DELIVERY PLAN 2015-18
1. INTRODUCTION
This is the second Delivery Plan produced by the Aberdeen City ADP. It follows on
from the one covering the period 2012-15. It enhances ongoing ADP planning
processes and aims to bring clarity to the:
 ADP priorities for 2015-18
 Actions which partners will jointly work together to deliver in support of the
identified priorities
 Metrics (existing and those which will need to be further developed) which
will be used to enable the ADP to measure progress it is making towards
achieving its priorities
2. ABERDEEN CITY ADP
The Aberdeen City ADP has senior representation amongst its membership from:
NHS Grampian; Aberdeen City Council (staff and elected members); Police Scotland;
Scottish Prison Service; Scottish Fire & Rescue Service; Aberdeen City Drugs,
Alcohol & BBV Forum; Aberdeen Civic Forum; and the Third Sector.
It has direct links to the following local and national organisations: Community
Planning Aberdeen; Community Safety Partnership; Child Protection; Licensing
Board; Licensing Forum; Sexual Health & BBV Managed Care Network; National
Forum on Drug Related Deaths; Alcohol Focus Scotland; Scottish Drugs Forum;
Scottish Recovery Consortium; Scottish Families Affected by Alcohol & Drugs;
STRADA; national and local groups around New Psychoactive Substances.
Items worthy of note since the last Delivery Plan include:
 Police Scotland has taken over the role of chairing the ADP from NHS
Grampian
 Links have been improved to the Aberdeen City Community Planning
Partnership - including the ADP now having a representative at the
Community Planning Management Group
 A third sector ADP member has taken over the chair of the ADP finance subgroup
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Ongoing liaison with staff who are developing Health & Social Care
Integration within Aberdeen City
Work done to ensure that there a good ADP links to Aberdeen City Council
following its restructuring, which resulted in the formation of the Education &
Children’s Services Directorate
Work done to ensure that the ADP continues to have good links with the
Scottish Prison Service following the closure of HMP Aberdeen and the
opening of HMP & YOI Grampian
Ongoing monitoring of plans for the transfer of the Northern Community
Justice Authority local responsibilities to Community Planning Aberdeen. (As
a significant proportion of Criminal Justice clients have alcohol and / or drugs
problems, the ADP will aim to ensure that it maintains good links during this
changeover period and is actively involved in future developments of a local
Criminal Justice outcomes framework)
Local Third sector organisation ‘DA’ now commissioned to provide various
alcohol (2014 contract) and drugs (2012 contract) services
3. STRATEGIC CONTEXT
As detailed in the previous Delivery Plan, the Aberdeen City ADP has published two
separate ten-year strategies, each containing three high level strands:
 Alcohol Strategy (2009)
o Safer
o Healthier
o Responsible
 Drugs Strategy (2011)
o Educating & preventing
o Supporting positive change
o Making communities safer and stronger
These strategies continue to be the primary drivers for partnership activity.
4. STRATEGIC ASSESSMENT
The ADP has examined current available data in order to assess, where possible, its
strategic position in relation to the seven national ADP core indicators. This is shown
at Appendix A. Based on progress made during the previous 3 years, the ADP is in a
strong position to progress key priorities over 2015-18.
Key strengths include:
 HEAT A11 Standard for alcohol and drugs being met
 Integrated treatment services in place
 Alcohol Brief Intervention targets being met
 Naloxone targets being met
 Proactive work done on alcohol licensing
 Recent Joint inspection report on Children’s services was generally positive in
relation to drugs and alcohol
2
These strengths also create significant opportunities that can be capitalised on:
 To enhance work on a partnership basis:
o promoting key prevention messages and campaigns
o improving early intervention opportunities
o better managing people acutely affected by alcohol and drugs
 To use the Quality Principles to contribute to continuous service improvement
The threats to the ADP delivery plan include:
 Increasing use of New Psychoactive Substances
 A growing population of ageing drug users who are more at risk of overdose and
death
Looking to the future, the ADP would like to improve in key areas:
 SALSUS - historically not being carried out by all local schools
 There is a need to improve collection and analysis of data around CAPSM
 Reducing the alcohol related hospital discharges rate to less than 720 (per
100,000)
 Reducing the alcohol related mortality rate to less than 16.5 (per 100,000)
 Reducing the drug related hospital discharges rate to less than 120 (per 100,000)
 Reducing the drug related mortality rate to less than 8 (per 100,000)
 Reducing percentage of 15 year old who drink weekly to less than 5%
 Reducing the estimated prevalence of problematic drugs users to less than 1.7%
 Reducing percentage of 15 year old who used drugs last month to less than 5.6%
 Reducing percentage of 15 year old who used drugs last year to less than 8%
 Reducing the number of youth annoyance calls compared to three year average
 Reducing the number of antisocial behaviour incidents which have been reported
by members of the public compared to five year average
 Reducing homelessness presentations fleeing domestic abuse compared to the
three year average
 Reducing city wide and city centre common assaults by 3% against the five year
average.
 Reducing serious assault by 2% against the five year average
 Increase numbers of people moving through the stages of recovery
 Improving submissions to the Scottish Drugs Misuse Database
These will be further enhanced by local partnership actions and metric measures as
described in section 7 of this report.
