Exchange Spring 2016

EXCHANGE EXCHANGE is is aa quarterly quarterly magazine magazine published published by by the the Local Local Government Government Management Management Association Association (LGMA) (LGMA) of of British British Columbia.

Columbia. It’s It’s about about sharing sharing information, information, exchanging exchanging ideas ideas on on best best practices, practices, enhancing enhancing professional professional development development and and building building networks. networks. Reach Reach us us at at www.lgma.ca. www.lgma.ca.

2016 CONFERENCE

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MENTAL HEALTH Q&A

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PENSION UPDATE

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SPRING 2016

Battling Inner Darkness: Mental Health Issues in the Workplace

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Comprehensive legal services for municipalities and regional districts throughout British Columbia.

We help to lay the foundation for growth and success in large and small communities across the province by supplying local governments with the legal advice and strategic support required to help them carry out their mandates.

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Update In this Issue President’s Report Executive Director’s Report Case of Interest Members Page Our Town

Professional Development 2 3 4 5 24 25

2016 LGMA Conference

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Tips & Tactics: Dealing With Mental Health Concerns in the Workplace

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Municipal Pension Update

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Programs & Events

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6 Riding the Wave of Change: 2016 LGMA Conference Get ready to anticipate, adapt and even thrive during change as you hear from experts and learn how to apply tactics and new skills at the 2016 Conference in Nanaimo.

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Exchange is the magazine for members of the Local Government Management Association of British Columbia.

Exchange is distributed quarterly to over 900 members of the LGMA, as well as Mayors and Regional District Chairs.

Battling Inner Darkness: Mental Health Issues in the Workplace

Exchange is printed on Sappi Flo, an FSC® Certified 10% post-consumer recycled paper at Island Business Print Group.

LGMA Office: 7th Floor 620 View Street Victoria, BC V8W 1J6 Telephone: 250.383.7032 Fax: 250.383.4879 Email: office@lgma.ca Web: www.lgma.ca Contact the Editor: Email: editor@lgma.ca

Cover Illustration: DigitalVision Vectors/Getty Images

Promoting Professional Management & Leadership Excellence in Local Government

This composite story uses fictitious local government employees Jack and Jill to shed light on some typical workplace mental health issues and signs, while also sharing advice from experts.

16 Workplace Impacts and Employer Obligations Lawyer Adriana Wills shares information about employers’ legal responsibilities when it comes to employees with mental health issues and disabilities.

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21 Get the Facts on Mental Health How do mental health issues affect the workplace? Review the results of a recent survey on workplace mental health attitudes and priorities, along with statistics for WorkSafeBC mental health claims.

IN THIS ISSUE

would describe this edition of Exchange as being an enjoyable challenge. The topic is sensitive, and there are limits to what we can fit into a magazine story. We have done our best to touch on some of the essential information. Tied with this is the importance of providing clear parameters around an employer’s responsibilities and what individuals can realistically do. And quite frankly, this was challenging because for some people, mental health issues are still considered murky – or even scary – waters.

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We are using a composite story format again because we are delving into sensitive topics. Most people do not feel comfortable sharing the intimate details of their battle with mental illness. Not surprisingly, they do not want to shine a spotlight on their personal health matters in a magazine. But sadly, statistics indicate that many people don’t want to let anyone know they are experiencing challenges – including their physicians. It seems that even with proactive campaigns like Bell: Let’s Talk (which coincidentally was running a series of television commercials leading up to this edition of Exchange), there is still stigma associated with mental health issues. I was shocked to learn that many people still believe that mental health is something that an individual should be able to control, as though all it takes is mental fortitude to knock out depression, anxiety or trauma responses. Or even worse, there are situations in the workplace where people are either quietly or openly critical of individuals who are struggling with a mental health challenge.

When you consider the statistics of how many people are dealing with mental health issues, including stress responses, depression and anxiety, it seems strange that this topic is still considered awkward. Stigma is clearly hard to shake off.

As I wrote the composite story Battling Inner Darkness, which was developed using information about the symptoms of depression and post-traumatic stress disorder (PTSD), I was careful not to exaggerate behaviours or experiences. I felt the story needed to feel very real and relevant for anyone who may be struggling with these types of symptoms. When I captured some of the statistics in Get the Facts on Mental Health, I wanted to shout “It’s an illness, for crying out loud!” and then realized the sad part is that people are crying out silently.

The stigma related to mental illness still plagues individuals, groups and organizations, but the good news is that more people are talking openly about the challenges and resources that can help individuals onto a path towards improved mental health. Local governments and other organizations are gaining a better understanding of their role and responsibilities for a safe workplace, and legislation that identifies mental health impacts as a workplace safety consideration.

I encourage you to read the composite story and then use Spot the Signs to test out your ability to spot key symptoms of mental health concerns being experienced by Jack and Jill – the characters in our fictional story.

See what the experts say about the behaviours exhibited by Jack and Jill, and learn more about the impacts on the workplace and the role of employers in Workplace Impacts and Employer Obligations. Our goal with this edition is to encourage conversations and openness, and to provide the context of how mental health issues can affect individuals and organizations.

Therese Mickelson, ABC Editor

Promoting Professional Management & Leadership Excellence in Local Government

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PRESIDENT’S REPORT

It is my opinion that some mental health issues, such as depression, absences due to stress leave, and prescriptions for anxiety and depression, are directly related to our work environment.

n this issue of Exchange we are focusing on mental health and addictions. Mental health and addictions used to be one of those issues that was not talked about openly, and within the workplace environment, it was handled by the Human Resources department in a private and confidential manner. I have noticed recently there is advertising on television explaining what mental health issues are and encouraging people to be more understanding of the issues these individuals are facing. By bringing this issue out to the forefront, it enables discussions to take place and to correct misinformation that is out there.

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It is my opinion that some of the mental health issues such as depression, absences due to stress leave, and the increasing amount of prescriptions being prescribed for medicine to relieve anxiety/ depression, are directly related to our work environment. Speaking from what I have observed over the years, the way we work has changed. Many management staff are expected to work longer hours in order to accomplish more tasks, take work home with them, carry a cell phone so they can be contacted at any time, and have their professional capabilities questioned on social media.

This kind of rushed high pressure work environment could, for some, lead to depression, anxiety and stress.

How can we deal with this? Are you able to find a balance that allows you to enjoy your work and still fit things like family time, exercise, eating properly, reading and relaxing or just time for yourself into your schedule?

