Agenda item

11.1

The Executive Director, People Services submitted a report seeking approval of the final version of the Sheffield Drug Strategy 2018-2022 and approval for implementation by Sheffield Drug and Alcohol Co-Ordination Team (DACT) and partners and to extend for 6 months the Opiate (£1.25m) and Non-Opiate (£292,500) Services contracts.  These contracts were awarded in 2014 for a period of 3 years with an option to extend for 2 years.  The contract was extended for 2 years in October 2017.  The contract is delivered by Sheffield Health and Social Care (SHSC) who won the contract through an open procurement process.

11.2

RESOLVED: That Cabinet:-  

(a)

approves the Drug Strategy attached to the report as a statement of the Council’s strategic approach to addressing drug use in the city;      

(b)

subject to an approval of the appropriate waiver by the Director of Finance and Commercial Services, approves an extension of the Opiate and Non-Opiate Services contracts for 6 months from 1^st October 2019 to 31 March 2020 to bring it in line with the alcohol and criminal justice contracts which expire on 31 March 2020 and to allow for a whole system re-tender; and

(c)

notes that the implementation of any of the proposed actions in the Drug Strategy may be subject to further decision making in accordance with the Leader’s Scheme of Delegation.

11.3

Reasons for Decision

11.3.1

Implementing a city-wide drug strategy is timely for the reasons described in the report.  It will allow SCC the opportunity to capture its high level strategic aims with relation to all age drug use which provides clarity and direction.  The strategy will inform an implementation plan.  The strategy will cover the period from 2018-2022.  This includes the period when drug services will be due to be retendered, and the timing of this strategy allows us to implement our strategic vision for the city via commissioning arrangements.  The strategy prioritises partnership approaches to drug use and seeks to maximise the effectiveness of these partnerships across the three themes of the strategy: reducing demand, restricting support, and recovery.

11.3.2

The proposed strategy has been written in line with robust national and local evidence.  It reflects current evidence bases, issues and concerns among professionals working with individuals using or misusing over the counter, prescribed, or illegal, drugs, and proposes a pragmatic and compassionate response.

11.3.3

Drug use and its impact are often featured in both national and local media, requiring services and commissioners to respond to requests for information and effectively communicate Sheffield’s approach through short statements: the strategy captures the whole city approach.

11.3.4

There is no direct/additional financial commitment required to implement this strategy, though there are aspirational actions included which may, at some point during the implementation process, lead to funding requests/applications or the need for partnership work to seek further funding opportunities.

11.3.5

Once the strategy has been to Cabinet it will be implemented by the Sheffield Drug and Alcohol Co-ordination Team (DACT).

11.4

Alternatives Considered and Rejected

11.4.1

The ‘do nothing’ option would be to not have a drug strategy in place.  However, as referenced in the introduction to the strategy, it is timely to put one in place following the National Strategy published in summer 2017 which was the first one published since 2010.  The Sheffield strategy gives an opportunity to capture in one place the achievements of and plans for the city in relation to drug use and gives it cohesion and structure.

11.4.2

The plans could have been captured via previous methods such as ‘treatment plans’ or ‘commissioning plans’, however, these are too narrow in focus, concentrating on commissioning approaches only, whereas an all ages city strategy captures all strategic direction and approaches and provides a much more holistic and co-ordinated approach.

11.5

Any Interest Declared or Dispensation Granted

Cllr Olivia Blake – Non-Executive Director of the Sheffield Health and Social Care Trust

11.6

Reason for Exemption if Public/Press Excluded During Consideration

None

11.7

Respective Director Responsible for Implementation

Jayne Ludlam, Executive Director, People Services

11.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Healthier Communities and Adult Social Care

6.1

The Executive Director, People Services submitted a report seeking approval of the final version of the Sheffield Drug Strategy 2018-2022 and approval for implementation by Sheffield Drug and Alcohol Co-Ordination Team (DACT) and partners and to extend for 6 months the Opiate (£1.25m) and Non-Opiate (£292,500) Services contracts.  These contracts were awarded in 2014 for a period of 3 years with an option to extend for 2 years.  The contract was extended for 2 years in October 2017.  The contract is delivered by Sheffield Health and Social Care (SHSC) who won the contract through an open procurement process.

6.2

RESOLVED: That Cabinet:-  

(a)

approves the Drug Strategy attached to the report as a statement of the Council’s strategic approach to addressing drug use in the city;      

(b)

subject to an approval of the appropriate waiver by the Director of Finance and Commercial Services, approves an extension of the Opiate and Non-Opiate Services contracts for 6 months from 1^st October 2019 to 31 March 2020 to bring it in line with the alcohol and criminal justice contracts which expire on 31 March 2020 and to allow for a whole system re-tender; and

(c)

notes that the implementation of any of the proposed actions in the Drug Strategy may be subject to further decision making in accordance with the Leader’s Scheme of Delegation.

6.3

Reasons for Decision

6.3.1

Implementing a city-wide drug strategy is timely for the reasons described in the report.  It will allow SCC the opportunity to capture its high level strategic aims with relation to all age drug use which provides clarity and direction.  The strategy will inform an implementation plan.  The strategy will cover the period from 2018-2022.  This includes the period when drug services will be due to be retendered, and the timing of this strategy allows us to implement our strategic vision for the city via commissioning arrangements.  The strategy prioritises partnership approaches to drug use and seeks to maximise the effectiveness of these partnerships across the three themes of the strategy: reducing demand, restricting support, and recovery.

6.3.2

The proposed strategy has been written in line with robust national and local evidence.  It reflects current evidence bases, issues and concerns among professionals working with individuals using or misusing over the counter, prescribed, or illegal, drugs, and proposes a pragmatic and compassionate response.

6.3.3

Drug use and its impact are often featured in both national and local media, requiring services and commissioners to respond to requests for information and effectively communicate Sheffield’s approach through short statements: the strategy captures the whole city approach.

6.3.4

There is no direct/additional financial commitment required to implement this strategy, though there are aspirational actions included which may, at some point during the implementation process, lead to funding requests/applications or the need for partnership work to seek further funding opportunities.

6.3.5

Once the strategy has been to Cabinet it will be implemented by the Sheffield Drug and Alcohol Co-ordination Team (DACT).

6.4

Alternatives Considered and Rejected

6.4.1

The ‘do nothing’ option would be to not have a drug strategy in place.  However, as referenced in the introduction to the strategy, it is timely to put one in place following the National Strategy published in summer 2017 which was the first one published since 2010.  The Sheffield strategy gives an opportunity to capture in one place the achievements of and plans for the city in relation to drug use and gives it cohesion and structure.

6.4.2

The plans could have been captured via previous methods such as ‘treatment plans’ or ‘commissioning plans’, however, these are too narrow in focus, concentrating on commissioning approaches only, whereas an all ages city strategy captures all strategic direction and approaches and provides a much more holistic and co-ordinated approach.