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The Responsible Gambling Strategy Board’s advice on the National Strategy to Reduce Gambling Harms 2019–2022

The Responsible Gambling Strategy Board’s advice on the National Strategy to Reduce Gambling Harms 2019–2022

  1. Contents
  2. Part 6 - Conclusion

Part 6 - Conclusion

We have argued that there is both a compelling need for a different approach in the new strategy to reduce gambling-related harms and a real opportunity to use it to make a significant difference to the volume of harm experienced by the population of Great Britain.

We have put forward the key features of such a strategy. In our view it requires:

Changes in mindset

Much greater focus on harms as a whole, less emphasis on problem gambling prevalence rates, effective follow through on the notion of gambling as a public health issue, to be addressed in the same way as other public health issues, and greater recognition of the influence of product and environment as well as individual behaviour

Changes in organisation

Responsibility for the commissioning and oversight of treatment to be taken by the UK health departments, following an independent review, and responsibility for commissioning research underpinning the strategy to be taken directly by the Gambling Commission.

Changes in the approach to prevention

A more coherent framework in which priorities can be established in relation to need and effectiveness and interventions made at a variety of different levels, consistent with a public health approach. In the short-term it is most practical for this to be overseen by the Gambling Commission, but ideally government departments are best placed to initiate action from a broad range of agencies, particularly those outside the gambling industry.

Changes in implementation

An effective delivery plan, involving a wide range of organisations and experts by experience, guidance and direction from the Gambling Commission, and industry and others taking further steps to apply and evaluate what works.

Changes in funding

A compulsory levy to provide an increased volume of stable and predictable funding.

Some of these things could be done fairly quickly. Others will take more time to implement, particularly those involving institutional changes. The implementation plan will need to give careful thought to how the transition should be managed.

There will be changes in our own role. We will shortly no longer be the ‘owner’ of the National Strategy and the strategy itself is to be renamed. Our current title – the Responsible Gambling Strategy Board – will soon become inappropriate. We propose a new name is agreed to better reflect our role contributing to achieving a Great Britain free from the consequences of gambling-related harms.

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Part 5 - Infrastructure
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