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Although I’m not an expert, I’ve found from personal experience that talking about your feelings or challenges can help with taking care of your mental health. One thing about people in local government is that we are good listeners! I am fortunate to have colleagues and friends I trust, so I can share my feelings with them.

I hope you do too. There is something comforting about having a friend who understands some of the issues you are facing and can commiserate with you.

Another way I cope is by trying to get some kind of exercise into my day, even if it is taking the stairs. Go for a walk at lunch or your coffee break (with a friend)! I’ve also learned that it’s important to stay in touch with those you love and who love you. Family and friends can be so essential to our well-being. I know from experience, when you get depressed, you withdraw. Reach out, and don’t be afraid to ask for help. Be healthy and happy…

This is my last report as your President, and the last two years have flown by so quickly. Thank you for the support you have given to the LGMA and to me. I have really enjoyed my time as your President, and I have appreciated the opportunity to get to know so many wonderful people.

Kelly Ridley President

EXECUTIVE DIRECTOR’S REPORT

Not all mental distress is work-related, but organizational cultures and the response to challenging circumstances do play a significant role in employee well-being, productivity and performance.

his edition of Exchange is focused on mental health in the workplace because we think we need to be having more conversations about the work pressures influencing good performance, the levels of stress local government professionals are experiencing, and how our workplaces and this Association, quite honestly, are responding to factors that are impacting mental well-being. In my conversations with our members, most continue to reiterate their love of the profession and the rewards they gain from their jobs in local government, while also noting work seems to be getting more stressful and demanding, and the pace is definitely much faster.

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We might not all love our jobs, but according to a 2015 Ipsos and BC Human Resources Management Association survey of workers across B.C., most of us are pretty happy with our employers and very few of us are interested in working anywhere else in Canada.

According to the survey, 43 per cent of us “tend to agree” and 30 per cent of us “strongly agree” we are satisfied with our current employer, and only 19 per cent of us said we would go looking for new jobs outside B.C. Now given the respondents came from a wide variety of industries and the public and private sector, it’s hard to say with certainty that the results mirror the views of local government workers. That’s why the LGMA will be surveying our members in the coming months to get a better understanding of your current workplace environments and what additional training and member supports we should be considering to better serve and support our members.

There is no question that local government is changing – the demands for services from the public are increasing, there are new fiscal and demographic pressures, there is a seeming erosion of the non-partisan local government model, and there are significant impacts on staff from the rise in social media. These are just some of what we think are significant challenges for many local government professionals, leading to stress, mental health issues and increasing workplace absence. Of course not all mental distress is work-related, but organizational cultures and the response to challenging circumstances do play a significant role in employee wellbeing, productivity, and performance.

The Mental Health Commission of Canada provides the following definition, which can serve as a goal for employers: “Mental health is a state of well-being in which the individual realizes his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully and is able to make a contribution to her or his own community.” The effects of mental distress in the workplace in Canada are staggering. The Commission reported that in 2010, 3.7 million adults – that’s one in four Canadians - described most days as “quite a bit” or “extremely stressful” and that mental illness in Canada accounts for one-third of the estimated $51 billion in lost productivity. Morneau Shepell, one of the LGMA’s employee assistance service providers, reports that 60 per cent of employees it surveyed in 2015 felt lack of organizational support, poor communication and conflict is a source of workplace stress, followed by issues such as workload and deadlines.

The approaches and tactics outlined in this edition aim to help local government leaders identify the right supports to assist and accommodate those with mental health conditions. This edition will help managers and supervisors understand why it is part of their job to intervene with employees showing signs of mental distress and highlights some of the training options available to help them do so effectively.

Please watch for LGMA invitations and support us later this spring when we ask for your experiences and insights. We will be exploring some new training concepts, along with options for new member services. Your opinions will be critical to understanding what new directions we may take. We will also use our Annual General Meeting to share the results of our engagement with you and get direct feedback from our members on what steps we may want to consider taking next.

I look forward to seeing you at upcoming LGMA events and engaging with you over the next few months to learn more from you about what you need from your Association.

Nancy Taylor Executive Director

Promoting Professional Management & Leadership Excellence in Local Government

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By Katie Cobban and Ryan Berger Bull, Housser & Tupper LLP

CASE of INTEREST

Understanding Disability: A Legal Imperative anaging the relationship with an employee with a mental illness can be one of the biggest challenges for administrators. It demands thoughtfulness and sensitivity.

Understanding the disability and its implications on the workplace and performance can be difficult. When an employee’s conduct suggests or demands discipline or termination, it can be even more challenging.

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Can an employer discipline or terminate an employee with a medical condition, such as a mental illness?

Employers are required to accommodate an employee’s disability to the point of undue hardship. For local governments, undue hardship can be an extremely high threshold. Depending on the circumstances, employers may also be bound to make inquiries of employees who have not “declared” a disability but whose behavior suggests there is an issue. However, a medical condition does not in and of itself insulate an employee’s actions from discipline up to and including termination. Thus, appropriate inquiry and understanding of the condition is of utmost importance.

This December, the British Columbia Human Rights Tribunal issued a decision (Gosal v. Coast Mountain Bus Co., [2015] B.C.H.R.T.D. No. 186) affirming an employer’s right to terminate an employee for conduct unrelated to his medical condition. The complainant, Mr. Gosal, was a bus driver with Coast Mountain Bus Co. He had been on medical leave since July 2013 pursuant to doctor’s orders as a result of a major depressive disorder and sleep apnea syndrome. In particular, his doctor advised that Mr. Gosal was not safe to drive because he experienced daytime sleepiness.

In July 2014, nearly one year into Mr. Gosal’s leave, Coast Mountain became aware of reports that gave them cause to investigate whether Mr. Gosal was indeed disabled. Coast Mountain’s longterm disability benefit provider began surveillance of Mr. Gosal and observed him engaging in a number of activities contrary to his purported medical limitations, including driving and performing repairs on buses (a job in which his physician indicated his limitations could not be accommodated). Coast Mountain terminated his employment based on Mr. Gosal’s breach of trust, including lying about his medical limitations and lying during the investigation into his activities.

Promoting Professional Management & Leadership Excellence in Local Government

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Throughout the medical leave, Coast Mountain took the right steps: they sought medical information from Mr. Gosal’s physician regarding his absence and potential recovery, they attempted to accommodate Mr. Gosal with a return to work plan created in conjunction with his physician, they proposed alternative positions and sought medical information regarding whether Mr. Gosal could perform in one of these positions, and when advised by Mr. Gosal’s physician that the physician could not give an update until certain treatments were undertaken, they followed up at an appropriate time regarding an update.