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5. ADP PRIORITIES FOR 2015-18
In preparing this Delivery Plan, ADP partners agreed that it needed to identify key
priorities for taking forward during 2015-18. It was acknowledged however, that
these priorities required to take cognisance of: the existing ADP alcohol and drugs
strategies; the strategic assessment; the feedback received by the ADP on its annual
report; and other guidance and direction received from the Scottish Government.
Following on from this, the following four priorities, which focus around: Prevention;
Early intervention; Reducing deaths; Quality, were approved by the ADP.
ADP PRIORITIES 2015-18
1. PREVENTION: To a) reduce the demand and associated
problems in relation to drugs misuse, b) to support positive
cultural change around alcohol availability and consumption by
using evidence based measures
2. EARLY INTERVENTION: To increase opportunities and
capacity to intervene earlier to reduce alcohol and drugs harms,
including targeting of resources to those most at risk
3. REDUCE DEATHS: To reduce alcohol and drug related
morbidity and mortality
4. QUALITY: To demonstrate the quality of alcohol and drugs
services by ensuring that they are accessible, effective, recovery
focussed and valued by service users
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Upstream
Downstream
6. KEY CHANGES
The four identified priorities in turn inform and direct the key changes that the ADP
wants to achieve over the lifetime of this plan.
ADP PRIORITY
1. PREVENTION:
To a) reduce the
demand and
associated problems
in relation to drugs
misuse, b) to support
positive cultural
change around
alcohol availability
and consumption by
using evidence based
measures
2. EARLY
INTERVENTION:
To increase
opportunities and
capacity to intervene
earlier to reduce
alcohol and drugs
harms, including
targeting of resources
to those most at risk
3. REDUCE
DEATHS:
To reduce alcohol and
drug related morbidity
and mortality
4. QUALITY:
To demonstrate the
quality of alcohol and
drugs services by
ensuring that they are
accessible, effective,
recovery focussed and
valued by service
users
KEY CHANGES

Improved co-ordination of whole population and targeted
alcohol & drugs activity via:
o Schools
o Further Education
o Workplace - Healthy working lives; Occupational
health
o Partners internal & external systems - Internet /
Intranet / Facebook / Twitter – reach and
interaction
o Local and national alcohol and drugs campaigns
deliverables

Increase in staff knowledge on alcohol & drugs resulting
in improved assessments / signposting / referrals
Increase in delivery of alcohol brief interventions
Increase in partnership work targeted towards specific
populations / localities vulnerable to alcohol and drugs
problems
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Increase in provision of naloxone
Improved partnership systems, including appropriate data
sharing, for managing people affected by alcohol / drugs

Increased evidence of people moving through their
recovery, e.g. education; training; volunteering;
employment
Improved evidence from service users / family members
that services are helping them in their recovery process

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7. PARTNERHIP ACTIONS / METRIC MEASURES
There will be an extensive range of partnership activity arising from the four
priorities, with corresponding metric measures to demonstrate progress against them.
Some of these metric measurements already exist; others are in the process of being
developed / tested / implemented.
Prevention
KEY CHANGES
Improved co-ordination of whole
population and targeted alcohol &
drugs activity via:
 Schools- implementing CfE
Substance Misuse Guidance and
Policies
 Further Education
 Workplace - Healthy working lives;
Occupational health
 Developing information strategy
utilising partner internal & external
systems - Internet / Intranet /
Facebook / Twitter
 Local and national alcohol and
drugs campaigns
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PARTNERSHIP ACTIONS /
METRIC MEASURES
A range of alcohol and drugs
educational programmes and
campaigns will be carried out by
and across ADP partners
Measured by:
 Number, reach and impact of
educational programmes and
campaigns
 Numbers of whole and
targeted populations reached
 Qualitative evidence
demonstrating that the
educational programme /
campaign has had a positive
impact on people’s attitudes,
values and knowledge around
alcohol and drugs
Increase in staff knowledge on alcohol
& drugs resulting in improved
assessments / signposting / referrals
A range of workforce
development initiatives provided
across partners
Early Intervention
Measured by:
 Numbers completing training
 Range and reach achieved
within target workforce
sectors
 Impact evaluation
demonstrating effectiveness
of inputs; improved
knowledge and skills for
workforce and increase in
positive outcomes for service
users
 Numbers of assessments,
signposting, referrals carried
out by partners
Increase in delivery of alcohol brief
interventions
ABIs delivered in priority NHS
settings and in a variety of
partners wider settings
Measured by:
 Numbers and variety of
settings in which ABIs are
delivered
Increase in partnership work targeted
towards specific populations / localities
vulnerable to alcohol and drugs
problems
A range of prevention, education,
harm reduction, and treatment
initiatives targeted towards
specific populations / localities
Measured by:
 Reach and numbers of
vulnerable populations
engaged
 Impact evaluation of
activities
 Targeted use of ADP
Community Fund
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Reduce Deaths
Increase in provision of naloxone
Improved partnership systems,
including appropriate data sharing, for
managing people affected by alcohol /
drugs
Measured by:
 Numbers and variety of
settings naloxone kits
provided
 Profile of service user
(vulnerability)
Redesign of partnership systems
to improve management of this
cohort
Measured by:
 Numbers of people identified
as having acute alcohol /
drugs issues across the widest
range of settings
 Numbers of above cohort
referred into other appropriate
systems
 Reduction in number of crisis
contacts for mainstream
services because of acute
alcohol / drugs problems
Increased evidence of people moving
through their recovery, e.g. education;
training; volunteering; employment
Quality
Naloxone kits provided
Improved evidence from service users /
family members that services are
helping them in their recovery process
Initiatives directed towards
supporting recovery
Measured by:
 Numbers moving through
recovery stages
 Numbers engaging in mutual
aid (Aberdeen in Recovery)
 Numbers engaged in
education, training,
volunteering
 Numbers gaining
employment
Quality measuring systems in
place to capture feedback
Measured by:
 Percentage of feedback
responses indicating that
services are helping improve
their recovery
 Drugs, Alcohol & BBV
Forum wider engagement
processes
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8. WORKFORCE DEVELOPMENT
The Aberdeen City ADP workforce development strategy has been steadily evolving
over the last few years. Work in support of this has included: training needs surveys
undertaken in 2010 and 2013; a strategic planning event held in association with
Robert Gordon University in 2013; an audit of training provision and training requests
received; and ongoing regular participation with the STRADA ADP Reference Group.
