Preventing Harm, Promoting Recovery: Scotland's Alcohol & Drugs Strategic Plan 2026 – 2035

Delivering in Partnership

Outcome: Partners collaborate effectively to support delivery and continuous improvement, driven by evidence and clear lines of accountability.

Successful delivery of the Plan requires strong partnership working and a whole system approach, with clear national direction and local flexibility. In line with the Charter of Rights, local areas must be empowered to design interventions that reflect their specific needs and challenges, with robust governance and accountability mechanisms in place to ensure effective implementation.

A thriving voluntary sector, skilled and resilient workforce and strong data, research and evidence practices are crucial. These elements enable compassionate care across all services and continuous improvement – ensuring that the Plan delivers meaningful outcomes.

Our key priorities for delivering in partnership include:

• Strengthening local accountability for delivery
• Supporting the voluntary sector
• Supporting a skilled and resilient workforce
• Streamlining national governance arrangements
• Continuous improvement of data, research and evidence

Strengthening local accountability for delivery

The Scottish Government and COSLA are in agreement that the local planning and delivery of alcohol and drugs services and wrap-around support is best provided through the ADP model, which has been in place in some guise since 2009. However, we recognise that the nonstatutory nature of ADPs and evolution of the service landscape over time, has led to a lack of clarity and consistency in the broad understanding of roles and responsibilities.

The original Partnership Delivery Framework published in 2019^[120] predated the redoubled efforts and expectations set out in the National Mission. It became clear over the course of the Mission that the underlying provisions for structure and governance of partnership working therein were insufficiently comprehensive and robust to support ADP Chairs, Coordinators, and partners effectively.^[121]

Through consultation with a range of partners, not least ADP Chairs and Coordinators, the Scottish Government and COSLA have produced a revised Partnership Delivery Framework, published alongside this Plan. This provides greater clarity on the roles and systems of accountability at the local level and the responsibilities of integration authorities, health boards and ADPs.

Commitment: We will continue to strengthen local accountability for delivery through:

• Embedding and keeping under ongoing review, the Partnership Delivery Framework to ensure that it remains fit for purpose in providing all partners with a clear understanding of their roles and responsibilities.
• Facilitating improved communication and engagement amongst ADPs and other stakeholders.
• Supporting enhanced capacity and consistency across ADP chairs and officers, whilst protecting the autonomy and flexibility of local planning and decision-making.
• Improving transparency of local, regional and national planning for alcohol and drugs services.
• Providing enhanced national guidance on the consistent and effective conduct of local alcohol-related and drug-related death reviews.

Supporting the voluntary sector

A resilient and sustainable voluntary sector is vital to the successful delivery of this Plan. The local organisations and community groups funded through the National Drugs Mission Funds administered by the Corra Foundation have supported thousands of individuals between 2021/22 and 2025/26, offering targeted support rooted in local knowledge and needs, underpinning statutory support. Volunteers who willingly contribute their time, skills and lived experience form a substantial yet often unseen backbone of Scotland’s recovery ecosystem. Volunteers can be the first trusted point of contact for people who feel excluded from services, providing continuity, safety and relational support. With the expertise and compassion of volunteers, local communities and organisations are the experts at knowing what works for their area and are able to help create targeted support mechanisms for those that need it.

Alongside the funding and commissioning of third sector organisations by local authorities and integration authorities, the Scottish Government has also provided direct support to key national third sector organisations that act as a vital bridge between government, services and people with lived and living experience. Our focus remains on sustaining a strong and resilient network of national third sector organisations to meet emerging needs.

Commitment: We will continue to invest in voluntary sector partners through:

• A refreshed Alcohol and Drugs fund to support local and community organisations, providing multi-year funding.
• Developing a multi-year funding framework for third sector organisations working at the national level.
• Working with ADPs to build strategic alignment between government-led funding frameworks and local strategic plans.

Supporting a skilled and resilient workforce

A skilled, supported and resilient workforce is central to the successful delivery of this Plan – not only across specialist alcohol and drug services, but also the wider workforce that provide holistic support to people affected by substance use.

We recognise persistent challenges in specialist alcohol and drug services, including workforce capacity, retention, and the risk of burnout.^[122] Addressing these issues is critical to sustaining high-quality care and improving outcomes. The Scottish Government’s Drugs and Alcohol Workforce Action Plan set out key actions to address these workforce challenges.