When they became aware of Mr. Gosal’s activities while on medical leave, Coast Mountain set out to investigate. They followed up with Mr. Gosal regarding his current medical status, and when he was deemed fit to return to work, scheduled a meeting to discuss his conduct while on medical leave. Mr. Gosal was given an opportunity to explain his behavior, and while he did not agree that he was “working”, he admitted to attending and assisting with his wife’s charter tour bus company while receiving long-term disability benefits.

Mr. Gosal challenged the termination on the basis that he suffered from a mental illness, and the company’s decision to terminate his employment was based in part on his mental illness or his related absence from work. While Mr. Gosal established that he had a mental disability and was terminated, he failed to establish that his conduct was caused by his disability, and /or that the employer terminated his employment in whole or in part because of prejudices related to his disability. The employer was able to provide clear evidence that it terminated Mr. Gosal for his conduct, in particular his dishonesty, not his mental health issues.

Employers often struggle to determine whether they can discipline an employee with a medical condition for his or her conduct, and to what extent, if any, is the employer required to consider how the illness impacted the conduct. In other circumstances, it may be more challenging to determine what is and is not related to the illness and what accommodations are appropriate. In any event, employers ought to appropriately investigate, seek to understand the disability and its implications, and accommodate accordingly.

Objectionable conduct unrelated to the employee’s medical issues can be grounds for discipline or termination.

LGMA UPDATES

ANTICIPATE, EDUCATE, ADAPT, THRIVE:

Riding the Wave of Change After a nail-biter federal election in which pundits were equally divided on the likely outcome, who better to discuss Riding the Wave of Change involves anticipating and managing the results and perspectives change with the skills to move forward and thrive. These are the on what it means for Canada key outcomes you can expect when you attend the 2016 LGMA Conference taking place at the Vancouver Island Conference Centre – than nationally syndicated journalist Andrew Coyne? just steps from Nanaimo’s beautiful shoreline.

Hear his fascinating insights on The 2016 event features keynote speakers who will help bring clarity how the new government will to our changing world. Paul Huschilt kicks things off by sharing move its agenda forward, what techniques you can use at work to stay calm when things get crazy, ‘bumps in the road’ it will likely as well as to relieve stress and build positive energy. With training in encounter, and how this will management, theatre, career counselling, adult education and human affect communities across Canada. resources, Paul’s one-of-a-kind style comes with the promise of Covering timely topics relevant to today’s leaders, the 2016 messages delivered with energy, passion and fun. conference program includes workshops targeted toward Approving As technology continues to impact organizations, it helps to hear Officers, Communications Officers, and sessions that support from experts like David Eaves, who shares his experiences in a working more effectively with First Nations communities. Gather way that invigorates audiences as he discusses how technology ideas on how to reach all generations with sessions on building is changing work, collaboration and policy, bringing with it huge citizen participation through an e-Town Hall, and insights and tips opportunities but also new threats to markets, values and business on managing today’s multigenerational workforce. Learn how to be models. As an expert in public policy, strategy, open government, strategic in attracting long-term prosperity for your rural community, negotiation, and collaboration, as well as a recognized public thinker and what to do if you find yourself handling respectful workplace all wrapped up in one, David walks through how technology will investigations involving elected officials. Hear about the innovative change the behaviours, expectations, and norms of your citizens and ways that local governments are managing staff resources and natural what you can do position your organization more effectively. capital, as well as strengthening their cultural assets.

2016 LGMA CONFERENCE JUNE 21-23, NANAIMO

This year’s conference lineup includes professional speaker and storyteller extraordinaire Paul Huschilt, technology and change management expert David Eaves, and nationally syndicated political journalist Andrew Coyne.

Paul Huschilt

David Eaves

Andrew Coyne

Promoting Professional Management & Leadership Excellence in Local Government

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5 REASONS YOU CAN’T AFFORD TO MISS THE 2016 LGMA CONFERENCE Come to the 2016 LGMA conference to learn, meet great people, gain new information and resources, and grow. If you are tempted but still need a little convincing (or need to convince someone else), here is a quick recap on why you can’t afford to miss it: 1. Networking – Harness the “power of community” and make valuable connections with colleagues from across British Columbia.

2. Inspiration – Keynote sessions will get you thinking about things differently and moving in a new direction.

Get the latest legal updates on information and privacy, ethical conduct in the workplace, the regulation of the sharing economy, current trends pertaining to water law, and the legal implications of climate change.

Take advantage of the conference as an opportunity to plan for the future by consulting experts one-on-one on your pension, education plans, or any local government issue. Before heading home, celebrate the success of the conference at the Annual Banquet with an elegant dinner, an insightful (and respectfully cheeky) spin on the days’ events

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3. Professional Development – In-depth workshops and breakouts led by local government experts provide critical skills that you can put into action back at the office.

4. Knowledge Gathering – Interact with sponsors and exhibitors and learn how they can help you move your organization forward.

5. Knowledge Sharing – Add value and assist your peers by asking questions and adding insights at interactive sessions or during informal conversations.

by Paul Huschilt, and music provided by Nanaimo’s Wunderbread, a versatile, seven-piece retro dance band.

Conference room blocks are secured at the Coast Bastion Inn ($149$209 plus taxes; call 250.753.6601) and Best Western Dorchester ($129-$149 plus taxes; call 250.754.6835). Reference ‘Local Government Management Association’ to receive the special rates.

To view the full conference program or register, visit www.lgma.ca/ EN/main/programs/annual-conference-agm/2016-conference-agm.html

By Therese Mickelson, ABC

Battling Inner Darkness Mental Health Issues in the Workplace Promoting Professional Management & Leadership Excellence in Local Government

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3 a.m. The nightmare started with smoke, screams, fire and blood. aces were at first unrecognizable, but the calls for help were from the children. It was chaos. He rips away the car door and then he sees them – or what’s left of them. Jack jerks awake and physically shakes his head, as though he can rid himself of the flashback that won’t leave him. He was oddly thankful it was the only memory haunting him tonight. There were so many, it was sometimes hard to remember all the emergencies where they saved lives.

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NOTE FROM THE EDITOR: This is a composite story about two fictional characters, but the scenarios are based on actual symptoms experienced by people who may have mental health issues such as depression or post-traumatic stress disorder (PTSD).

9:30 a.m.

Across town, Jill gets up for the third time. She’s frustrated that she can’t sleep when she is so tired. There’s no reason. Her house is quiet.

