spin-outs
innovations to achieve market readiness, post-commercialisation to extend sales and
acceptance and rapid adoption. optimise value.
Bring innovations of substance and scale to Develop social and economic value measures
market in investor-ready form. to evidence wider benefits of successfully
commercialised health innovations.
20 SCOTTISH HEALTH INNOVATIONS LTD (SHIL) STRATEGY 2021 – 2026 21GOVERNANCE AND FUNDING FIND OUT MORE
SHIL is a company limited by guarantee and owned
equally by Scottish Ministers, NHS Tayside and the
Golden Jubilee National Hospital and its activity YOUR 24-HOUR WINDOW TO SHIL
is overseen by the Scottish Government’s Chief
Scientist Office.
www.shil.co.uk
The Board consists of an executive chair and eight
non-executive directors. Key stakeholders in NHS
health boards and business leaders are an integral
part of its diverse membership, in turn ensuring
that SHIL is firmly embedded in the NHS Research,
Development and Innovation landscape. The role
of the Board is to lead SHIL in the achievement of SHIL is grant funded by Scottish Government,
its corporate strategy. with a further proportion of funding coming from You will be able to find detailed information on our work throughout the SHIL website.
returns on successful projects. Where applicable,
The Board publishes an annual operating plan additional support for development work has
setting out target performance indicators If you would like further information or have a question in relation the SHIL Strategy please
been forthcoming from external funding bodies.
aligned to the strategic plan outcomes, and an email: info@shil.co.uk
annual report covering financial performance For spin-out companies set up by SHIL, private
and progress towards meeting the strategic plan investment and venture capital funding has been Follow our social channels for the latest news and updates.
outcomes. secured.
@ScotHealthInno
Scottish Health Innovations Ltd
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