Agenda item

8.1

The proposed new strategy for the Sheffield Tobacco Control Programme was for the next 5 years (2022-2027) and proposed changes to the future commissioning model to support delivery of the strategy.

The proposal was to maintain annual investment at the current level of £977k for 5 years (~£1.67m in total with Clinical Commissioning Group investment of £90k).

The vision of the proposed new Tobacco Control Strategy was that Sheffield people live longer and healthier lives, smokefree. The vision was also that Sheffield children grow up in a city where smoking is unusual; and that Sheffield should be a smokefree city in which to live, work and play. Our ambition to make smoking obsolete by 2030 or to get to 5% prevalence in adults.

This strategy sought to maintain efforts to reduce the harm caused by tobacco on the residents of Sheffield. As well as the health inequalities, death and disability caused by tobacco use and second-hand smoke, in addition it sought to address the impact of tobacco on the Sheffield City Council’s resources and the burden on adult social care costs from avoidable disability and to positively impact the local economy as well as local NHS system through productivity gains for businesses and boost to the local economy as ex-smokers spending habits shift from tobacco to other consumer products. The strategy will therefore significantly contribute to reductions in costs of treating smoking related illness both in social care and the NHS.

The strategy would build on the excellent work and achievements of the current 2017-2022 multiagency strategy that ends in October 2022. Sheffield is one of the most proactive and highest preforming Local Authorities in the country in relation to the delivery of comprehensive tobacco control and driving down smoking prevalence.

8.2

RESOLVED: That Co-operative Executive:-

1. Note the content of the report and that approval is given to the Tobacco Control Strategy 2022-2027 and the Tobacco Control future commissioning model;
   
   
2. The Director of Culture and Environment be authorised to end contracts relevant to the delivery of the Tobacco Control Strategy in accordance with terms and conditions of those contracts as they come to the end of their natural terms;
   
   
3. In accordance with the commissioning strategy and this report, authority be delegated to the Director of Financial and Commercial Services to:

a)    in consultation with the Director of Culture and Environment, and Director of Public Health, approve the procurement strategy for the services outlined in this report;

b)    in consultation with the Director of Culture and Environment, Director of Public Health and Director of Legal and Governance to award, vary or extend contracts for the provision of services outlined in this report.

4.    That the Director of Culture and Environment in consultation with the Director of Public Health, the Director of Legal and Governance, and the Director of Finance and Commercial Services is authorised to take such steps as they deem appropriate to achieve the outcomes in the report.

8.3

Reasons for Decision

8.3.1

The proposal set before the Co-Operative Executive is the preferred option because it is based on detailed analysis of local need through a Tobacco Health Needs Assessment in line with commissioning good practice.

8.3.2

It is evidence based, drawing on good practice and evidence of what works in a local, national, regional, and international context including the World Health Organisation MPOWER approach and is based on an excellent track record of delivery in driving down prevalence in adults during the last 5 years of the current Sheffield Tobacco Control Strategy.

8.3.3

It has been developed over a 6 month period with the Sheffield Tobacco Control Board partners and is supported by the board, the Director Public Health and Public Health Co-Op Executive Member Cllr Alison Teal. Office of Health Disparities and Action on Smoking and Health UK.

8.4

Alternatives Considered and Rejected

8.4.1

Do nothing – business as usual re-commissioning or extend current contracts. This option will not provide the greatest opportunity to respond to changing need as evidenced by the Tobacco Health Needs Assessment and will not provide the best opportunity to re-consider how to address and accelerate population prevalence especially amongst children and young people.

8.4.2

Collaborative commissioning as a sub-region of South Yorkshire - this option is not recommended as the timescales are not conducive to be able to do so, and the aims and ambitions of the different Local Authorities are sufficiently different that there is not a good match.

8.4.3

Bring the communications and marketing strand in- house -SCC Communications Team were consulted and did not feel in a position to deliver the current contract requirements for Tobacco Control Communications and Marketing as the service needed to prioritise corporate issues, so declined the opportunity to bid for the communications and marketing element of the programme.