There’s nothing critical that needs to get done immediately. But she can’t seem to turn her brain off long enough to simply sleep through the night, and the more exhausted she gets, the harder it is to fall asleep – and stay asleep. If she could just get five hours at a stretch, she knew she would feel better. The open house was in two weeks and she had a lot to get done before then, so she couldn’t afford to miss any more work.

They were almost finished checking the rigs and portable equipment to ensure everything was response ready. Jack made sure he took on the tasks that he could do alone. He wanted some time to himself and didn’t feel up to the idle chitchat the guys in his company typically spewed out all morning. As they wrapped up and headed for the break room, he tried to think of something he had to get done to avoid the coffee break altogether but came up blank. As they walked into the kitchen area, he heard Mike asking about Jeff ’s family dinner the night before.

7:45 a.m.

“Yeah, my wife’s dad joined us, and as usual, I got to hear all his usual BS about how I have such a cushy job since there are only about five house fires here in town every year,” said Jeff.

On his way to work, Jack was running through the tasks for the day. It was Wednesday, which unfortunately meant it was floor day. Everyone hated floor day, though he wasn’t sure why cleaning the floors at the Fire Hall was any worse than some of their other maintenance tasks.

He glanced over at the vehicle passing him on the highway, and his temper flared as he watched the young man texting someone as he flew along the highway at 100 km/hour. He wanted to call it in and tried to memorize the licence plate but it was too late. Idiots like that killed people every day. He should know. ****** Jill was running late. She had managed to fall back to sleep at around 5:30 a.m. and slept through her alarm. She was so tired she’d need a couple extra cups of coffee to get going. She longed to call in sick again today, but knew she had too much to do and her colleagues were relying on her. She couldn’t let them down, but she didn’t know if she could get everything done on time. There was too much on her plate. She didn’t know if she had all the information she needed.

As her heart rate escalated with anxiety, Jill tried to take a few deep breaths and focus on her mascara. She really needed to hurry up and get to work as she was already going to be late.

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“I didn’t want to ruin his appetite by giving him a run through about the MVAs we responded to this past week. That one car wreck with the head-on collision would have put him off his food for a month,” he joked.

Jack lost it. “Making jokes about people who have died in tragic accidents is totally disrespectful,” he shot out with barely-controlled fury. “Show some consideration.”

Jeff looked surprised and a little irritated at the castigation. “Well yeah, we all know it’s not funny. It’s just frustrating listening to him spout off about my job when he knows nothing about what we do.”

Mike, ever the peacemaker, added, “What’s important is we know what we do. We save lives. And I don’t know about you, but whenever we head out on a call, I’m imagining how bad the situation might be but I’m also picturing how we can make a difference – get people out alive and ensure the safety of others. That’s what matters.”

Jack figured he needed time to cool off so he grabbed his coffee and left the room. The other guys in his company watched him leave with varying expressions of confusion and concern.

Continued on page 10

Battling Inner Darkness Continued from page 9

****** As Jill worked on the content for the display boards they would be using at the neighbourhood planning open house, her mind wandered.

She kept losing track of what they had decided were the key points to include on each board and had to check, and double check, her notes. Part of her wondered what happened to the enthusiasm she used to experience whenever she was in a major planning process.

She remembered being energized by the opportunity to create new communities that integrated with the area, provided a mix of parks, trails and amenities as well as a range of housing options.

She used to love working with the community to create a vision for a new neighbourhood. Now she just felt exhausted and completely unmotivated. Just as she was about to regroup to figure out the content for her current board, her boss stopped by her desk.

“How is it going? Have you got a minute to talk? I really hope you’re feeling better, and I’m concerned that you’ve missed a lot of days lately, and we’re falling behind on our task list,” said Margo. “I just dropped by to let you know what you missed at the Council meeting this week. It turns out there was a delegation opposed to the off-leash dog park, and now Council is reconsidering its position on the bylaw and requirements for new developments, which will affect the display boards for the upcoming neighbourhood planning open house.”

Jill felt the anger spew up and out before she could stop it. “We had a huge level of support for that bylaw change and the area we’ve designated for the off-leash park is perfect. What the hell is wrong with Council? How can they let a few people totally redirect something that the broader community wants? How am I supposed to do my job when stupid decisions like this keep coming down on us at the last minute?” she fumed.

Margo looked surprised at the over-the-top response as she had worked with Jill for several years and Jill didn’t usually respond with such anger. “We all know planning processes are fluid, and it’s our job to go with the flow,” she said. “If you had been here last week, you would have heard some of the rumblings before the Council meeting as a few of the residents have been calling us to let us know they oppose off-leash areas.”

“Just look at the boards that discuss the off-leash park for now and see if we need to adjust them to soften the message until we know what Council wants,” added Margo. “Also, I noticed you were late coming in again today, and we really are pressed for time. Are you able to make up your time today?”

Jill felt embarrassed as she was sure her colleagues heard the reprimand behind the words.

“Yes, sorry. I’m still feeling off and didn’t sleep well last night. I must have slept through my alarm, but I’ll stay late today to catch up,” she responded, feeling embarrassed and ashamed for yelling at her boss. It wasn’t the first time she had blown up at someone recently who didn’t deserve it.

11:45 a.m.

It took Mike a while to track Jack down as he was off working on his own, as usual. “Hey Jack, we’re heading out for lunch, are you ready to go?” Mike called out.

Jack looked up slowly. The idea of spending lunch with his crew just seemed like too much effort, but they needed to stick together and he knew they liked to get out. He would prefer some time to relax on his own. “Yeah,” he said. “I guess so.”

Mike smiled and waited for Jack to join him, but he wondered if Jack was still mad about that morning or maybe had money trouble. Jack never seemed to want to join them for lunch anymore.

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****** Jill looked at the time and couldn’t figure out where the past hour had gone. She hadn’t made any progress on the boards and couldn’t remember what other items were on the logistics list for the project.

She decided the best plan was to go home for lunch. She could eat quickly and get back within an hour. When she started to prepare her lunch she thought about the open bottle of wine from last night and noted that there was still about a glass left in the bottle. She figured one glass of wine would help her relax a bit and quickly emptied the bottle into a glass.

3 p.m.

Today’s afternoon training session seemed to drag on. Jack wondered how many times they had to go through Hazmat procedures. Their Hazmat Team was one of the best in the region, and it always helped to hear about new procedures. But this was same old, same old. He couldn’t stay focused on the presentation and his mind wandered to the mundane. He thought about the fire inspections they had done earlier in the day, then about his grocery list. Then he considered whether he could fix the leaky sink in his laundry room. He had a quick flashback to the car wreck that haunted his dreams the night before. Then he wondered if anyone else in the room was relieved that there weren’t any alarms that day.

