Alcohol and drugs: partnership delivery framework - 2026

Annex C: Alcohol and Drug Partnership (ADP) Chair Role Profile (Co-Authored by ADP Chairs and Health Improvement Scotland (HIS))

Diversity

• Commitment to eradicating any stigma and prejudice people face who use alcohol and drugs
• Focus on inequalities and alignment of public protection
• Strong values and ethics
• Experience of reducing stigma and inequalities
• Awareness of impact of approach, language and positive messages in the reduction of stigma
• Focus on inclusion and work on stigma to be led by the ADP

Skills

• Developing and delivering strategies and policies
• Implementation of national strategies at a local level
• Managing and governing public funding
• Identifying and maintaining priorities for the ADP
• Foster open, honest and challenging conversations. This includes:
  • facilitating relationships and connections at meetings
  • good links into committee processes
  • good links into public protection, community safety, justice, community planning etc. and
  • strengthening channels of communication with Scottish Government
• Ability to build and maintain strong and effective working relationships with key stakeholders e.g. NHS boards, Health and Social Care Partnership (HSCP), Integrated Joint Board (IJB), Chief Officers Groups (COGs), Community Planning Partnerships (CPPs), other ADPs
• Ability to challenge and hold senior executives to account on improvement, governance and accountability
• Ability to make connections within existing governance structures
• Ability to network and make connections across multiple areas to deliver better integrated working in areas such as health, housing and justice
• Build and maintain good relationships between ADPs and public protection functions
• Ability to challenge and adapt working practices to improve performance
• Ability to report into national policy conversations based on local contexts
• Share appropriate challenges via committees

Experience

In terms of experience - there was debate about whether all the elements listed would be needed in advance of appointment to be effective in this role, or whether some of these could be listed as desirable with a need to then support individual’s development once in post if there are gaps in experience.

The group noted having an ADP Chair with limited experience of working in health and social care could bring added value due to the benefits of the fresh perspective. However, there are also benefits to having a good understanding of health and social care including enabling strengthened relationships.

• Experience of working effectively with third sector and those with lived and living experience
• Experience of improving performance at national, regional and local levels
• Experience of developing and working in an integrated public protection landscape
• Experience in good governance of community leadership and resilience
• Implementation of national strategies and directives at a whole system level
• Importance of trauma-informed practice and using a human rights-based approach
• Experience in how data is governed
• Experience in self-assessment or evaluation methods

Additional Information

The groups also identified the following considerations for the ‘enablers’ of good governance for the ADP Chair role.

Resource, Support and Infrastructure

• Importance of resource and infrastructure. Specifically sufficient time/capacity dedicated to the role to effectively achieve the expectations of the role including participation in national forums and learning events
• To continue to support or even strengthen the key enabling role of ADP coordinators and wider team to support delivery
• A consistent reporting structure / model to support good governance practices
• Clarity of the ADP purpose, including clarity of the resource (budgets) the ADP is responsible for and accountability of partners in strategic decision making
• Whole-system approach with key role around making valid connections across multiple areas and reducing silo working, including importance of connections with:
  • other ADPs and ADP Chairs for support, peer review opportunities and mutual problem solving and learning - for example, the ADP Chair Leadership Forum facilitates peer support and sharing of good practice to develop standards
  • between ADP governance structures and standing committees
• A governance structure that reflects collective leadership rather than a single governance structure. It is a difficult ask to describe good governance practices within the role description when governance structures are typically written for single organisations and not necessarily fit for purpose as a chair within a partnership structure
• Strengthening the relationship with Scottish Government (SG) (e.g. the National Drugs Mission Delivery Group is a good opportunity to strengthen channels of communications between SG and ADPs).
• Consistency in input and expectations from Chief Executives and Executive Leads
• Need for strategic direction at a national level (demonstrated by the Audit Scotland report)

Management, Personal and Professional Development

• Clear line management, accountability and reporting structures, including an appraisal process
• Involvement of key stakeholders in recruitment and induction processes
• Learning and development including:
  • role specific to support effective achievement of role duties and responsibilities
  • national training and development to enable greater consistency between ADP Chairs
  • local training and CPD requirements
• Being open to doing things differently