In February 2015, a Strategic Workforce Development report was submitted to the
ADP which summarised the above work. It contained a number of recommendations,
including the proposal to develop an Action Plan. This was approved by the ADP.
The Action Plan will be based on the workforce tiered system and Scottish
Government guidance, and involve all partners. Although it will have a broad aspect
in terms of its scope, it will support the identified priorities within this Delivery Plan.
Current ADP Workforce Development priorities include:
 New Psychoactive Substances (stepped model approach – utilising
information, awareness and skills approaches)
 Naloxone (access for families and those at high risk)
 Families (working with SFAD / local providers / support groups)
 CAPSM (local multi-agency approaches)
 Whole Population Approach training on alcohol
 Alcohol Brief Intervention (ABI) training to enhance delivery in wider
settings
 Recovery Orientated Systems of Care (utilising NHS Education Scotland
‘core skills’ expertise within a quality assurance framework)
9. NEW PSYCHOACTIVE SUBSTANCES (NPS)
The Aberdeen City ADP has an NPS Forum which tries to co-ordinate and monitor
NPS activity at a local level. It has links and regular contact with other monitoring
groups via SDF, CREW and the Scottish Government. It also meets regularly with its
Grampian ADP partners in Aberdeenshire and Moray. The Forum consists of the
following partners: Police Scotland; Trading Standards; Health (Public Health,
Emergency Care, Specialist Pharmacist, Substance Misuse Service & Adult Mental
Health services); Aberdeen City Council (Children’s Services, Education, Youth
Work Team, Housing Services, Youth Justice Partners); Third sector partners; ADP
Support Team. The NPS Forum work plan is continuing to develop and evolve.
Current activity is as follows:
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Prevalence
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
Ongoing ‘RAG’ prevalence analysis work (following on from
2014 and 2015 surveys) identifying the key areas of NPS impact
across the City
Monitoring NPS injecting via the needle exchange service
General population survey (2014) undertaken, and further
survey work agreed for 2015 using ACC ‘City Voice’
Information
Sharing

Utilising the NHS Grampian Substance Alert system (developed
and implemented for local priority information sharing on
substances, effects, harms and essential urgent updates)
Enforcement

Police Scotland and Trading Standards joint operations and
monitoring, including the use of Anti Social Behaviour
legislation as appropriate against ‘Head-Shops’
Monitoring and assessing future legislative implementation
(Psychoactive Substances Bill)

Media,
Campaigns
& Projects
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Pan Grampian key messages developed and disseminated
’Not for Human Consumption’ schools project being rolled out
across secondary 2/3 school pupils, with scope to identify
further opportunities to engage 19-35 year old age groups
Workforce
Development

Schools Curricular guidance and new schools policy for
substance misuse incidents (to be implemented in August 2015)
Project NEPTUNE guidance (disseminated May 2015)
NPS local multi-agency best practice briefing documents (being
developed for dissemination in 2015)
Bespoke NPS training for priority staff delivered by
commissioned service (DA)
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10. FINANCIAL INVESTMENT
The Scottish Government has indicated that the following funding will be provided to
NHS Grampian in order to help tackle alcohol and drugs through the three Grampian
ADPs.
Alcohol
Drugs
2013/14
2014/15
£3,029,458
£2,723,191
£3,047,114
£2,723,191
2015/16 still to be
confirmed
The Aberdeen City ADP has worked with key partners, such as NHS Grampian and
Aberdeen City Council over a number of years to provide integrated alcohol and
drugs services. The Integrated Alcohol service (IAS) and the Integrated Drug Service
(IDS) are based with NHS Grampian. In recent years Third sector services have been
commissioned (alcohol – 2014; drugs – 2012) to enhance the work of both the IAS
and the IDS. These services have been commissioned with the aim of: reducing harm;
working towards earlier intervention; encouraging clients into treatment services as
soon as possible; and assisting clients in their recovery through addressing other key
issues, such as housing, education, training, and employability. Planned investments
have therefore been around enhancing these integrated services. Investments in
alcohol and drugs for the coming year are shown in the attached tables.