After the training session, he noticed that Jeff had again left without putting his chair away. He was furious.

Continued on page 12

Spot the Signs Jack and Jill are both exhibiting some common signs of mental health problems, and their symptoms can act as a trigger for a manager to realize that they need assistance.

Their story reflects the isolation, gender concerns, addictions and some of the direct impacts on performance, morale and relationships that may show up in the workplace. It also emphasizes that they are suffering alone, which is common.

Can you spot some of the key symptoms Jack and Jill exhibit that would help managers identify when someone is experiencing mental health problems? Here are some symptoms to watch for: 1. Sleep impacts, including lack of sleep or poor sleep patterns 2. Social isolation 3. Mood impacts and changes 4. Change in regular work behaviour 5. Impact on relationships 6. Using alcohol to cope

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• Onsite Health and Safety Training, tailored to your needs

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Disability Guidelines to help with your Stay at Work / Return to Work Program

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Sharing knowledge! the

See answers on page 15.

Promoting Professional Management & Leadership Excellence in Local Government

Wwehatoffer:

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A resource by phone, email or in person to help with all your health and safety questions Reduced cost for online SDS Management &HUWL¿FDWH RI Recognition (COR) Program, generating a rebate of WorkSafeBC Assessments

www.bcmsa.ca

Contact: Cathy Cook, Executive Director P: 778-278-3486 F: 778-278-0029 E: ccook@bcmsa.ca

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Battling Inner Darkness Continued from page 11

“Jeff, are you kidding me? You’re seriously just leaving your chair here for someone else to put away? Again? Seriously? Just like you leave your mug in the sink rather than cleaning it? We’re not your mother,” Jack yelled towards Jeff.

“No, I’m fine. Just a little tired,” said Jill. “I’m not sure I have everything I need to get these boards done, and I suspect there are others who are better at fitting them into the template so they look good.”

Jeff came back in the room, gave him a deliberate look, and picked up his chair.

Margo looked at her in surprise as Jill was always their go-to person for display boards. She had a knack for creative design and always made the boards look professional.

****** Jill couldn’t figure out where the time had gone that day. She had only been a little bit late getting back from lunch and absolutely planned to stay late to make up the time. Her heart was racing again as she stressed about all the work that needed to get done.

“You should have everything you need for the content, and you’re great at creating display boards,” Margo said in response. “The boards need to be complete for first review at our project meeting tomorrow, so just do your best. I’m sure they will be excellent.”

She didn’t really think she had enough information to finish all the boards. She put her head in her hands and tried to relax as her neck was so stiff it felt like it would snap when she turned her head, and her heart was racing.

As Margo walked away, Jill could not process the words of encouragement. She thought bleakly to herself that it all seemed like too much to deal with right now.

Margo passed by her desk to see how things were coming along and noticed her posture.

“Is everything okay? Are you feeling sick? Again?” she asked. Jill felt like there was a jab in there somewhere but didn’t feel she could do anything about it.

5:30 p.m.

After he got home, Jack started to fix himself some dinner. He didn’t feel like eating, and he wasn’t much of a cook. Now that he and his wife had separated, dinner was more like something to be endured than enjoyed. As his mind wandered, he experienced another flashback.

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12

This one brought more horrific memories to the forefront, and he decided to forget about dinner for now. He felt sick. He grabbed a beer and chugged it down quickly. His thoughts settled a bit, but he was worried. These flashbacks had been steadily increasing over the past three months. He wondered if he should talk to someone at work, but he could just imagine the response. They may not say it, but they guys would consider him a wimp and not up for the job.

11:30 p.m.

Jack and Jill both looked at the clock and realized they had to head to bed. They both dreaded the night to come. They would both endure the day to follow. Would anyone notice? ❖

****** Jill looked at the work still sitting on her desk. Everyone had gone home and the quiet was almost unnerving. She still needed to complete three more boards before the project meeting tomorrow.

She thought about the bottle in her desk drawer and took it out. It was after hours now, so she figured a quick shot of scotch was okay. It would help her relax and she could get the job done.

She knew Margo wouldn’t want to hear any more excuses for not finishing the boards. And even if Jill felt someone else could do them better, she was stuck with the task. As she took a few more sips of her drink, her heart rate seemed to slow down. Her eyes and mind were blurry with fatigue from sleep deprivation, exhaustion and stress combined. She completed the boards and didn’t notice she had forgotten to adjust the off-leash dog content to reflect Council’s input.

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13

GEORGE B.CUFF

& ASSOCIATES LTD

MANAGEMENT CONSULTANTS

A Familiar Name in the Municipal World George Cuff, FCMC is well known in the municipal world both in Canada and internationally. Contact him for: • • • •

advice regarding governance, Council-management relations his books and video series on good governance; copy of an article a proposal on a seminar or major study advice on a referral to another consultant

www.georgecuff.com george@georgecuff.com tel: 780-960-3637 fax: 780-962-5899

Canada’s Leading Municipal Governance Consultant

Mental Health Q&A: Tips from Experts Jack and Jill are exhibiting some of the key symptoms of stress and possibly more complex mental health challenges. These include, but are not limited to, sleep challenges, angry outbursts, arriving late, low self-confidence, change in work performance, isolation, incomplete projects, and drinking alcohol at the office or during work hours.

We asked two experts from Morneau Rochelle Morandini Shepell to provide their insights: Rochelle Morandini, Partner, National Health Consulting, and Peggy Clarkson, Trauma Network Manager-Western Region: Canada.

What training is available for managers?

Queens University and Morneau Shepell have partnered to offer a Leading a Mentally Healthy Workplace Certificate Program.

How can individuals assess their own mental health?

There are some excellent resources with support tools provided by organizations such as the Centre for Addiction and Mental Health (CAMH.ca) and the Canadian Mental Health Association (CMHA.ca) and others (see Tips & Tactics). Your organization may have an Employee and Family Assistance Program with additional support resources. It’s also important to speak to your doctor or a trained mental health practitioner. Individuals can gather knowledge and observe behavioral changes, but ultimately only a trained mental health practitioner can assess mental health.

Why do you think Jack and Jill are experiencing isolation?

The shame and stigma associated with mental health and traumatic stress responses are often the most challenging issue.

