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Press release: PHE highlights 8 ways for local areas to prevent mental ill health

Public Health England (PHE) has today (30 August 2017) launched a ground breaking new tool for local public health teams identifying the most cost effective mental health programmes. One of these 8 initiatives is an innovative resilience programme in schools that results in an estimated saving of £5.08 for every £1 invested (over 3 years).

The tool was developed in partnership with leading economists at the London School of Economics and Political Science (LSE). The programmes it identifies are proven to reduce the incidence and/or risk of mental health problems at all stages of life: children and young people, the working age population and older people. Mental health problems represent the largest single cause of disability in the UK. The cost to the economy is estimated at £105 billion a year.

The full list of programmes identified in the Return on Investment tool are:

  • Children: whole school anti bullying programme – every £1 invested results in an estimated saving to society of £1.58 (over 4 years)
  • Children: social and emotional learning – every £1 invested results in an estimated saving to society of £5.08 (over 3 years)
  • Workplace: wellbeing programme – every £1 invested results in an estimated saving to society of £2.37 (over 1 year)
  • Workplace: stress prevention – every £1 invested results in an estimated saving to society of £2.00 (over 2 years)
  • Collaborative care for physical health problems – every £1 invested results in an estimated saving to society of £1.52 (over 2 years)
  • Older people: tackling loneliness through volunteering and social activities – every £1 invested results in an estimated saving to society of £1.26 (over 5 years)
  • Adults: debt and welfare service – every £1 invested results in an estimated saving to society of £2.60 (over 5 years)
  • Adults: suicide prevention – every £1 invested results in an estimated saving to society of £2.93 (over 10 years)

Alongside the tool, PHE has published several other evidence-based resources that will help local areas create effective public health systems that can prevent as well as treat mental ill health.

Duncan Selbie, chief Executive at Public Health England said:

A lot of mental health illness can be prevented, this will not only improve the quality of life of the individual but also provide economic benefits by reducing the financial burden of mental ill health, which has been estimated to cost the UK £105 billion a year.

In order to provide a truly 21st century response to this important public health issue we have to give equal attention to the prevention of mental ill health as well as treating it.

Health Minister Lord O’Shaughnessy said:

Improving the nation’s mental health is a government priority.

The tool and resources published today will give public services the evidence they need to ensure spending on mental health is as cost effective as possible.

It is part of a broad and ambitious plan to combat mental illness, which includes the first ever access and waiting time standards and record levels of public spending on mental health provision.

Professor Martin Knapp, Director of PSSRU at LSE said:

From our research in this field, there is good evidence for these (and other) interventions for mental health promotion and prevention. Our work, led by David McDaid, has concentrated on the likely returns on investment that adopting these interventions will make and bring to local areas. This work is good news for mental health and good news for encouraging a focus on prevention alongside care and treatment.

The tool and other resources are an important turning point in moving towards a more prevention focussed approach – helping those who are experiencing challenges to their mental health and also helping to improve mental health within local communities.

In order to achieve this movement action is required not just from the health, social care and public health sectors but also the community and voluntary sectors to give more attention to the wider causes of mental health problems including health inequalities and wider social determinants.

Major health bodies have thrown their support behind preventing mental ill health, signing a statement of intent. The Prevention Concordat for Better Mental Health has also been published today and is signed by agencies including NHS England, the Local Government Association, NICE, the Faculty of Public Health and Association of Directors of Public Health.

PHE exists to protect and improve the nation’s health and wellbeing and reduce health inequalities. It does this through advocacy, partnerships, world-class science, knowledge and intelligence, and the delivery of specialist public health services. PHE is an operationally autonomous executive agency of the Department of Health. www.gov.uk/phe. Follow us on Twitter @PHE_uk

Professor Brian Ferguson, Chief Economist at Public Health England said:

One in four adults experience at least one diagnosable mental health problem in any given year. 10% of children aged 5 to 16 have significant mental health difficulties. By investing in interventions for children, the workplace, adults and older people we can support people throughout the course of their life and prevent common mental health conditions.