ALCOHOL
1. Recurring
(a) NHS Grampian
 Substance Misuse Service
(b) Aberdeen City Council (ACC)
 Alcohol rehabilitation
 Aberdeen Cyrenians
£k
£k
1066
213
544
756
(c) Commissioned Services
 Alcohol Support Ltd – Designated Place (NHS G /
Police Scotland)
 DA – Information, counselling and community
support (NHS G / ACC)
Total available funding
Sourced from:
 Scottish Government Health Department
 NHS Grampian
 Police Scotland
 Aberdeen City Council
11
356
322
678
2500
1066
297
194
943
2500
DRUGS
1. Recurring
(a) NHS Grampian
 Substance Misuse Service
 GMS – prescribing
 GMS – Drug maintenance (Local enhanced service)
 General Pharmaceutical services
 Needle exchange
 ADP Support Team (including communications and
small project funding)
£k
£k
2487
425
556
981
27
245
4721
(b) Aberdeen City Council (ACC)
 Community rehabilitation
 Care management – residential rehab
 Integrated drug service
571
74
308
953
(c) Commissioned Services
 Drugs Action – Joint NHSG & ACC
 Aberlour Child care – Families First
 Barnardos: Drug development workers – ACC
 VSA: Richmond Hill - ACC
561
45
79
43
727
6401
Total available funding
Sourced from:
Scottish Government Health Department
NHS Grampian
Aberdeen City Council
6401
1350
3710
1341
6401
11. GOVERNANCE & FINANCIAL ACCOUNTABILITY
NHS Grampian in conjunction with the three Grampian ADP Chairs agreed a
financial framework for governance arrangements in March 2011. This document is
enclosed at Appendix B.
12. REQUEST FOR NATIONAL SUPPORT
ADPs would benefit from having the Scottish Government improve national data
systems for collecting outcome data. There are a range of things which could be
done, Some examples include:
 Standardised compulsory data collection from Accident & Emergency services
on alcohol & drugs
 SALSUS should be compulsory for all schools
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APPENDIX A
ADP ASSESSMENT
NATIONAL CORE OUTCOMES
HEALTH – Are people in Aberdeen City healthier and experiencing
fewer risks as a result of alcohol?
Alcohol Related Hospital Discharges
Figures for 2013/14 show that Aberdeen City has high levels for alcohol related
hospital discharges (794.4 – based on standardised rate per 100,000). Only Glasgow
city has a worse rate in comparison with other major Scottish cities. Although this rate
has improved over the last few years it is still above the national average.
The ADP believes however that it could achieve a reduced rate of 720 by the end of
this three year period. The ADP is therefore setting a target of reducing its rate to less
than 720 by 2017/18.
Alcohol Related Mortality
Figures in 2013 for alcohol related mortality show Aberdeen City has a rate of 22.2
(based on standardised rate per 100,000). This is around the national average.
Although the local trend is generally moving down, there has been an increase in
recent years.
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The ADP believes however that it could reach a figure of 16.5 by the end of this three
year period. The ADP is therefore setting a target of reducing alcohol related
mortality to less than 16.5 over the coming by 2017/18.
Drug Related Hospital Discharges
Figures for 2013/14 show that Aberdeen City has high levels for drug related hospital
discharges (157.4 – based on standardised rate per 100,000). Although this rate has
shown an improvement over the last few years there has been a recent increase. It is
also above the national average.
The ADP believes however that it could reach a reduced rate of 120 by the end of this
three year period. The ADP therefore sets a target of reducing the rate to less than
120 by 2017/18.
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Drug Related Mortality
Figures for 2013 drug related mortality in Aberdeen City show that it sits around the
national average (10.2 - standardised rate per 100,000). Although the local trend is
generally down, there has been an increase in recent years.
The ADP believes however that it could reach a rate of 8 by the end of this three year
period. The ADP therefore sets a target of reducing drug related mortality to less than
8 by 2017/18.
PREVALENCE – Are fewer adults and children in Aberdeen City
drinking or using drugs at levels or patterns that are damaging to
themselves or others?
Estimated alcohol prevalence
National data for adult alcohol consumption is collated through the Scottish Health
Survey. Unfortunately the most up to date report is historical (covers period 2008-11)
and is only reported on a Grampian wide basis. This last report showed that 41% of
Grampian residents were drinking above daily / weekly recommended limits (national
average 43.4%) and that 20.6% of Grampian residents were binge drinking (national
average 21.1%). Although the work of the ADP aims to reduce this prevalence, no
targets are being set around this due to lack of robust data.
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Referrals to the Integrated Alcohol Service
Historical figures for referrals into the Aberdeen City Integrated Alcohol Service
(IAS) are as follows:
Referrals into the Aberdeen City Integrated Alcohol Service
2011-12
943
2012-13
974
2013-14
949
2014-15
854
This shows that alcohol referrals have been declining. Whilst this could be interpreted
as positive, the ADP is aware that there are a substantial number of residents within
Aberdeen City who are drinking well above daily / weekly recommended guidelines
and who are not engaged with services. However, as seen earlier in this report, the
ADP does intend to increase partnership work targeted towards specific populations /
localities. This should show an increase of referrals from these cohorts. Metrics will
be collated which evidence how the ADP performs against this.
