Suicide Safer Strategy

1.1 Newcastle University seeks to provide a safe and healthy environment for all our university community, this includes colleagues, students, and other key partner communities include but not limited to INTO and NUSU.  We work hard to create a suicide safer community, while also providing support for those impacted by deaths. 

1.2 There are many factors that can lead a person to experience suicidal thoughts or actions including social, psychological, and cultural factors and for many. suicidal thoughts are often an indicator of underlying concerns.   

1.3 Higher education students have a lower suicide rate compared with the general population.  Recent data shows that student suicide has fallen slightly over the past four years, however the male suicide rate for higher education students was statistically significantly higher than females. This is in line with the trend seen in the general population where suicide rates are higher among males. (Statistics from 2017-20201) Students from minoritised groups are at a higher risk of attempting suicide – particularly trans individuals and students who are refugees or asylum seekers.  

Factors that may increase student mental distress include difficulties with academic studies, financial problems, key transition points and broader social and cultural pressures,  and for both students and colleagues there also may be the additional pressure of balancing research, family life and work commitments.  

1.4 Those bereaved by suicide are 65% more likely to attempt suicide and 80% are more likely to leave their work or education environment because of their loss. Some taboos associated with bereavement from suicide, which may be exacerbated in some cultures, may make individuals feel isolated, stigmatised and even feel responsible for the death of their loved one. The Samaritans estimate that each individual death from suicide can affect at least 135 other people. 

1.5 It is this knowledge that drives Newcastle University to better understand suicide amongst our community, including current and future trends, and to implement a robust framework and approach to creating a suicide safer community.  

1.6 This strategic plan developed by colleagues and students across the University and aims to provide a whole University approach aligned with Universities UK’s Step Change: Healthy Universities, and has been informed by the UUK guidance ‘Suicide-Safer Universities’. 

2.1 We are committed to promoting a holistic understanding of the reality of suicide from awareness and prevention, through to support and postvention. This begins with identifying presenting concerns and lived experiences which may lead to suicidal thoughts, early intervention, providing appropriate support to the whole university community, and understanding the impact of suicide.  

2.2 Recognising that we can all support the reduction in suicide in our community, we will work in close collaboration with key internal and external partners to minimise suicide and its impact, with the aim of making Newcastle University a suicide-safer organisation. 

3.1 Overseen by the University’s Step Change and Mental Health Charter Steering Group, and in line with the University Health and Wellbeing Strategic Plan9, we will continually monitor and review the initiatives already in place for supporting our university community, while working to identify further opportunities to take proactive action to reduce suicide.  

To support the aims, the University will do the following: 

3.2 Awareness – reduce any stigma around discussing and seeking support for mental ill-health and suicide prevention support.  Develop a stronger understanding of how our diverse community view mental ill-health and suicide, to cultivate a culture of openness.  

     3.2.1 University-wide suicide prevention and mental health awareness training for our whole community, in line with current research and relevant to the HE population10,         along with additional role-specific training for key colleagues.  

     3.2.2 Increase awareness about how structural and societal inequalities, alongside intersectional factors, impact on the mental ill-health of our community and potentially           create barriers to seeking support, ensuring that we name these barriers as a first step to eliminating them (section 3.3.). 

     3.2.3 Collaboration with key internal and external colleagues on shared projects and initiatives such as enhanced communications around access to support, including                 ensuring awareness of external agencies for those who may require them.  

     3.2.4 Clear guidance for our whole community on responding to and facilitating support for those at risk. 

3.3 Prevention and early identification – ensure our community is equipped to identify indicators of suicide and the risk reduction support available.  

     3.3.1 Continually monitor external and internal data and information to understand any university, regional, national, or international, incidents or risk factors that could         impact the mental health of our university community and take early action to raise awareness of support.  

     3.3.2 Apply measures to identify members of our university community who may be experiencing difficulties through a range of methods and existing systems. This can         include but is not limited to), learning analytics and attendance data, sickness absence data, managerial 1:1s and review of Personal Extenuating Circumstances forms. 

     3.3.3 Ensure our community is provided with the information and skills needed to signpost to support services or report their concerns, to facilitate a proactive                       intervention from appropriate services.   

     3.3.4 Make available support to new members of our community to have a connected transition into local health services when arriving in Newcastle (e.g. GP), to enable         them to be linked to specialist support. 

     3.3.5 Continue to work with multi-agency groups to focus on suicide prevention, including liaison with other universities. 

3.4 Intervention – proactive interventions with clear and accessible pathways and appropriate safeguarding action. 

     3.4.1 In collaboration with internal and external support services, monitor key information about our university community to help proactively identify and support                 members who are at risk of suicide.  

     3.4.2 Expedite appropriate safeguarding action, including escalation to emergency services, which may include but is not limited to General Practitioners (GP), colleague         or student’s named trusted contact, family members, or the emergency services. 

     3.4.3 Respond to those seeking support from internal support services within any agreed timeframes and ensure that they are receiving necessary support. This may             include referrals to external support services. 

     3.4.4 Ensure that all wellbeing teams involved in assessing risk are using effective risk assessment methods which are evidence based and governed, and this is defined         in department policy and guidance where relevant.  

     3.4.5 Ensure those identified as being at risk or in need are linked to appropriate channels of support. This may include Employee Assistance Programme, Occupational           Health or GP/health services or trusted contact where consent is given or vital interest. 

     3.4.6 Within role scope apply the principles of identify refer and track, to ensure colleagues and students are receiving effective support.   

     3.4.7 Provide additional layer pf structured support by utilising key university systems, such as Support to Study Process for students12.  Additionally, apply relevant             People Service Policies such as the Special Leave Policy13 for colleagues to ensure comprehensive structured support tailored to the individual’s needs. 

3.5 Postvention – Compassionate and robust postvention support both short and long term for the university community, along with clear communication and additional safeguarding.  

     3.5.1 Where necessary, invite external agencies to support and or lead on this work in collaboration with People Services and/or Student Health & Wellbeing Services. 

     3.5.2 Provide support via the Colleague Wellbeing and Student Health and Wellbeing services and signpost/refer to external statutory and charitable services when                 required. 

     3.5.3 Ensure role-specific support is available for colleagues, this may include but is not limited to clinical supervision (for clinical staff), occupational health,                           Employee Assistance Programme, peer and management support. 

     3.5.4 Where required and appropriate reach out to affected communities and loved ones e.g. family, students, colleagues, and external agencies to provide key                     postvention support. 

     3.5.5 In line with sector guidance and where required, undertake a serious incident review and apply any needed actions, following a death within our community. 

     3.5.6 Ensure ongoing support is proactively offered to members of our community at key times e.g., anniversary dates, calls to inquest. 

4.1 This strategic plan and accompanying action plan and all associated documents will be created by the Suicide Safer Working Group, reporting into the Student Experience and Wellbeing SubCommittee in consultation with the Health and Wellbeing SubCommittee for key staff matters. 

4.2 The Suicide Safer Working Group will meet quarterly to evaluate progress, reach and impact of activity, against the action plan, with a continued assessment of current suicide prevention initiatives, new sector guidance, research findings and identify needed areas for improvement.  

What monitoring will be undertaken to determine how effectively the policy is implemented and where any results will be reported?  

Related Regulations, Statutes, Policies and Procedures  

Health and Wellbeing Strategy