£105 billion a year figure taken from: NHS Five Year Forward View for Mental Health February 2016

The full list of resources published by PHE today:

  1. Prevention Concordat for Better Mental Health: consensus statement

  2. Prevention Concordat for Better Mental Health: prevention planning resource for local areas (PHE) is a practical guide developed to support local areas across England to put in place effective arrangements to promote good mental health and prevent mental health problems.

  3. Prevention Concordat for Better Mental Health: prevention planning resource for local areas and overview infographic

  4. Prevention Concordat for Better Mental Health: local planning resource summary

  5. Stocktake of local strategic planning arrangements for the prevention of mental health problems: summary report (PHE and Kings Fund) is a high-level summary of how local areas are currently incorporating mental health promotion and prevention of mental ill-health in their planning processes. The stocktake was based primarily on a content analysis of key planning documents in 35 local areas, including a random sample of 16 areas across England and 19 areas selected as possible examples of good practice.

  6. Mental Health and Wellbeing Joint Strategic Needs Assessment Toolkit: knowledge guide (PHE) complements the Mental Health Joint Strategic Needs Assessment Online Profile which is designed to support local Health & Wellbeing Boards in developing Mental Health JSNAs. It brings together nationally available data on mental health prevalence, risk and protective factors and healthcare services

  7. Commissioning cost-effective services for promotion of mental health and wellbeing and prevention of mental health problems (PHE and LSE) summarises the findings of modelling work to estimates the cost of investing in several different interventions for which there is evidence that they can help reduce the risk and/or incidence of mental health problems in individuals of different ages and/or promote good mental health and wellbeing.

  8. Barriers and facilitators to commissioning cost-effective services for promotion of mental health and wellbeing and prevention of mental ill-health (PHE and LSE) examines some of the barriers and facilitators to the implementation of actions to promote better mental health and wellbeing and prevent mental health problems.

  9. Mental Health Promotion Return on Investment Tool and tool guide (PHE and LSE) reports the Return on Investment to health and other sectors from investment in 8 different interventions to promote better mental health and prevent the development of mental health problems. Results can be tailored to local settings. The guide provides users with step-by-step instructions and guidance on how to use the Mental Health Promotion Return on Investment Tool.

  10. Psychosocial pathways and health outcomes: Informing action on health inequalities (PHE and UCL Institute of Health Equity) provides a conceptual framework that focuses on the psychosocial pathways between factors associated with social, economic and environmental conditions, psychological and psychobiological processes, health behaviours and mental and physical health outcomes.

For further information contact:

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HM Government

Speech: “Peacekeeping is one tool in the sustaining peace toolbox. It cannot be used in isolation…”

Statement by Ambassador Jonathan Allen, UK Deputy Permanent Representative to the United Nations, at the Security Council open debate on Peacekeeping and Sustaining Peace

Thank you Mr President. And thank you to the briefers for their insightful contributions. And let me also, through the Deputy Secretary-General today, thank the women and men of the UN around the world for their service and courage.

The UK aligns itself with the upcoming statement of the European Union.

Mr President, conflicts rarely follow a predictable path. We must move beyond the idea of a set of sequential responses, which is why the United Kingdom supports the Secretary-General’s vision for a more holistic and inclusive approach to conflict prevention, management, and resolution. Sustaining peace requires that all of the UN system is aligned in every context and able to carry out multiple tasks simultaneously.

I would like to focus on two issues today related to sustaining peace. The first is on how peacekeeping missions should be situated within wider UN efforts.

At the most basic level, the starting point for any peacekeeping mission should be from all of the information gathered by the UN family over the years including what the UN has already achieved in the field. It should be clear what peacekeeping missions will deliver with UN partners during their deployment and how. And how they will hand over to other UN actors when they leave. For example, the peacekeeping mission in South Sudan may be the second largest in the world – but it is also only one of 20 UN bodies and agencies represented in the country.

We in this Council must reflect on these questions during mission mandating and planning. We need to take in clear views and understanding ground truth from the field. The Council must be more disciplined in setting out strategic goals which can be translated through mandates into prioritised objectives, benchmarks for success, and plans for mission draw-down once these have been achieved.