SALSUS* data on weekly drinkers (aged 15 years)
* Scottish Schools Adolescent Lifestyle and Substance Use Survey
The SALSUS survey for 2013 shows that 5.8% of 15 year old children in Aberdeen
City report that they are drinking on a weekly basis. Although this shows a welcome
decrease over previous reports and compares well with the Scottish average, there are
some ADP concerns because not all schools within Aberdeen City took part in the
survey. The ADP will therefore work with partners, particularly Aberdeen City
Council Education Department to ensure that all local schools take part in SALSUS.
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The ADP believes however that it could reach a rate of 5% by the end of this three
year period. The ADP is therefore setting a target of reducing the weekly drinking for
this cohort to less than 5% by 2017/18.
Estimated drugs prevalence
There are about 3100 estimated problem drug users in Aberdeen City. This equates to
1.9% of the population. Although this is above the national average it is equal to or
slightly better than other major Scottish cities.
The ADP believes however that it could reach a rate of 1.7% by the end of the current
three year period. The ADP therefore sets a target of reducing problem drug
prevalence to less than 1.7% by 2017/18.
Referrals to the Integrated Drug Service
Historical figures for referrals into the Aberdeen City Integrated Drug Service (IDS)
are as follows:
Referrals into the Aberdeen City Integrated Drug Service
2011-12
636
2012-13
639
2013-14
763
2014-15
776
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This shows that drug referrals have been increasing. The ADP views this as generally
positive as it helps to demonstrate that a greater percentage of problematic drug users
in Aberdeen City are coming into contact with treatment services. The ADP is not
setting a target for numbers of referrals. However, as seen earlier in this report, the
ADP does intend to increase partnership work targeted towards specific populations /
localities. This should show an increase of referrals from these cohorts. Metrics will
be collated which evidence how the ADP performs against this.
SALSUS data on drug use last month (aged 15 years)
The SALSUS survey for 2013 shows 7.5% of 15 year olds reporting using drugs in
the last month.
The ADP believes however that it could reach a rate of 5.6% by the end of this three
year period. The ADP therefore sets a target of reducing the figure for this cohort to
less than 5.6% over the coming three years.
SALSUS data on drug use last year (aged 15 years)
The SALSUS data also shows 10.8% of 15 year olds reporting using drugs in the last
year.
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The ADP believes however that it could reach a rate of 8% by the end of this three
year period. The ADP therefore sets a target of reducing the figure for this cohort to
less than 8% over the coming three years.
RECOVERY – Are individuals in Aberdeen City improving their
health, well-being and life-chances by recovering from problematic
drug and alcohol use?
Alcohol / Drugs
The Integrated Drug Service has developed a model (shown below) of staged
recovery which includes targets for each of the delivery teams. Recovery activity is
ongoing through Aberdeen Recovery Community (ARC) run by the third sector
organisations, DA / Aberdeen Foyer. This joint service is commissioned by NHS
Grampian /Aberdeen City Council. A number of recovery activity groups are
supported by ARC members.
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DESCRIPTION
PRE-ENGAGEMENT
STAGE 1
STAGE 2
STAGE 3
STAGE 4
STAGE 5
ENGAGEMENT
STABLE
MOVING ON
MOVING OUT
RECOVERY
 ATTENDED MINIMUM 50%
OF APPOINTMENTS
 ATTENDED MINIMUM 70%
OF APPOINTMENTS
 COMPLETED NALOXONE
CORE
INDICATORS

 ATTENDED MINIMUM 80%
OF APPOINTMENTS
 ILLEGAL DRUG FREE FOR 6
TRAINING
DBST TESTING
 ATTENDED MINIMUM 90%
OF APPOINTMENTS
 ILLEGAL DRUG FREE FOR 12
MONTHS
 CONTACT WITH JC+
 UNDERTAKEN RELAPSE
PERSONAL ADVISER
ESTABLISHED
PREVENTION
 ILLEGAL DRUG FREE
MONTHS+
 UNDERTAKEN RELAPSE
 UNDERTAKEN RELAPSE
PREVENTION
PREVENTION
443 Introduction to alcohol awareness
445 Introduction to drug awareness
410 Keeping safe
412 Healthy living
434 Coping with change
404 Effective communication
431 Developing personal confidence
City & Guild
modules
431 Dealing with problems
431 Dealing with Problems
426 Effective skills, qualities and attitudes for learning and work
408 Searching for a job
407 Interview skills
DRUG AND
ALCOHOL STAR
STUCK
 AVERAGE SCORE 1-2
NOT THINKING ABOUT WORK
WORK STAR
 AVERAGE SCORE 1-2
ACCEPTING HELP
BELIEVING & LEARNING
 AVERAGE SCORE 3-4
THINKING ABOUT WORK
 AVERAGE SCORE 3-4
 ON APPROPRIATE BENEFIT
 AVERAGE SCORE 5-8
MAKING PROGRESS
 AVERAGE SCORE 5-6
 ATTENDING HEALTH AND
WELLBEING GROUP
 ATTENDING RECOVERY
OPTIONAL
INDICATORS
GROUP (SMART, AA, NA
etc)
 ATTENDING LIFESHAPERS
SELF RELIANT
 AVERAGE SCORE 9-10
WORK READY WITH SUPPORT
SELF RELIANT
 AVERAGE SCORE 7-8
 AVERAGE SCORE 9-10
 UNDERTAKING VOLUNTARY
 WORK PLACEMENTS
 ATTENDING RECOVERY




WORK
ACHIEVED XX OPTIONAL CITY
& GUILD MODULES
ATTENDING RECOVERY
GROUP (SMART, AA, NA ETC)
ATTENDING OCCUPATIONAL
GROUPS (MUSIC, ACTIVITY,
CRAFT)
ATTENDING LIFESHAPERS



GROUP (SMART, AA, NA
ETC)
TRAINED AS PEER MENTOR
ATTENDING MAINSTREAM
COMMUNITY GROUPS
ORT FREE FOR 6 MONTHS+
The period 2014/15 was used to pilot and refine the recovery stages model.