People are not sure where to go for help and feel ashamed to do so. Most suffer in silence for too long, unlike they would for a broken leg. That’s why we must talk about mental health openly and respectfully. Bell: Let’s Talk and CHMA.ca both have excellent information to help organizations and individuals understand mental health and the best ways to provide support.

Another reason for isolation is the physical and cognitive symptoms of mental health issues can be quite scary to experience.

Despite what many people think, those with a mental illness may not be able to control how they think, feel and act.

In fact, they may have said or done something that has impacted personal or working relationships. In addition, particularly for high performing individuals, their ability to think clearly, quickly, and make good decisions is Peggy Clarkson impacted. This may result in errors, missing deadlines etc. They may also be embarrassed about their performance. Situations like these may lead to individuals isolating themselves from others, and sadly, isolation can make the depression worse, thereby causing a vicious circle.

How can organizations create a workplace that reduces the stigma often associated with mental illness and instead creates a supportive work environment?

Education, education, education! Morneau Shepell’s 2015 research showed that one in five employees felt mental illness was “under a person’s control”. Understanding the prevalence of mental illness in the Canadian population as well as the physiology of mental illness helps to reduce stigma. It also helps to give examples that parallel factors that impact the health and function of other body components (e.g. muscles fatigued from heavy lifting, or backs worn out from repetitive strain) as these provide a perspective that the brain is another body part that can get tired, injured or ill.

Consider implementing some or all components of the National Psychological Health and Safety Standards to “normalize” prevention of mental injuries just as current Occupational Health and Safety systems are intended to prevent physical injuries.

Another proven approach is to focus on psychological health for performance. Try taking a 180-degree perspective and introduce ideas and initiatives that promote and build enhanced mental functioning. Once you have increased understanding of positive steps and behaviours, it is easier to identify and understand what can cause a decline or degeneration of mental health.

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Spot the Signs Answers to question on page 11: 1. Sleep impacts, including lack of sleep or poor sleep patterns: Jill can’t fall asleep and wakes up frequently, her mind is racing and she is exhausted at work. The inability to sleep, in part because the mind cannot shut off, especially at night, is a common stress response associated with anxiety.

2. Social isolation: Jack avoids the other members of his company, working on projects separately and is resistant to joining them for lunch.

3. Mood impacts and changes: Jack and Jill both have angry outbursts, which colleagues notice are extreme under the circumstances. Jack is also experiencing flashbacks of some of the traumatic events he has experienced as part of his role as a first responder. Jill lacks confidence in her abilities, when in the past she has excelled at designing boards.

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4. Change in regular work behaviour: Jill is missing work and is behind on her projects. She also completely misses a key instruction from her boss to address the off-leash dog areas.

5. Impact on relationships: Jack is short-tempered with his company members, including extremely angry outbursts for minor matters and not interacting with them.

6. Using alcohol to cope: Jack chugs a beer as soon as he gets home, and Jill has wine at lunch and keeps a bottle of scotch in her desk at work. Both use alcohol as a means to address – or suppress – their symptoms.

Reminder: It’s important to remember the scope of your responsibilities as managers and HR professionals in these situations. Noticing signs and symptoms, while part of your job, has limits. It is very important to support employees and move them to their physician or a mental health professional as soon as possible when you observe these and other symptoms.

(See Workplace Impacts and Employer Obligations, page 16.)

Workplace Impacts

&

Employer Obligations

By Adriana F. Wills

Statistics show that one-quarter of Canadians will experience some form of mental illness during their working lives. That means that up to 500,000 employees are absent every day due to mental illness. The mental illness can be a temporary, acute response to a dramatic life event or may be a chronic condition. The costs associated with mental illness are extreme.

Employers have legal obligations in three key areas: taking reasonable steps to ensure a healthy and safe work environment; inquiring about an individual’s health when there are symptoms that would lead a reasonable person to inquire; and making accommodations when needed.

• Ensure that supervisors and managers are trained to meet the requirements of maintaining a healthy workplace and respond effectively when issues arise; • Develop clear policies, which are effectively implemented, and change such policies as both working conditions and / or the law changes; • Ensure processes and systems are in place to respond quickly and effectively when Adriana F. Wills mental health issues arise; and • Recognize the need to consult appropriate experts.

2. DUTY TO INQUIRE 1. BUILD A PSYCHOLOGICALLY HEALTHY AND SAFE WORKPLACE Section 115 of the Workers Compensation Act imposes on employers the obligation to take all reasonable steps to ensure the health and safety of workers and to inform, instruct, train and supervise workers regarding safety in the workplace. Workers also have an obligation under Section 116 to take reasonable care to protect the health and safety of other persons who may be affected by the worker’s acts or omissions at work.

As a result to changes to legislation through the introduction of Bill 14, a worker may be entitled to compensation if the mental disorder is “a reaction to one or more traumatic events arising out of and in the course of the worker’s employment; or is predominantly caused by a significant work related stressor, or a cumulative series of significant work-related stressors, arising out of and in the course of the worker’s employment.”

As a result of these statutory and regulatory requirements, employers are required to take all reasonable steps to maintain a psychologically healthy workplace.

In order to meet that obligation, employers should: • Have all levels of management committed to that objective along with knowledge or awareness of the obligations;

There are national standards for psychological health and safety in the workplace, and the Mental Health Commission of Canada has developed The Psychological Health and Safety in the Workplace Standard and Implementation Guide. It involves four key steps: Building the Foundation, Identifying Opportunities, Setting Objectives, and Implementation. As well, WorkSafeBC has developed a Bullying and Harassment Prevention Tool Kit to help employers and workers understand their legal duties and prevent bullying and harassment. The kit includes training tools and a handbook for building a respectful workplace.

Obligation imposed by arbitrators and human rights law This obligation requires supervisors and managers to be observant and vigilant in knowing employees, observing changes in behaviour and having the confidence to conduct inquiries effectively. If an employer witnesses acute or abnormal behaviour that departs significantly from the employee’s norm, or if an employee’s behaviour or work performance changes significantly, the employer has an obligation to inquire, which means to take steps to check with the employee to see if there is a problem.

Some of the changes in behaviour that might point to a mental health issue, whether temporary or chronic, include: • Consistent late arrivals or frequent absences • Lack of cooperation or inability to work with colleagues or supervisors • Decreased productivity • Displays of anger, especially if inconsistent with former behaviours or an overreaction to ‘normal’ events • Working excessively or for long periods of time, particularly if this is a change from usual behaviour • Frequent complaints of fatigue, unease, low moods or unexpected pain • Failing to meet deadlines • Decreased interest in work and/or making excuses for poor performance • Falling asleep in the workplace • Changes in appearance, hygiene, and/or behaviour • Expressions of extreme, strange or grandiose ideas Any of the foregoing symptoms may trigger an employer’s duty to inquire, particularly if the behaviours represent a change in the employee’s ‘norms’.