On the ground, the whole of the UN should have a joint analysis of the situation, common objectives, and clarity over roles and responsibilities towards meeting them. In the context of Liberia’s transition, a shared peacebuilding plan has gone some way towards achieving this.

Moreover, a better balance of responsibilities between missions and country teams needs to be struck. Not every conflict driver can be addressed within the lifetime of a peacekeeping mission. Long-term change is best supported by UN country teams. They should be taking on responsibilities much earlier, not waiting until a mission draw-down looms. Important lessons will soon emerge from the Democratic Republic of the Congo and Darfur, contexts where more may be asked of country teams.

And support from the top is needed for an integrated approach. The coordinating role of the Strategic Planning and Monitoring Unit in the Executive Office of the Secretary General is a welcome start. It will enable more integrated analysis and a more coherent cross-United Nations review of activity in country. We would like to see the unit regularly reviewing peace operations and look forward to its contribution to the review of MONUSCO. Mr President,

Peacekeeping missions cannot create the conditions for their own exit without a sustainable political solution to conflict. As such, the second issue I would like to focus on is the primacy of politics.

SRSGs need to be politically active, using their good offices and leveraging support from their missions and the wider UN system. We must accept that missions are political tools in themselves, both representative of the will of this Council and in their actions on the ground.

The tasks of peace operations are never merely technical. For example, the re-establishment of effective states often sits at the centre of mission exit plans. But missions cannot improve the functioning of state institutions without an understanding of how these institutions will be used and by whom. Politically blind capacity-building efforts risk worsening the situation.

UN country teams, integrated into the wider effort, also have a role to play in promoting sustainable political solutions. Greater understanding of who does and does not benefit from development programming, and how this is linked to political dynamics, is critical. And let’s face the facts: where political regimes are unaccountable, unresponsive to their own people, and unrepresentative – including of women – appeals to national ownership will ring hollow.

Finally, we in this Council must be politically engaged and ready to speak. A Council united around a shared political strategy to de-escalate tensions could have a powerful effect. But even in the face of flagrant violations of its resolutions, the Council too often finds itself deadlocked and unable to act. Gertt Rosenthal noted that the Security Council rarely acts to prevent conflict. My own short experience here has shown that we are not willing to act, even when as in South Sudan, there has been conflict for five out of the six years of the country, a third of the populations is displaced, half are in food insecurity, and UN resolutions and promises made, have been repeatedly broken.

Mr President,

Peacekeeping is one tool in the sustaining peace toolbox. It cannot be used in isolation and we are seeing progress towards more integrated approaches. But even the most coherent UN response will still be blunt without attention to the primacy of politics. And here, we have further to go.

Thank you Mr President.

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HM Government

Press release: Sir John Bell to unveil industry-led proposals to build UK’s status as world leader in life sciences

  • Sir John Bell outlines findings of independent sector-led review into £64 billion life sciences industry at University of Birmingham
  • the review will inform the basis of government work with the sector towards a Sector Deal in the coming months
  • Business Secretary Greg Clark and Health Secretary Jeremy Hunt will also announce details of £160 million of funding to support the sector including the NHS

Industry proposals to help the UK’s life sciences sector become an international benchmark for success will be unveiled by Professor Sir John Bell during a speech at the University of Birmingham’s Institute of Translational Medicine later today (30 August 2017).

Attended by Business Secretary Greg Clark and Health Secretary Jeremy Hunt, Sir John Bell will outline the industry’s vision for how government can work alongside the sector to boost businesses large and small across the £64 billion life sciences sector.

In the government’s Industrial Strategy green paper, launched in January, life sciences was one of five of the UK’s leading sectors tasked with working with stakeholders across the industry to identify opportunities for how government can support the industry.

The industry-led Life Sciences Industrial Strategy follows Sir John Bell’s comprehensive cross-sector review into the long-term future of the industry and brings together input and recommendations from a broad range of stakeholders, including global companies such as AstraZeneca, Johnson and Johnson, MSD, GSK and healthcare groups, SMEs and charities.