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 IN EMPLOYMENT
 IN EDUCATION
 ORT FREE

Work has been ongoing to embed City and Guild qualifications into the recovery
stages model. With this there are specific targets in relation to personal development
and recovery. These will be performance managed over the next 3 years:
 Number of clients engaged in accredited learning, such as City & Guilds
 Number of clients receiving City & Guilds awards
 Number of clients receiving City & Guilds Certificates
 Number of clients supported into time/full time education
 Number of clients supported into employment
 Number of clients supported into employment per year who remain employed
for greater than 13 weeks
 Number of clients supported to come off unemployment related benefit
Targets around these are currently being agreed with the commissioned service.
In addition to the above, an independent organisation, known as Aberdeen in
Recovery (AiR) is run by local volunteer members, who are in recovery themselves.
Their aim is to tackle stigma and promote the message that ‘recovery is possible’.
AiR runs a weekly Recovery Cafe, on a Saturday morning, near to Aberdeen city
centre. AiR also organise other activities, including alcohol and drug free social
events and conversation cafes. The ADP was instrumental in supporting AiR and has
given them money to support their recovery activities.
The recovery community in Aberdeen is also buoyant, with active AA, NA and
SMART Recovery meetings taking place across the city on a daily basis.
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FAMILIES – Are children and family members of people misusing
alcohol and drugs in Aberdeen City safe, well-supported and having
improved life-chances?
Child Protection – Alcohol/ Drugs
ISD records details on the rate of child protection case conferences where parental
alcohol / drug misuse has been identified on the register per 10,000 of the population.
The latest figures are for July 2013. This shows the rate for alcohol in Aberdeen as
being 3.19.
The figures for the rate for drugs in Aberdeen are shown as being 4.26.
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The Care Inspectorate produced a report in March 2015 on its joint inspection of
Services for Children and Young People in Aberdeen City. The report stated, ‘Most
children and young people living with and experiencing the effects of parental drug or
substance misuse were well protected and kept safe from harm. Staff across services
provided timely help and targeted support effectively to reduce the risks presented.
Nevertheless, a few children were still living too long with the effects of longstanding
problems of abuse and neglect because necessary action should have been taken
earlier. A more in-depth understanding of the risks and long term impact associated
with this would help staff develop more robust risk management and planning and
thus increase children and young people’s overall safety’. It also said, ‘Pregnant
women who were misusing substances were monitored and supported well throughout
their pregnancy’.
The ADP is not setting a target for under this area. However, as seen earlier in the
report, the ADP does think that there is a need to improve collection and analysis of
data around CAPSM. The ADP does intend to increase partnership work targeted
towards specific populations / localities. This will include vulnerable children and
young people. Metrics will be agreed with Children’s Services and collated which
evidence how the ADP performs against this.
COMMUNITY SAFETY – Are communities and individuals in
Aberdeen City safe from alcohol and drug related offending and antisocial behaviour?
Community Safety
There is strong partnership collaboration in Aberdeen City around community safety.
This involves a range of statutory and third sector partners. In support of this, the
Aberdeen City Community safety Partnership (CSP) set up a ‘HUB’ based near the
city centre, where key partners: Police; Aberdeen City Council; Fire Service, etc, can
meet on a daily basis to better manage community safety matters on a pro-active
basis.
There is also a further range of partnership activity across the city which supports
community safety. Examples include:
 Weekend partnership – who work to improve the night time economy
 Unight scheme – association of late night opening city centre clubs / bars
 Safer Aberdeen – promotes various community safety measures, including the
Best Bar None scheme
 Aberdeen Inspired – association of city centre businesses – recently had
success in being first area in Scotland to obtain the ‘Purple Flag’ award for
the city centre
The ADP works closely with the Community Safety Partnership (CSP). Members of
the ADP support Team attend CSP monthly ‘HUB’ and quarterly CSP meetings. The
CSP currently has over twenty set targets which were determined by its Strategic
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Assessment for 2013 – 2016. Many of the CSP targets have clear links to alcohol and
/ or drugs issues. These targets include the following objectives:
 To reduce the number of Youth Annoyance calls compared to three year average
(3572).
 To reduce the number of Antisocial Behaviour incidents which have been reported
by members of the public compared to five year average (3042).
 To reduce homelessness presentations fleeing domestic abuse compared to the
three year average (117).
 To reduce City Wide (3869) and City Centre (1231) Common Assault by 3%
against the five year average.
 To reduce Serious Assault by 2% against the five year average (146).
Although the CSP is the lead on these, the ADP actively contributes to various alcohol
and drug related activities via the Community Safety Partnership Hub, Safer
Aberdeen and the Weekend Partnership arrangements which aim to have a
collaborative impact.
