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December 2016 //
Canadian Government Executive /
13
Mental Health
cording to Filbee, it was critical to “create
an atmosphere where it is okay—and not
limiting in any way— to discuss mental
health.”
Filbee knew the challenge personally.
She was first diagnosed with depression in
her late 30s and struggled to keep it private.
Now she was being asked to wade into an
issue that was harrowingly familiar. Finally,
in December 2015, she picked up the gaunt-
let, and did something she did not have to
do: she declared to her colleagues and staff
that she had been suffering from a form of
depression most of her life.
What led to that brave step was her be-
lief that “leadership is about courage.” If
she wanted others to talk about their men-
tal health challenges then she had to be
courageous enough to do so herself.
Filbee blogged about it. Through the
years she applied that approach and,
with the use of medication and cognitive
behavioral therapy, she has successfully
regained control over the fears, anxieties
and negative patterns that have plagued
her. But it wasn’t easy, Filbee remembers
“the pain of being in a black hole” when
she was first diagnosed.
She also underlined the positive: the
luck of living in Canada, the privilege of
working in the public service with people
she admired and respected, the opportu-
nity to pursue a fulfilling career and, not
least, the happiness of family and friends.
The challenge remained: she admitted
that she still has to “manage the fears and
negative thoughts associated with depres-
sion.” She encouraged the thought that
employees “must take personal responsi-
bility for our health to the extent that we
are able, including our mental well-being.”
She argued that “physical illnesses can be
treated effectively, mental health chal-
lenges can also be managed.”
Filbee and her team launched ESDC’s
Integrated Mental Health Framework
and three-year Action Plan in May 2015.
The Plan offers a range of services, from
concrete activities that center on the “pro-
motion of health,” to the “prevention of
harm” and the “resolution of incident and
concerns.”
Since its launch, ESDC has seen many
positive results from the program with
many employees sharing their personal
experiences and joining the conversation
through vlogs, blogs, articles and testimo-
nials.
The ‘mental health in the workplace’
initiative started out as an internal prior-
ity for the department, ESDC’s Labour
Program also used its role as regulator to
promote the issue externally, across all
federal jurisdiction workplaces. The La-
bour Program broke new ground in recog-
nizing and promoting psychological issues
as an OHS consideration for federal juris-
diction workplaces, beyond the traditional
focus on physical conditions and hazards
that may contribute to illness or injury. Ac-
tivities undertaken by the Labour Program
have helped to shine a light on the impor-
tance of psychological health and safety
in the workplace and positioned ESDC-
Labour Program and federal jurisdiction
workplaces at the forefront of a nation-
wide effort to better respond to the chal-
lenges of mental health in the workplace.
ESDC’s Framework and Action Plan
was also recognized in the Clerk of the
Privy Council’s Twenty-Third Annual Re-
port to the Prime Minister as a guide for
the development of tools and resources
for employees and managers to support
good mental health practices in the work-
place.
Recently, TBS and the Public Service Al-
liance of Canada have worked together to
improve how the government addresses
psychological health and safety in the
workplace and, in 2016, the Government
of Canada adopted the Federal Public Ser-
vice Workplace Mental Health Strategy,
committing the government to exploring
aspects of mental health with its employ-
ees and to listening to their needs. The
Strategy focuses on three strategic goals;
Change the culture, Build capacity and
Measure report and continuously improve.
This government-wide initiative, accord-
ing to Filbee, demonstrates that “no one
person can do it by themselves, workplace
wellbeing is truly a team sport.”
With ESDC embracing the importance
of mental health in the workplace in the
same way as physical health, the Inte-
grated Mental Health Framework is just
the commencement of a blueprint that
will go a long way to encourage everyone
“facing mental health challenges to seek
support.”
Looking back on this stage of her career,
Filbee sees a positive element, no matter
what happens, both the good and the bad.
“It all works to make us great,” she said. Be-
cause of her experience, she is more “aware
of the impact of personal challenges that
we all face from time to time,” which has
helped her to become better leader today.
She and her intrepid team were recog-
nized for their valiant efforts by APEX last
spring. This award, according to APEX,
recognized the successful delivery of a
multi-disciplinary project that contributed
to the improved delivery for employees at
all levels that directly supports workplace
wellbeing.
Since its launch, the Integrated Mental Health
Framework at Employment and Social Development
Canada has seen many positive results with many
employees sharing their personal experiences and
joining the conversation through vlogs, blogs, ar-
ticles and testimonials.
It was critical to “create
an atmosphere where it
is okay—and not limiting
in any way— to discuss
mental health.”
— Sara Filbee