The report’s recommendations will be considered carefully by the government and used to work towards a sector deal between government and the global life sciences sector.

Sir John Bell is expected to say:

The vision for the Life Sciences Industrial Strategy is an ambitious one and sets out proposals for how the UK can continue to capitalise on its strengths in the sector, both to encourage economic growth and to improve health outcomes for patients.

We have created a strategy which capitalises on our strong science base to further build the industry into a globally-unique and internationally competitive life sciences eco-system, supported by collaboration across industry, government, the NHS, academia, and research funders to deliver health and wealth.

I look forward to working with government to consider the strategy’s recommendations, including those that can be taken forward as part of an ambitious sector deal.

From a cross-section of industry and trade association members of the Life Sciences Industrial Strategy Board:

We welcome the publication of the Life Sciences Industrial Strategy, led by Sir John Bell. The Strategy and Board demonstrate the breadth and vibrancy of the life sciences ecosystem in the UK, the importance of collaboration across the sector, the critical role of the NHS in delivering the development and use of new medical technologies, and the contribution of our sector to the UK economy.

The Strategy provides a holistic and collaborative framework to realise the many exciting opportunities in the future of life sciences in the UK and is a positive first step to cementing the success of our sector.

This should provide the springboard for any sector deal for the life sciences sector, including the NHS and other stakeholders; this will be vital to ensuring that the recommendations set out in this Strategy are fully implemented.

As the UK leaves the EU, collaboration with, and support from government is more important than ever to maintaining the UK’s position as a global life sciences ecosystem.

The Life Sciences Industrial Strategy, a report to the government from the life sciences sector, is organised under 5 key themes – science, growth, NHS, data, and skills – with proposals to build on the UK’s strengths in each area. These include:

  • Science – Reinforcing the UK science offer by sustaining and increasing funding for basic science to match our international competition and by further improving UK clinical trial capabilities
  • Growth – Improving growth and infrastructure across the country, through a tax environment that supports growth and by attracting substantial investment to manufacture and export high value life science products of the future
  • NHS – Encouraging NHS collaboration by recommending the Accelerated Access Review be adopted with national routes to market streamlined and clarified, including for digital products
  • Data – Making better use of data and other evidence by establishing 2 to 5 regional innovation hubs that would provide data across regions of 3 to 5 million people.
  • Skills – Ensuring the UK has the talent and skills to underpin future life sciences success by delivering a reinforced skills action plan across the NHS, commercial and third sectors

The Strategy also recommends the establishment of the Healthcare Advanced Research Program (HARP), a programme through which industries, charities and the NHS can collaborate on ambitious and long-term UK-based projects to transform healthcare and take advantage of the medical trends of the next 20 years.

Health Secretary Jeremy Hunt is expected to say:

The UK has always been at the forefront of scientific excellence. From the discovery of antibiotics to our world-leading 100,000 Genomes project, we have a proud history of medical breakthrough and innovation.

I want patients to continue to be at the front of the queue for the best treatments available, whether that means early access to trials, giving staff brand new innovations and technology to work with, or being at the heart of research to share best practice quickly across the health and social care system. A strong and growing life sciences sector ensures this, particularly as we negotiate our exit from the EU.

In welcoming the Life Sciences Industrial Strategy, the Health Secretary is also announcing £14 million funding to support 11 medical technology research centres to encourage collaboration between the NHS and industry in developing and bringing new technologies to patients through the National Institute for Health Research (NIHR). This will mean patients will continue to benefit from new technologies which will help to improve diagnosis and get them the treatment they need quickly.

Business Secretary Greg Clark is expected to say:

The life sciences sector is of critical importance to the UK economy and UK health – with over 5,000 companies, nearly 235,000 employees and a turnover of £64 billion in 2016 – and the government is committed to continuing to help this sector go from strength to strength.

The Life Sciences Industrial Strategy demonstrates the world-class expertise the UK already has in this sector and represents the industry’s vision for how we can build on our world-leading reputation in this field.