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If an employer fails to inquire in the face of circumstances in which the employer knew or ought to have known there were unusual behaviours, the lack of action could lead to a finding by arbitrators or the Human Rights Tribunal that the employer discriminated against that employee contrary to the BC Human Rights Code.

It is important to ensure managers and human resources advisors receive training to identify the early warning signs of mental distress, how to comfortably and confidently inquire with a view to providing assistance and support to the employee, and have information about further assistance, such as through mental health experts.

How is this “duty to inquire” discharged?

Despite the challenges and anxieties faced by a manager about approaching potentially sensitive and difficult topics, it is important to overcome them in order to ensure the manager has accurate information about the situation, to recommend assistance to make constructive changes in the employee’s behaviour and to discharge legal obligations. Managers may face a number of barriers, such as: • They observe that a person is struggling but do not know what to look for in terms of symptoms.

• They believe the employee has always been difficult and this is just another facet of that behaviour.

• They feel uncomfortable speaking with an employee, with concerns such as: ∙ Am I going to be violating some law I’m not aware of? ∙ I don’t know what reaction I’ll get. ∙ Will I make it worse? ∙ What will be safe to ask? ∙ What if they provide very personal confidential information? ∙ Will I be safe if the employee becomes angry? ∙ Can I just ignore it and the person will change?

• They feel concerned about how to deal with the employee’s reactions.

It is important for managers to recognize they have a limited role. Managers do have the obligation to create or contribute to a psychologically safe environment by monitoring their own behaviour and being observant of employees’ behaviours. They also have a legal obligation to inquire as set out above, in appropriate circumstances.

However, they are not expected to diagnose, provide counselling or resolve the mental health issue, if one exists. In planning to speak with the employee, managers should go through the list of potentially worrisome behaviours and ask objective questions such as: • What is the nature of my concern?

• What am I, or others who have reported to me, actually seeing?

• Why am I concerned about what I have observed myself or what has been reported to me?

It is important for managers to have training on how to facilitate these meetings. They also need to prepare for meeting with the employee by ensuring they have accurate information and concrete examples of the worrisome behaviours.

Continued on page 18 Promoting Professional Management & Leadership Excellence in Local Government

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For specific dates, see www.capilanou.ca/local-govt To register for these and future courses, contact Alison McNeil at amcneil@capilanou.ca

Workplace Impacts and Employer Obligations Continued from page 17

Further, it is important that managers take care to avoid assuming roles that are not appropriate: counsellor, coach, therapist, etc.

Managers should also plan to not react to employee behaviour, which may be belligerent, aggressive or extremely emotional, and plan for how they will stay aware of their body language, tone of voice and eye expressions. Finally, they should be prepared for an exit strategy from the meeting if there is a loss of control over the discussion.

When meeting with the employee, the manager’s focus should be on engaging the employee and listening in order to understand. After clearly expressing the purpose of the meeting, which is to obtain answers and attempt to improve the situation, managers should use specific examples of the concerning behaviours and explain why they are concerning. Some examples of the questions may be: • I have noticed that you are arriving late for work and that is not like you. Is something going on or has something changed?

• I have noticed that you are frequently angry, irritable and seem to be forgetting work events such as meetings, deadlines, etc. What’s going on?

• There has been a change in your appearance – you used to arrive with clean and tidy clothes, your hair always groomed. You now arrive looking dishevelled and not overly clean. What is happening?

During the meeting, ask open-ended questions and allow for pauses to allow employee to speak. It may be necessary to have follow-up questions for clarification and for understanding. These may include: • • • • •

What is happening to you?

I hear your anger (or frustration); what else is going on?

Why do you think you had that reaction?

What would be helpful at this time?

How can I help you at this time?

3. DUTY TO ACCOMMODATE The obligation to accommodate mental disabilities is imposed by human rights legislation as interpreted and explained by courts and administrative tribunals, including arbitrators. Failure to accommodate a disability amounts to discrimination contrary to the Human Rights Code.

In attempting to accommodate employees with mental illnesses or disabilities, it is particularly important to consult mental health experts to accurately understand the disability and its symptoms; how it affects the employee’s ability to perform their duties, and their interactions with clients, customers, employees, co-workers or supervisors; and what steps need to be taken to accommodate those symptoms to enable the employee to continue to work.

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Employers should attempt to learn about the disability in general, and the employee’s specific reaction and experience with it in particular.

Specifically, the employer should seek to understand: • How does the disability affect the employee’s performance of the duties of their position?

• How does the disability affect the employee’s ability to interact with others, including during periods of disagreement or with members of the public who may not be perfectly behaved?

• If the employee has a chronic mental illness that is currently under control, what is the likelihood of relapse and how will it manifest itself?

• Are there any measures that can be implemented so that there is an ‘early warning system’, for example in the case of patients with bi-polar illness, depression or anxiety?

• Does the employee present a risk to himself, co-workers, managers or the public?

• What measures would allow the employee to continue at the workplace?

• Should the employee be on sick leave, temporarily or permanently?

An employer who fails to conduct adequate inquiries into the nature of the illness and/or how it manifests itself in the workplace runs the risk of proceeding on erroneous information and assumptions or preconceptions. In the event the employee could have been accommodated and was not accommodated due to the employer’s failure, the employer may be found to have failed to accommodate to the required level and may be liable for damages.

Adriana F. Wills is a partner at the law firm of Harris & Company.

tips & tactics Dealing with Mental Health Concerns in the Workplace Mental health concerns in the workplace are unfortunately not rare, but they may be hidden or undiagnosed. Increasing awareness and understanding of the symptoms and resources available are important steps towards helping people experiencing these health concerns. Working together to talk about mental illness as a health concern will also help to erase the stigma. The following resources support local government employees experiencing mental health problems and help managers provide effective and responsive support.

• Anxietybc.com: Anxiety disorders are considered the most common mental health illness in Canada and this site provides “my anxiety plans” (MAPs) that help individuals understand and manage anxiety. Other resources include educational videos and the MindShift app to help learn how to relax, develop more helpful ways of thinking, and identify active steps to taking charge of anxiety.

