Scaling Suicide Prevention: Lessons for the UK from India, the USA, and Canada

It opened my eyes to the devastating impact of suicide, not just on families and friends, but on whole communities. Research suggests that one suicide affects around 135 people – and I felt the truth of that statistic as I grieved with others who loved Olly.

In the wake of his death, Olly’s family and friends came together to form Olly’s Future, a charity dedicated to preventing suicide in young people and students. One of our core projects is Dr SAMS (Suicide Awareness in Medical Students), which gives future doctors the skills to talk about suicide and support someone who may be at risk.

This matters because many of those who die by suicide have been in contact with a healthcare professional in the weeks before their death. Doctors are often the first point of contact for someone in crisis. Yet despite this, suicide prevention is not part of the core curriculum in UK medical schools. Around 9,500 medical students graduate in the UK every year without being taught how to identify or support someone who is suicidal.

Through Dr SAMS, we’ve shown that change is possible: over 2,800 medical students have now been trained. But the scale of the gap is still vast, and that’s why I applied for a Churchill Fellowship – to learn from international examples of how to close it.

I had the privilege of travelling to India, the USA, and Canada to meet inspiring people and organisations who are tackling suicide prevention with energy, creativity, and determination. My full reflections are captured in this interactive Miro board, but three things especially stood out:

1. Smart use of technology
   In India and the USA, I saw powerful examples of how technology can widen access to training. At the University of Michigan, medical students practise suicide prevention conversations using interactive simulations, while organisations like LivingWorks and Sangath in India are pioneering digital tools to train thousands of people at scale. Technology can never replace human connection, but it can make lifesaving training more accessible and consistent.
   
   
2. Policy and lobbying make a difference
   In Montreal and Washington State, I saw how policy change can transform suicide prevention efforts. Quebec has implemented government-mandated tools to help health professionals assess suicide risk, while Washington State became the first US state to require suicide prevention training for healthcare providers. These examples show the power of legislation to embed suicide prevention into systems – not as an optional extra, but as a non-negotiable part of healthcare.
   
   
3. Repeatable frameworks for universities
   In the USA, the JED Foundation has developed a framework that supports universities to embed mental health and suicide prevention into every aspect of campus life. With over 500 institutions enrolled, it was a powerful reminder that large-scale change can depend on having a clear framework that others can adopt and adapt.

Across all three countries, I was struck not only by the innovation but by the generosity of the people I met – leaders, clinicians, campaigners, and young people – who shared their insights and experiences with me. Their work is already saving lives, and I left each meeting energised by the sense that we are part of a global movement.

Since returning last May, I’ve felt a deep sense of gratitude to the Churchill Fellowship for making this journey possible. More importantly, I feel determined to put these lessons into practice: expanding Dr SAMS, engaging with policymakers, and exploring frameworks that can help embed suicide prevention training into every medical school in the UK. Alongside this, further progress has been made with the development of a Training for Trainers (T4T) model in partnership with UCL, who are carrying out an independent academic evaluation of our programme, funded by the Fishmongers’ Livery Company.

The challenge is clear: unfortunately, future doctors are likely to encounter suicidal patients during their careers. We must give them the skills to support with confidence and compassion. The Fellowship made it clear that progress is achievable – what’s needed now is to bring that momentum to the UK.