We will be engaging with Sir John Bell in the coming months in an effort to work towards a sector deal that helps us seize the opportunities in this area.

Chief Executive of Innovate UK, Dr Ruth McKernan, added:

I know from my own experience that the UK is a world leader in life sciences. These new proposals underline our strength and will keep the nation at the cutting edge. At Innovate UK, we look forward to playing a key role in its delivery.

Working with the research community and exciting companies, with equally exciting ideas, we will drive innovation to create new jobs and deliver greater productivity.

At the launch of the Life Sciences Industrial Strategy, the Business Secretary will reiterate government’s commitment to the sector, announcing the first phase of the government’s investment in life sciences through the Industrial Strategy, with £146 million for leading-edge healthcare, which is expected to leverage more than £250 million of private funding from industry.

This investment, part of the government’s flagship Industrial Strategy Challenge Fund, will be spread over 4 years and covers 5 major projects supporting advanced therapies, advanced medicines and vaccines development and manufacturing. These projects are:

  • Medicines Manufacturing Innovation Centre: A £13 million competition to establish a new centre, in partnership with industry, that will accelerate the adoption of emerging and novel manufacturing technologies
  • Vaccines Development and Manufacturing Centre: To develop and manufacture vaccines for clinical trials and prepare for emergency epidemic threats, government is investing £66 million in a new centre of excellence
  • Advanced Therapies Treatment Centre £30 million investment in 3 new sites will help establish a network of centres, based in hospitals, that will transform the UK’s ability to develop and deliver cell and gene therapies to a large number of patients
  • Expanding the Cell and Gene Therapy Manufacturing Centre: Enhancing the UK’s offer in the fast-moving field of cell and gene therapy by investing £12 million in doubling the capacity of the Cell and Gene Therapy Centre in Stevenage
  • Research and Development to support innovation at the manufacturing centres: Through a new collaborative scheme, the government is investing £25 million to support SMEs working in this sector and boost innovation

Government has increased investment in research and development over the next 4 years by £4.7 billion to create jobs and raise living standards through the Industrial Strategy Challenge Fund. The Business Secretary has announced that the first £1 billion of investment is being made in 6 key areas in 2017 to 2018, driving progress and innovation that will create opportunities for businesses and sectors across the UK.

The NIHR Medtech and In vitro diagnostic Co-operatives (NIHR MICs) build expertise and capacity in the NHS to develop new medical technologies and provide evidence on commercially-supplied in vitro diagnostic (IVD) tests. The NIHR MICs will provide funding over five years for leading NHS Organisations to act as centres of expertise; bringing together patients, clinicians, researchers, commissioners and industry. 11 centres across England have been designated NIHR MICs.

The Life Sciences Industrial Strategy Board members quoted above include the:

  • Association of British Healthcare Industries
  • Association of the British Pharmaceutical Industry
  • AstraZeneca
  • BioIndustryAssociation
  • GlaxoSmithKline
  • Immunocore Ltd
  • Johnson & Johnson
  • MSD
  • Northern Health Science Alliance Ltd

The full Board brings together representation from across the sector, including industry, academia and charities.

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HM Government

News story: Green light for lorry ‘platooning’

The UK’s first HGV ‘platooning’ trial, jointly funded by Highways England and the Department for Transport, has been given the green light.

Overseen by Highways England, TRL (the UK’s Transport Research Laboratory) will carry out the trials, which will see how lorries can accelerate, brake and steer in sync through wireless technology.

Jim O’Sullivan, Highways England’s Chief Executive, welcomed the announcement, and stressed that safety will be an integral part of the trials:

We are pleased to be supporting the government’s ambition for the UK to be a global leader for innovation.

The trial has the potential to demonstrate how greater automation of vehicles – in this instance, HGVs – can deliver improvements in safety, better journeys for road users and reduction in vehicle emissions.

Investing in this research shows we care about those using our roads, the economy and the environment, and safety will be integral as we take forward this work with TRL.

Members of the public should contact the Highways England customer contact centre on 0300 123 5000.

