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Report of the stocktake of Alcohol and Drug Action Teams

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SUMMARY OF RECOMMENDATIONS BY THEME

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Recommendation

Scottish Executive

ADAT

Other

Remit, Composition and Structure

2

The Scottish Executive should review the responsibilities of ADATs in consultation with them and set this out in a single guidance framework which should identify the respective national and local responsibilities and those which will benefit most from the strength of a local partnership approach. The framework should be kept under review and take into account changes in policies, strategies and partnerships.

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8

The choice of Chair should be made by members of the ADAT partnership. The ADAT Chair must have the relevant skills to be able to lead the partnership.

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10

The ADAT Team Leader roles and responsibilities should be consistent nationally, should reflect the high level of complexity and autonomy inherent in the role, and should be graded and paid commensurately. The ADAT Team Leader should have clear accountability to the Chair of the ADAT who will be responsible for the line management function of the Team Leader.

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11

There should be a review of the range of representation on ADATs bearing in mind the importance of limiting the size of the strategic team to maintain effectiveness. Membership of the wider ADAT structure should be enlarged to include, for example, CJAs and GPs.

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12

Partnership representation should be at a very senior level and be representative of the strategic agencies that are involved in substance misuse issues. Partners should be given guidance about what membership of the ADAT will require of them.

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13

The Scottish Executive should review with ADATs (1) the number and size of strategic partnerships to enhance strategic capability and; (2) the best structure for implementation at local level to ensure a good fit in particular with Community Planning Partnerships.

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14

We recommend the Scottish Executive should establish clear linkages and responsibilities between the following tiers:

  • The Ministerial Steering Group (national)
  • Substance Misuse Strategic Partnership (regional)
  • Substance Misuse Implementation Partnership (local).

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Performance and Accountability

4

The Scottish Executive, in consultation with ADATs, should replace the Corporate Action Plan ( CAP) with an Annual Delivery Plan which meets local and national requirements.

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9

ADATs should be directly accountable to the Minister(s) through an annual accountability meeting between the Minister(s) and the ADAT Chair.

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18

All ADATs should develop a 3-year Strategic Plan which sets the direction of travel and is regularly reviewed and updated.

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21

ADATs should be prepared to consider all providers - statutory, voluntary and private - when commissioning and be prepared to move inefficient and/or poor quality services away from existing providers. There should be a level playing field among providers - statutory, voluntary and private.

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22

ADATs should make use of commissioning and contracting expertise available within partner agencies.

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24

The Annual Delivery Plan should meet the performance management needs of the ADAT and the Scottish Executive and should form the basis of the annual accountability meeting with the Minister.

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25

ADATs should promote the adoption of the National Quality Standards. The guidance framework to be developed for ADATs (Recommendation 2 refers) should include an explicit statement about the role of ADATs in relation to implementation of the Standards.

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26

ADATs should give greater emphasis to meeting the needs of families and carers and the potential for their participation in shared care arrangements and in informing service development.

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27

ADATs should improve the involvement of service users and put in place mechanisms to capture and act on their views.

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29

ADATs should develop a public engagement strategy within their 3 year Strategic Plan. It should encompass plans in relation to communities, families and carers, and service users. Implementation should be through the ADAT Annual Delivery Plan.

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30

The Scottish Executive should: ensure that compliance with the National Quality Standards is monitored; consider the use of HEAT targets to deliver improvements in drug and alcohol treatment services; and explore the need to work with the clinical community to secure consistent and equitable compliance with Clinical practice.

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31

The Scottish Executive should work with ADATs to develop national outcome measures, including the identification of robust proxy measures for less tangible outcomes. This could be informed by the experience of developing outcome measures elsewhere in the UK.

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Integrated and Consistent Approaches

1

There should be a regular meeting between ADAT Chairs and the relevant Minister(s) to discuss and develop national policies on drug and alcohol misuse. This might take the form of a National Steering Group chaired by the Ministers.

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3

The Scottish Executive should have an integrated team to lead on drug and alcohol misuse issues.

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7

The membership of both national expert committees, SMACAP and SACDM, should be reviewed and extended to include the same range of representation expected at local level. These Committees should be responsible for offering expert advice to the National Steering Group, chaired by the Minister(s). Consideration should also be given to merging the two expert committees to provide an integrated approach in a single substance misuse advisory committee.

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17

There should be a systematic national approach to needs assessment involving service users and their families, and with better use of analytical expertise at local and national levels.

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23

Commissioners should contract for services with the voluntary sector on a level playing field basis; and should pay the full costs of service delivery.

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28

The development of relevant national campaigns about drugs and alcohol should be undertaken in partnership with ADATs. This would include decisions about the focus and content through to planning and organisation. Steps should be taken to raise awareness of the National Communications Group and encourage participation by ADATs.

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Resources

16

ADAT partners should use existing resources to develop joint working in the sharing and analysis of local information, data collection, and trend analysis and forecasting.

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19

Partner organisations in ADATs should be required to identify all dedicated expenditure on substance misuse activity and make it available for discussion and joint decision in the ADAT.

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20

ADAT partners should be prepared to demonstrate their support where applications for charitable funding or funding from other external sources for the provision of projects and services in relation to substance misuse have been agreed with the ADAT, ADATs and partner organisations should aim to provide funding to voluntary sector organisations which is of at least 3 years duration, subject to satisfactory performance reports.

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Capacity Building

5

There should be at national level a support unit providing guidance, statistics and analysis, research findings and information. This National Support Unit would bring together and build on the existing resource provided by ISD and Analytical Services in the relevant Justice and Health Directorates of the Scottish Executive.

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6

SAADAT should review and refocus its role to ensure it meets the needs of ADATs and it should explore ways to work co-operatively with and complement the work of the National Support Unit.

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15

A Training Needs Analysis should be undertaken for all members and staff of ADATs and a timetable set for addressing those needs.

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Conclusion

32

On the evidence gathered in the preparation of this report we believe that ADATs are, in the main, adding value to the substance misuse agenda. ADATs should continue as discrete partnership bodies, albeit in a form modified by the recommendations in this report.

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