Looking to the future, the ADP will work with the CSP when it develops its next
Strategic Assessment. This will be with a view to collaboratively setting targets
around alcohol related crime, in particular crimes of violence and domestic abuse.
LOCAL ENVIRONMENT – Do people Aberdeen City live in
positive, health-promoting local environments where alcohol and
drugs are less readily available?
Alcohol Licensing
Although national data is collected around premise licences; occasional licences; and
personal licences, it does little to evidence improved outcomes for the local
environment. The Aberdeen City ADP did however compile a number of alcohol
related questions for the Aberdeen City Council ‘City Voice’ questionnaire in 2012 in
order to gather local information on attitudes to local licensing matters. Responses to
this questionnaire were used in the NHS Grampian submission to the Licensing Board
(LB) in advance of the publication of its Statement of Licensing Policy (SLP) 201316. The SLP 2013-16 subsequently included sections on overprovision for on-sales
(city centre) and for off-sales (covering most of the area of Aberdeen City). The ADP
has since supported NHS Grampian Public Health by submitting objections to all new
licensing applications which are considered to be in contravention of the LB SLP
2013-16 overprovision policy. The results from this have been of limited success.
The Aberdeen City ADP will support NHS Grampian and other partners in providing
submissions to the Aberdeen City LB in preparation for the publication of their next
SLP which is due to be published 2016.
The ADP is also an active member of the Aberdeen City Local Licensing Forum.
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Perception of Drug Misuse
The Scottish Household survey records responses to questions around the perception
of drugs misuse in the person’s neighbourhood. The most recent survey (15%)
showed a decline.
SALSUS data on drugs offered to children (aged 15 years)
The SALSUS data shows 33.5% of 15 year olds reporting being offered drugs.
The ADP is not currently setting any targets under ‘environment’. However if ADP
activity in other areas does have the effect it hopes, it should contribute to outcomes
under this section.
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SERVICES – Are alcohol and drugs prevention, treatment and
support services in Aberdeen City high quality, continually
improving, efficient, evidence-based and responsive, ensuring people
move through treatment into sustained recovery?
Alcohol / Drugs
The Aberdeen City Integrated Alcohol Service and the Integrated Drug Service have
consistently met NHS HEAT targets over the last few years.
There is however still room for improvement in relation to submission of data to
Scottish Government. Although initial submissions to the Scottish Drugs Misuse
Database (SDMD) have been good, the follow up has been less consistent. As such,
the ADP is there aiming to improve submissions to the Scottish Drugs Misuse
Database.
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APPENDIX B
GRAMPIAN ALCOHOL & DRUG PARTNERSHIPS
FINANCIAL FRAMEWORK
1. POWER TO CONTRACT
Alcohol & Drug Partnerships (ADPs) are not separate legal entities and this
framework shall not be regarded for any purpose as giving rise to contractual
rights or liabilities. Nor shall ADPs be entitled to enter into any contract with a
third party in their own name. The members of each ADP will collectively agree
the service commissioning strategy to be employed in furthering the objectives of
the ADP resulting in one member commissioning specific services on behalf of all
members.
2. ACCOUNTABILITY & FUNDING ARRANGEMENTS
2.1 Any Director of the member body of the ADP shall retain their existing
corporate accountability as a member of staff of their employing
organisation. Specifically, any required variation to the arrangements for
corporate governance and financial control that exist within each member
will require to be ratified and adopted by that organisation prior to the
implementation by the ADP.
2.2 The Scottish Government provides specific funding allocations each year to
NHS Grampian for drug and alcohol priorities. Accountability for this
funding to the Scottish Government rests with the Chief Executive of NHS
Grampian (as Accountable Officer for NHS Grampian). ADP Chairs will
collectively decide how this funding is distributed.
2.3 The Scottish Government expects each ADP to agree the outcomes in the
field of alcohol and drugs which the ADP will seek to deliver (taking
account of national strategies and local needs assessments) and to agree an
approach to commissioning and delivering services to deliver these
outcomes. ADP Chairs are therefore expected to deploy funding in a way
which focuses on delivery of these agreed outcomes.
3. BUDGET AND RESOURCES
3.1 Once funding allocations are known at the start of each financial year, the
ADP Chairs meeting will decide how the total of resources made available to
Grampian by the Scottish Government for drug and alcohol priorities will be
allocated between the three Grampian ADPs. In reaching this decision,
unanimity of view of the three ADP Chairs will be sought. This allocation
process will be informed by a number of sources of advice, including
Scottish Government guidance, input from Public Health professionals and
needs assessments where appropriate.
3.2 In arriving at the allocation decision, the ADP Chairs meeting will also have
the authority to decide whether any items should be “top sliced” from the
quantum of funding to be made available to individual ADPs.
3.3 As a general principle, no new top-slice projects or increases to current top
slice projects from the 2011/12 financial year should occur.
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3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
3.13
Grampian wide proposals should each enter into the decision making process
of each ADP and be considered against other locally proposed projects on an
equal basis.
Where more than one ADP decides that they wish to support such projects,
there will be a deliberation between lead officers about the respective
contributions of each ADP. Projects that require the support of all ADPs
before they can be considered viable which receive the support of less than
all ADPs will not progress. Such projects would need to be redesigned in
order to be viable for the ADPs that do support it.
