Study title

Background: Digital mental health (DMH) delivered via peer support is of increasing interest following the pandemic. Such approaches have the potential to alleviate demand and increase access to support. However, little is known about the process of change while using these platforms from initial inputs to long-term impact. Purpose: This project used co-production to develop a Theory of Change (ToC) to understand the inputs, processes, outcomes, and impact of these platforms according to stakeholders. Methods: A series of semi-structured focus groups were held with stakeholders (n=23) in DMH peer support. Focus groups were guided by the ToC approach. The first focus group (stakeholder launch) involved a series 3 breakout rooms and participants were divided into 2 groups. The second set of focus groups aimed to expand on the findings and fill in identified gaps. The final focus group (stakeholder close) involved the researchers sharing the results with attendees and receiving their feedback on the ToC. Following this the ToC was updated. Data were analysed using a thematic framework approach to allow comparisons to be made between stakeholder groups. Results: The ToC generated 3 different pathways: platform, commissioners, and members. Each pathway supported member’s use of the platform through increasing engagement or maintaining resources. Stakeholders identified multifarious inputs, outcomes, and impact of the platform. These included increasing mental health literacy, improving self-management skills, and preventing worsening mental health. Insight into the processes of the platform was limited, although variations in member types and the role of user expectations were highlighted. Key risks, barriers, and how platforms fit into the wider mental health landscape were also reported. Conclusion: The ToC harnessed stakeholders understanding of DMH and peer support. Further research the active ingredients of a platform and how these effect members behaviour...