Journalists should contact the Highways England press office on 0844 693 1448 and use the menu to speak to the most appropriate press officer.

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HM Government

News story: PM welcomes Women’s World Cup stars to Downing Street

England’s women’s cricket and rugby teams today enjoyed a Downing Street reception to celebrate their recent achievements in what is fast becoming a year to remember for British women’s sport.

The England women’s cricket team secured their fourth World Cup title in July in front of a sold out Lord’s Cricket Ground, beating India by nine runs, while the England women’s rugby reached the World Cup final, falling to New Zealand in Belfast on Saturday night, in a thrilling finale to a fantastic tournament.

The success of both teams comes at a time when women’s sport is enjoying a marked increase in grassroots participation, elite-level success, record investment and global coverage.

Prime Minister Theresa May said:

It has been a watershed summer for women’s sport in our country and it was a great honour to welcome two teams, whose achievements have been such an important part of this breakthrough moment, to Downing Street today.

Interest in women’s sports is at an all-time high and with record attendances and huge global interest I hope we can seize this opportunity to grow women and girls’ sport in communities across the length and breadth of the land.

Thousands of women and girls across the country will be inspired by the achievements of the current generation of stars and they are fantastic ambassadors for the nation.

England women’s cricket team captain, Heather Knight said:

It’s been an incredible summer for women’s cricket and we’ve enjoyed every second of it. I would never have imagined that we could sell out Lord’s so to lift the World Cup in front of a packed house was beyond special.

The support from our fans helped us on our way to the trophy and it’s also evidence of how much our sport has grown. It just feels like there’s never been a better time for women and girls to get involved in cricket – some of my favourite memories from the tournament are signing autographs for the young girls who came to watch and cheer us on. Hopefully they’ll now be desperate to follow in our footsteps.

It was an honour to meet the Prime Minister and share some stories with her from inside the camp. We saw her mention us after we’d beaten Australia in the group stages so it’s great that we’ve had a chance to come and say thanks!

England bowler and player of the match, Anya Shrubsole said:

Growing up you see successful sportspeople visiting the Prime Minister and it feels a million miles away. To be here today is an indication of how far women’s cricket has come.

This summer was the product of a lot of hard work – on and off the pitch. We’ve got more to do but we want to keep winning trophies and we want to inspire as many young girls as possible to pick up a bat or a ball and start playing.

When I was a young fan watching cricket, I didn’t think I’d take six wickets in a World Cup final at Lord’s in front of 25,000 fans and win Player of the Match – hopefully that goes to show young girls that there are no limits to what you can achieve.

England women’s rugby team captain, Sarah Hunter said:

It’s been an honour to be invited to attend the reception in Downing Street today to celebrate what has been an exciting summer of women’s sport. While as a team we are disappointed not to have brought the World Cup home, we are proud of everything that we have achieved this year in showcasing women’s rugby.

Hopefully we have played a part in inspiring the next generation to get involved and give rugby a go.

Through the Department for Digital, Culture, Media and Sport England’s Sporting Future strategy the Government is determined to build on these successes at the grassroots and elite levels to encourage more women and girls playing sport.

Tackling the gender gap is a priority for this Government and we are determined to continue to make progress in the broader women’s sporting landscape. The Sporting Future strategy has a strong emphasis on attracting under-represented groups such as women, disabled people, those in lower socio-economic groups and older people into sport.

Better participation and elite-level success is a great step forward but to build on this we also want to help improve the representation of women on the boards of sports governing bodies. Through the Code for Sports Governance, we are ensuring that all sports governing bodies that receive public money will have at least 30 per cent gender diversity on their boards. Better female representation on the boards of sports governing bodies can help grow women’s sport.

Sport England’s recent Active Lives survey found that in terms of ‘being active’ men are 63% more likely to be active while women are still just 59% more likely. Encouragingly the sports gender participation gap has dropped from over two million to around 1.55 million but more still needs to be done – that is why Sport England is committed to tripling its investment to tackling inactivity to £250 million.

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HM Government