Agenda item

10.1

The Director of Public Health submitted a report providing an overview of and seek approval for ‘Fairer, Healthier, Greener’ the proposed new Food Strategy for Sheffield. The report invites member input on areas of the Food Strategy that should be prioritised by Sheffield City Council (the Council) during its implementation in order to maximise its contribution to corporate goals including Net Zero, better health and reducing inequalities.

The report also provides an overview of the proposed new commissioning model for improving diet and preventing obesity 2024-29 which forms an integral part of the new Food Strategy’s implementation.

The report also then outlines and seeks approval for the recommended initiatives that will be supported by the annual investment proposed of £658,000 per year for 5 years (£3.29m in total) from the Public Health grant allocation

10.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) approves the food strategy ‘Fairer, Healthier, Greener: A Food Strategy for Sheffield’;

(b) commits to developing policy regarding food served in council owned spaces so that it reflects the aspirations set out in ‘Fairer, Healthier, Greener’;

(c) acknowledges the Council’s commitment to working with local communities and partners to identify spaces where sustainable food production and provision can be accommodated;

(d) approves the ‘improving diet, preventing obesity proposed commissioning model 2024-29’;

(e) approves the allocation of £658,000 per year, for the next 5 years, (£3.29m in total) as outlined in this report; and

(f) approves the commissioning of the Tier 2 child and adult weight management contract, as outlined in this report.

10.3

Reasons for Decision

10.3.1

The proposal set before the Strategy and Resources Committee is the preferred option because:

10.3.2

Poverty, poor diet and the impacts of climate change are some of the most serious public health challenges of the 21st century. Current local trends for dietary indicators and obesity are worsening in many cases and inequalities are widening. Without action, the health of individuals and of our planet will continue to worsen, health inequalities associated with poor diet obesity will persist and the economic and social costs will increase to unsustainable levels.

10.3.3

The proposed improving nutrition and obesity prevention commissioning model 2024-2029 is based on analysis of local need, reviews of existing local initiatives, service user feedback, and draws on good practice and evidence of what works. It builds on learning from the 2019-2024 commissioning strategy and represents a refinement of this approach within the available funding rather than being a radical departure.

10.4

Alternatives Considered and Rejected

10.4.1

Renew the 2018 Food Strategy. The 2018 Food Strategy had a primary focus on nutrition. A motion was passed in 2021 which committed the Council to develop a new Food Strategy which a broader set of outcomes. The new Food Strategy also better reflects the Council’s Net Zero aspirations and has been updated to take account of the significant impact of the pandemic and subsequent cost of living crisis on people’s ability to access nutritious food.

10.4.2

Re-commission or extend current contracts and initiatives at the current level of funding. The broad approach to tackling poor diet and obesity is to remain the same as it continues to reflect an evidence based, whole-systems approach. However, as outlined in this report, service reviews and analysis of Sheffield’s programme for improving diet and preventing obesity identified some cost pressures, opportunities for efficiencies and gaps in activity which can be partially addressed through re-profiling of funding across the priorities.

10.4.3

Bring weight management services in house. It is recommended that weight management services be put out to open tender as has been the case since these services were first established. Going through an open tender process will enable us to ensure value for money and secure an external provider with specialist expertise and experience delivering this service.

10.1

The Director of Public Health submitted a report providing an overview of and seek approval for ‘Fairer, Healthier, Greener’ the proposed new Food Strategy for Sheffield. The report invites member input on areas of the Food Strategy that should be prioritised by Sheffield City Council (the Council) during its implementation in order to maximise its contribution to corporate goals including Net Zero, better health and reducing inequalities.

The report also provides an overview of the proposed new commissioning model for improving diet and preventing obesity 2024-29 which forms an integral part of the new Food Strategy’s implementation.

The report also then outlines and seeks approval for the recommended initiatives that will be supported by the annual investment proposed of £658,000 per year for 5 years (£3.29m in total) from the Public Health grant allocation

10.2

RESOLVED UNANIMOUSLY: That Strategy and Resources Policy Committee:-

(a) approves the food strategy ‘Fairer, Healthier, Greener: A Food Strategy for Sheffield’;

(b) commits to developing policy regarding food served in council owned spaces so that it reflects the aspirations set out in ‘Fairer, Healthier, Greener’;

(c) acknowledges the Council’s commitment to working with local communities and partners to identify spaces where sustainable food production and provision can be accommodated;

(d) approves the ‘improving diet, preventing obesity proposed commissioning model 2024-29’;

(e) approves the allocation of £658,000 per year, for the next 5 years, (£3.29m in total) as outlined in this report; and

(f) approves the commissioning of the Tier 2 child and adult weight management contract, as outlined in this report.

10.3

Reasons for Decision

10.3.1

The proposal set before the Strategy and Resources Committee is the preferred option because:

10.3.2

Poverty, poor diet and the impacts of climate change are some of the most serious public health challenges of the 21st century. Current local trends for dietary indicators and obesity are worsening in many cases and inequalities are widening. Without action, the health of individuals and of our planet will continue to worsen, health inequalities associated with poor diet obesity will persist and the economic and social costs will increase to unsustainable levels.

10.3.3

The proposed improving nutrition and obesity prevention commissioning model 2024-2029 is based on analysis of local need, reviews of existing local initiatives, service user feedback, and draws on good practice and evidence of what works. It builds on learning from the 2019-2024 commissioning strategy and represents a refinement of this approach within the available funding rather than being a radical departure.

10.4

Alternatives Considered and Rejected

10.4.1

Renew the 2018 Food Strategy. The 2018 Food Strategy had a primary focus on nutrition. A motion was passed in 2021 which committed the Council to develop a new Food Strategy which a broader set of outcomes. The new Food Strategy also better reflects the Council’s Net Zero aspirations and has been updated to take account of the significant impact of the pandemic and subsequent cost of living crisis on people’s ability to access nutritious food.

10.4.2

Re-commission or extend current contracts and initiatives at the current level of funding. The broad approach to tackling poor diet and obesity is to remain the same as it continues to reflect an evidence based, whole-systems approach. However, as outlined in this report, service reviews and analysis of Sheffield’s programme for improving diet and preventing obesity identified some cost pressures, opportunities for efficiencies and gaps in activity which can be partially addressed through re-profiling of funding across the priorities.

10.4.3

Bring weight management services in house. It is recommended that weight management services be put out to open tender as has been the case since these services were first established. Going through an open tender process will enable us to ensure value for money and secure an external provider with specialist expertise and experience delivering this service.