Any current schemes which are agreed as funded from “top sliced” resources
will be reviewed on at least an annual basis by the ADP Chairs Group to
agree the continued benefits and relevance of the “top sliced” scheme to the
delivery of agreed ADP outcomes.
The members of each ADP acknowledge that the ADP is not a separate legal
entity and that its successful operation is dependent on the continued cooperation and alignment of budgets by members. The budget and resources
of each ADP will be targeted in line with local strategies.
Each ADP will develop an annual budget detailing the services to be
provided and projects to be supported for the financial year. The budget
should be prepared prior to 31st March for the following financial year or as
soon as possible thereafter following each of the member’s internal budget
setting process.
The budget submission for each ADP must not exceed the level of funding
agreed for each ADP by the ADP Chairs meeting.
Any request by an ADP for additional funding during the year will be given
due consideration by the ADP Chairs meeting who will review available
resource and prioritise the request on a consistent basis with all other
requests for funding.
In preparing the budget submission for each year each ADP will agree on the
budget in a manner consistent with the treatment of all other revenue budgets
within their respective organisations, using advice of their aligned NHS
Finance Manager.
Specifically, where ADP budgets and individual projects have recorded
underspends in previous financial years, the treatment and any making good
of these underspends in subsequent financial years will be consistent with
the policy agreed by NHS Grampian (as the accountable body to the Scottish
Government for the use of the funding) for treatment of underspends on
earmarked funding streams.
Underspends or overspends against budget will be measured as the variance
against total budget for each ADP and will not be considered on a project by
project basis within each ADP.
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3.14 Currently NHS Grampian’s policy for the treatment of slippage on
earmarked funding streams is as follows: Any slippage on funding awarded in the preceding financial year will
be made good in the current financial year.
 Any uncommitted funding which is more than one year old (e.g.
slippage on funding awarded in the 2009/10 or beforehand for the
2011/12 financial year) will not be made good. The only exception to
this will be a decision by the NHS Grampian Budget Steering Group
not to apply this principle based on exceptional mitigating
circumstances.
 In reviewing the treatment of underspends, amounts will be considered
as “uncommitted” where there is not a legally binding contract,
service agreement or resource transfer agreement in place to spend
resource at some point in the future (e.g. a contract of employment, an
order for equipment, a signed off service agreement for service
provision, an agreement to transfer resource to a partner organisation
etc.).
3.15 ADPs should use their best endeavours to commit resources in a timely way
on agreed service priorities and avoid accumulating underspends against
funding allocations, unless with the prior approval of the NHS Grampian
Budget Steering Group.
3.16 Any overspend or underspend at the end of each financial year will be
recorded as the difference between the budget for the year and actual
expenditure.
3.17 Non-recurring resources must not be used by any ADP to support recurring
commitments. This means that : The recurring funding allocation received each year can be
committed on recurring projects.
 Non-recurring resources (i.e. slippage on funding allocations
received in previous financial years) can only be committed to
support short term non-recurring projects.
3.18 The financial target to be met by each ADP is to break even on an income
and expenditure basis. The ADP Lead Officer shall inform the members of
each ADP (based on reports provided by NHS Grampian aligned Finance
Managers that cover an analysis of delegated ADP funding and any
Grampian wide top sliced commitments) on at least a quarterly basis of the
financial position against budget, noting any material budgetary and related
variances, giving an opinion of the adequacy of the corrective action being
taken and making other recommendations as necessary. The aligned
managers will also advise the members of each ADP forthwith if they
become aware of a potential overspend and suggest actions that can be
implemented to bring expenditure back to a break even position.
3.19 The Assistant Director of Finance (NHS Grampian) shall inform each
meeting of the ADP Chairs Group of the financial position of each
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3.20 ADP against budget, noting any material budgetary and related variances,
giving an opinion of the adequacy of the corrective action being taken and
making other recommendations as necessary. The Assistant Director of
Finance (NHS Grampian) will also advise the ADP Chairs Group if they
become aware of a potential overspend against total ADP funding and
suggest actions that can be implemented to bring expenditure back to a break
even position.
3.21 Each year the aligned managers of each ADP will provide to the members of
each ADP : Accounts for the financial year setting out the income and expenditure of
the ADP in such a form as the members of the ADP direct taking account
of the statutory reporting and auditing requirements which apply to the
member’s individual public accountability for expenditure.
 Reports on the working of each ADP in the form required by members
including details of application of the budget.
3.22 Members of each ADP may include a memorandum income and expenditure
statement relating to the ADP in their statutory accounts.
3.23 All financial transactions carried out in the name of the ADP shall be
regulated by the Scheme of Delegation and Standing Financial Instructions
of the member organisations in so far as transactions are committed against
the budget of a member organisation.
3.24 Partner’s powers of virement (i.e. the ability to switch funding between
different budgets) will be managed according to the Scheme of Delegation
and Standing Financial Instructions of the member organisations.
3.25 In the event that any member of an ADP is not satisfied that the accounts of
the ADP are not in accordance with the agreed budget, the Director of
Finance of the relevant member may request a meeting with the Director of
Finance of NHS Grampian with a view to resolving any differences, all
parties acting in good faith.
4. AUDIT
4.1 The Chief Internal Auditors of each member organisation shall have the
right of access to the accounting records of each ADP and the authority to
review the financial controls of each ADP if required.
4.2 External audit requirements will be covered by the existing external audit
arrangements for each member of the ADP.
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