8.5

Any Interest Declared or Dispensation Granted

None

8.6

Reason for Exemption if Public/Press Excluded During Consideration

None

8.7

Respective Director Responsible for Implementation

Director of Public Health

8.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Overview and Scrutiny Management Committee

8.1

The proposed new strategy for the Sheffield Tobacco Control Programme was for the next 5 years (2022-2027) and proposed changes to the future commissioning model to support delivery of the strategy.

The proposal was to maintain annual investment at the current level of £977k for 5 years (~£1.67m in total with Clinical Commissioning Group investment of £90k).

The vision of the proposed new Tobacco Control Strategy was that Sheffield people live longer and healthier lives, smokefree. The vision was also that Sheffield children grow up in a city where smoking is unusual; and that Sheffield should be a smokefree city in which to live, work and play. Our ambition to make smoking obsolete by 2030 or to get to 5% prevalence in adults.

This strategy sought to maintain efforts to reduce the harm caused by tobacco on the residents of Sheffield. As well as the health inequalities, death and disability caused by tobacco use and second-hand smoke, in addition it sought to address the impact of tobacco on the Sheffield City Council’s resources and the burden on adult social care costs from avoidable disability and to positively impact the local economy as well as local NHS system through productivity gains for businesses and boost to the local economy as ex-smokers spending habits shift from tobacco to other consumer products. The strategy will therefore significantly contribute to reductions in costs of treating smoking related illness both in social care and the NHS.

The strategy would build on the excellent work and achievements of the current 2017-2022 multiagency strategy that ends in October 2022. Sheffield is one of the most proactive and highest preforming Local Authorities in the country in relation to the delivery of comprehensive tobacco control and driving down smoking prevalence.

8.2

RESOLVED: That Co-operative Executive:-

1. Note the content of the report and that approval is given to the Tobacco Control Strategy 2022-2027 and the Tobacco Control future commissioning model;
   
   
2. The Director of Culture and Environment be authorised to end contracts relevant to the delivery of the Tobacco Control Strategy in accordance with terms and conditions of those contracts as they come to the end of their natural terms;
   
   
3. In accordance with the commissioning strategy and this report, authority be delegated to the Director of Financial and Commercial Services to:

a)    in consultation with the Director of Culture and Environment, and Director of Public Health, approve the procurement strategy for the services outlined in this report;

b)    in consultation with the Director of Culture and Environment, Director of Public Health and Director of Legal and Governance to award, vary or extend contracts for the provision of services outlined in this report.

4.    That the Director of Culture and Environment in consultation with the Director of Public Health, the Director of Legal and Governance, and the Director of Finance and Commercial Services is authorised to take such steps as they deem appropriate to achieve the outcomes in the report.

8.3

Reasons for Decision

8.3.1

The proposal set before the Co-Operative Executive is the preferred option because it is based on detailed analysis of local need through a Tobacco Health Needs Assessment in line with commissioning good practice.

8.3.2

It is evidence based, drawing on good practice and evidence of what works in a local, national, regional, and international context including the World Health Organisation MPOWER approach and is based on an excellent track record of delivery in driving down prevalence in adults during the last 5 years of the current Sheffield Tobacco Control Strategy.

8.3.3

It has been developed over a 6 month period with the Sheffield Tobacco Control Board partners and is supported by the board, the Director Public Health and Public Health, Co-Op Executive Member Cllr Alison Teal, Office of Health Disparities and Action on Smoking and Health UK.

8.4

Alternatives Considered and Rejected

8.4.1

Do nothing – business as usual re-commissioning or extend current contracts. This option will not provide the greatest opportunity to respond to changing need as evidenced by the Tobacco Health Needs Assessment and will not provide the best opportunity to re-consider how to address and accelerate population prevalence especially amongst children and young people.

8.4.2

Collaborative commissioning as a sub-region of South Yorkshire - this option is not recommended as the timescales are not conducive to be able to do so, and the aims and ambitions of the different Local Authorities are sufficiently different that there is not a good match.

8.4.3

Bring the communications and marketing strand in- house -SCC Communications Team were consulted and did not feel in a position to deliver the current contract requirements for Tobacco Control Communications and Marketing as the service needed to prioritise corporate issues, so declined the opportunity to bid for the communications and marketing element of the programme.