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12.1 |
The Executive Director, Place submitted a report proposing a Food and Wellbeing Strategy for Sheffield and changes to future commissioning to support the Food and Wellbeing Strategy. |
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12.2 |
RESOLVED: That Cabinet:- |
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(a) |
delegates authority to the Director of Financial and Commercial Services, in consultation with the Director of Culture and Environment to approve such procurement strategies for such services that will support the implementation of the Food and Wellbeing Strategy, as set out and outlined in the report; |
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(b) |
Delegates authority to the Director of Financial and Commercial Services, in consultation with the Director of Culture and Environment, and the Director of Legal and Governance to award, vary or extend contracts for the provision of services that will support the implementation of the Food and Wellbeing Strategy as set out and outlined in the report; and |
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(c) |
delegates authority to 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 deems appropriate to achieve the outcomes as set out and outlined within the report. |
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12.3 |
Reasons for Decision |
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12.3.1 |
Poor diet and related obesity are two 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 will continue to suffer, health inequalities associated with obesity will remain and the economic and social costs will increase to unsustainable levels. |
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12.3.2 |
The proposal is based on analysis of local need and draws on good practice and evidence of what works. It is also in line with the approach set out within Sheffield’s Public Health Strategy. |
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12.3.3 |
Evidence shows that our food choices are influenced by: the food we were given in early life (conception to start of school); all forms of marketing (this particularly affects children); widespread exposure to cheap and appealing calorie-dense, nutrient-poor food; affordability (including the impact of poverty); education and health promotion; social influences and social changes. In order to maximise effectiveness a food strategy will need to address all sources of influence. The current use of the obesity prevention budget solely on weight management services does not address the full breadth of influences. |
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12.4 |
Alternatives Considered and Rejected |
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12.4.1 |
Do nothing: re-commission or extend current contracts and renew the 2013 Food Strategy. This option will not provide the greatest opportunity to respond to the diminishing resources available and will not provide the best opportunity to re-consider how to address population prevalence and reduce health inequalities. |
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12.5 |
Any Interest Declared or Dispensation Granted |
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None |
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12.6 |
Reason for Exemption if Public/Press Excluded During Consideration |
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None |
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12.7 |
Respective Director Responsible for Implementation |
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Laraine Manley, Executive Director, Place |
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12.8 |
Relevant Scrutiny and Policy Development Committee If Decision Called In |
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Healthier Communities and Adult Social Care |
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