Issue - meetings

(i)            to approve the draft ACHSCP Strategic Plan 2025-2029, the Evidence Document, and the Consultation and Engagement Plan as detailed in appendices A to C of the report;

(ii)          to instruct the Chief Officer to consult with the public including academics linked to the Health Determinants Research Collaboration, on the draft commencing 24 March 2025 and ending 14 May 2025 (in time for report preparation for the IJB meeting on 1st July 2025);

(iii)         to note that the consultation would be undertaken jointly with Aberdeen City Council’s Local Housing Strategy, Community Learning and Development Plan and Local Development Plan;

(iv)         to instruct the Chief Officer to update the draft IJB Strategic Plan 2025-2029 following feedback and comments received from the consultation process and present the proposed final version to the IJB meeting on 1July 2025 for approval;

(v)          to instruct the Chief Officer to also present the first Annual Delivery Plan of the Strategic Plan 2025-2029 to the IJB meeting on 1 July 2025 for approval; and

(vi)         to note that the Integrated Impact Assessment (IIA) was underway, was being informed by engagement and consultation, and would be presented along with the final Strategic Plan.

The Board had before it the draft ACHSCP Strategic Plan for the period 2025-2029, prepared by the Strategy and Transformation Lead.

The report recommended:-

that the Board:

(a)          approve the draft ACHSCP Strategic Plan 2025-2029, the Evidence Document, and the Consultation and Engagement Plan as detailed in appendices A to C of the report;

(b)          instruct the Chief Officer to consult with the public including academics linked to the Health Determinants Research Collaboration, on the draft commencing 24 March 2025 and ending 14 May 2025 (in time for report preparation for the IJB meeting on 1 July 2025);

(c)          note that the consultation would be undertaken jointly with Aberdeen City Council’s Local Housing Strategy, Community Learning and Development Plan and Local Development Plan;

(d)          instruct the Chief Officer to update the draft IJB Strategic Plan 2025-2029 following feedback and comments received from the consultation process and present the proposed final version to the IJB meeting on 1 July 2025 for approval;

(e)          instruct the Chief Officer to also present the first Annual Delivery Plan of the Strategic Plan 2025-2029 to the IJB meeting on 1 July 2025 for approval; and

(f)           note that the Integrated Impact Assessment (IIA) was underway, was being informed by engagement and consultation, and would be presented along with the final Strategic Plan.

The Board had before it an amendment from Councillor Malik:-

that the Board -

(1)          note the recommendations within the Report;

(2)          agree that any Strategic Plan is just words without actions or finance to carry out those actions; and

(3)          agree any Strategic Plan should be based on what we can do not what we cannot do, therefore instruct the Chief Officer to present the Annual Delivery Plan alongside the Draft Strategic Plan 2025-2029 to the IJB meeting on 1 July 2025 for approval based on what the IJB can do rather than what it cannot do, due to financial restraints.

Councillor Malik’s amendment failed to attract a seconder and was therefore not put to the vote, in accordance with Standing Order 23.9.

The Board resolved:-

(i)            to instruct the Strategy and Transformation Lead to incorporate amendments to the consultation and engagement around (1) BSL users and recognising the needs of that community; and (2) enhancement of closing the feedback loop in respect of signposting to services; and

(ii)          to otherwise approve the recommendations.

At this juncture, Councillor Malik intimated that he did not agree with the recommendations and would not support them, and asked for it to be recorded in the minute.  However he thanked all officers, Councillor Bonsell for her time on the IJB, and the outgoing Chief Operating Officer but expressed his concern that the Board was not sufficiently robust in debating crucial issues.