As part of the Workforce Plan, a suite of workforce resources were developed to attract more people with lived and living experience into the workforce and strengthen skills, consistency and culture across the alcohol and drugs sector. These include two Employability Toolkits, one for people with lived and living experience of substance use looking to pursue careers in the alcohol and drug sector and one for employers. The toolkits are designed to promote inclusive recruitment and the development of fair and sustainable employment practices. They highlight the value of lived and living experience within the workforce, acknowledging that people who have navigated recovery themselves can offer unique insight and guidance to others though peer support. The Guiding Principles offer employers best practice advice to provide effective support to staff with lived and living experience, helping to foster inclusive and rights-based workplace cultures. More broadly, the comprehensive Knowledge and Skills defines the core competencies required across all roles and the online Learning Directory provides access to training and professional development opportunities aligned to these competencies. Together, these products create a coherent foundation for workforce development and continuous learning.

In addition, key initiatives such as the Scottish Drugs Forum’s National Traineeship, the Royal College of General Practitioners’ Certificate in Management of Problem Drug Use, and the Humanising Healthcare project have also demonstrated impact.^{[123][124][125]} These programmes not only build workforce capacity but also challenge stigma and promote understanding of substance use across health and social care.

Commitment: We will continue to support the workforce through:

• Continuing to promote the Knowledge and Skills Framework and the Learning Directory across all services.
• Continuing to support people with lived and living experience into the workforce, by embedding the Employability Toolkits and Guiding Principles to ensure appropriate support.
• Reviewing progress against the Workforce Action Plan and identifying areas requiring further support.
• Ensuring workforce development supports implementation of the Charter of Rights and promotes trauma-informed, rights-based practice.
• Promoting available training and support in trauma-informed approaches available through the National Trauma Transformation Programme, and on gender-based violence and substance use.

Streamlining national governance arrangements

The National Mission saw the establishment of the National Mission Oversight Group whose remit was to hold the Scottish Government to account on the recommendations from the Drug Deaths Taskforce. Moving forward, our governance arrangements will be refreshed to ensure alignment with the wider health and social care reform agenda governance structures. This will include establishing effective joint Scottish Government and COSLA governance and accountability to deliver on our vision and the ambitions set out in this Plan.

Commitment: We will ensure proportionate and robust joint governance and advisory arrangements at a national level through:

• Refreshing and refining advisory structures.
• Connecting and aligning with joint governance of the Service Renewal Framework and Population Health Framework.
• Ensuring the representation of people with lived and living experience in governance structures.

Continuous improvement of data, research and evidence

The National Mission has strengthened data and surveillance systems to guide service delivery, evidence-based policy, and public information. Around £4.5m has been invested in data and monitoring - covering mortality, harms, treatment, toxicology, and population data, alongside surveillance, reporting, research and evaluation programmes. This includes RADAR (Scotland’s drugs early warning system) and the independent evaluation of the National Mission by PHS.

Robust data, research and analysis remain essential to identifying emerging trends, understanding experiences and ensuring that policy and delivery is evidence informed. Data systems must be flexible and innovative to adapt to changing circumstances without placing undue reporting pressure on service providers. High-quality independent evaluation remains of key importance, particularly for interventions which are new to Scotland. A key area for ongoing improvement is embedding the perspective of people with lived and living experience at the heart of monitoring and evaluation.

Commitment: We will continue to support the improvement of data, research and evidence through:

• Developing a data and evidence roadmap to align with the priorities in this Plan, respond to emerging public health concerns, and improve performance management.
• Maintaining a focus on independent evaluation, ensuring it remains embedded in future policy development and delivery.
• Continuing to support knowledge sharing and research, including academic, clinical and peer research.
• Continuing to collaborate with the SG Chief Scientist Office and UK Office for Life Sciences to explore and support the development of innovative treatment technologies.

Case Study: Alcohol & Drug Death Reviews

Drug and alcohol death review groups are local, multi-agency groups operating at ADP level that examine drug- or alcohol-related deaths, identify missed opportunities and recommend improvements. Reviews analyse personal, clinical, social, and service use history, drawing on information from health services, police, toxicology, social work, prisons, and third sector agencies. Patterns across cases can highlight recurring themes which are used to advise ADPs and other partners on changes that could prevent future deaths, and strengthen public protection work.

Alcohol Focus Scotland undertook analysis of alcohol death reviews conducted across Scotland. This work identified a consistent profile of alcohol related deaths, with high levels of alcohol related liver disease with warning signs often recorded years before death highlighting a prolonged and preventable trajectory of harm. Reviews also pointed to recurring issues of social isolation, deprivation, and comorbidities, particularly mental health conditions. Although many individuals had repeated contact with health services, particularly emergency departments, engagement with specialist alcohol services was often inconsistent. Collective learning from the reviews produces actionable intelligence to guide targeted interventions and strengthen multi-agency awareness, both nationally and locally.

National level review of drug deaths has contributed to the National Drug-related Deaths Database, which provides a comprehensive picture of the complex health and social care needs of individuals who have died, and highlights key potential areas for intervention. These pieces of work highlight the importance of partners coming together to build a holistic, evidence-based understanding of the circumstances surrounding deaths and ensuring learning is fed back into the system.