• BC Municipal Safety Association Training: The BCMSA will be hosting a train-the-trainer course for the Road to Mental Readiness and The Working Mind, two programs from the Mental Health Commission of Canada. These programs promote mental health and build mental resilience for local government workers and first responders. For information, contact Cathy Cook, Executive Director, at ccook@bcmsa.ca.

• Canadian Mental Health Association (CMHA.ca): Provides employers and unions with in-depth training, practical resources and valuable support that can address and improve psychological health and safety in the workplace.

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• Centre for Addition and Mental Health (CAMH.ca): Combines clinical care, research, education, policy development and health promotion to help transform the lives of people affected by mental health and addiction issues. Online resources include information specifically related to post-traumatic stress disorder (www.camh.ca/ en/hospital/health_information/a_z_mental_health_and_ addiction_information/Post-traumatic/Pages/pstd.aspx) • Mental Health Commission of Canada (mentalhealthcommission.ca): Provides a variety of resources, tools, and training programs that promote mental wellness in the workplace, including free monthly webinars and a set of guidelines and tools called the National Standard for Psychological Health and Safety in the Workplace. See The Working Mind on the website for a graphic of the Mental Health Continuum Model.

• Morneau Shepell: In addition to counselling and support provided through its Employee Family Assistance Plan, Morneau Shepell offers workplace mental health resources at www.morneaushepell.com/ca-en/workplace-mental-health and partners with Queens University to provide training for a Leading a Mentally Healthy Workplace Certificate Program.

• WorkSafeBC (WorkSafeBC.com): Assists workers with psychological issues related to a physical injury or workplace trauma or stress. Qualified professionals across B.C. contract with WorkSafeBC to provide mental health services. Both assessment and treatment services are available. Visit www.worksafebc.com/health_care_providers/ health_care_practitioners/mental_health_services/default.asp

Get the

FACTS

on mental health

How do mental health issues affect the workplace? Check out the facts below and see what the research says on the next page.

FACT 1: Mental illness is illness.

It involves a diverse group of health conditions, which are all varied in terms of cause, presentation, symptoms and recovery, and each condition has physical, emotional, cognitive and social components. There may have been a trigger that is stress-related, but the symptoms are now largely independent of the situation. Typically, medication is required in addition to counselling.

FACT 2: Mental illness is not inherited, but risk can be inherited.

Of all major health conditions, mental illnesses have the strongest genetic risk. Examples of genetic risk: 66% for bi-polar disorder, 50% for schizophrenia, 40% for post-traumatic stress disorder (PTSD) and 35% for depression.

FACT 3: Stess and mental illness have a strong relationship.

Stress matters a lot for both illness risk and workplace functioning. Varying levels of stress can trigger mental illness based on the person’s predisposition, and traumatic stress can create psychological injury and a resulting mental illness. Chronic stress can cause changes to brain structure and function, increasing propensity of mental illness and decreasing responsiveness to treatment, and 20-50% of people with a reactive stress disorder ultimately develop more serious mental health issues.

WE VALUE OUR CUSTOMERS BC Assessment’s Local Government & First Nations Customer Department is about to launch a Local Government and First Nations Customer web forum that enhances the way we share information. We want to hear from you, so come share your feedback with our team. Watch for the official announcement and more details later this spring.

Contact BC Assessment Local Government & First Nations Department: Local Government 1-866-valueBC or 1-866-825-8322 x 00498 localgovernment@bcassessment.ca First Nations 1-866-valueBC or 1-866-825-8322 x 09455 firstnations@bcassessment.ca bcassessment.ca

Promoting Professional Management & Leadership Excellence in Local Government

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2015 EMPLOYEE RESEARCH ON WORKPLACE MENTAL HEALTH PRIORITIES The following research was coordinated by Morneau Shepell and involved physicians, employees, and employers representing a mix of organizations, including organizations with 500 employees or less, and those with more than 500 employees.

Research shows mental health has broad workplace implications: • 33% of employees report a current or past mental health condition • 27% report significant stress symptoms • 45% said they thought about leaving in the past six months due to stress • 25% said they had become ill in the past six months due to stress Stigma is still a critical issue: • One in five employees believe that whether someone becomes mentally ill is fully within their control • 71% indicated concerns of workplace stigma • 65% indicated self-stigma • 53% indicated concerns of stigma from their physician In a 2015 employee self-report survey: • 33% report a current or past mental health diagnosis • 27% report significant stress symptoms

A large majority of absences taken due to mental health reasons were not officially reported. 66% of those who took time off for a mental health issue did so unofficially – the days were not recorded as absence days.

51% of managers said they believe they currently have employees who have or have had a mental health issue or significant stress symptoms: • 37% significant stress symptoms • 31% depression or anxiety • 22% substance abuse There is a strong case for addressing both mental health and employee stress, given the impact on work: • 82% of those who report mental health issues say it impacts their work • 67% of those who report struggling with stress symptoms say it impacts their work • 53% of those who report physical health issues say it impacts their work

WORKSAFEBC STATISTICS RELATED TO MENTAL HEALTH CLAIMS WorksafeBC defines a Mental Health Claim as a reaction to one or more traumatic events arising out of and in the course of a worker’s employment; or the health claim is predominantly caused by a significant work-related stressor, including bullying or harassment, or a cumulative series of significant work-related stressors, arising out of and in the course of a worker’s employment. Mental Health Claims are identified and counted based on those that are assigned to the Mental Health Claims Operating Unit.

The charts below include data related to general mental health claims as well as three specific types of claims: claims related to post-traumatic stress disorder (PTSD), to stress, and to bullying and harassment, which is classified as a type of stress claim.

>

>

Workplace mental health-related claims

Year 2012 2013 2014 Total >

Mental Health Claims 157 421 370 948

Total B.C. Claims 52,345 51,275 51,315 154,935

% of Total Claims 0.30% 0.82% 0.72% 0.61%

Stress claims

Year 2012 2013 2014 Total

Stress Claims 147 401 346 894

Promoting Professional Management & Leadership Excellence in Local Government

The following statistics reported below contain only short-term disability, long-term disability, and fatal (SLF) time-loss claims. Please note that the 2012 claims count is for only part of a year because the count is associated with the introduction of Bill 14, which started in July 2012.

Year 2012 2013 2014 Total >

Mental Health Claims 157 421 370 948

21

% of Mental Health Claims 94% 95% 94% 94%

PTSD claims PTSD Claims 37 109 120 266

Mental Health Claims 157 421 370 948

% of Mental Health Claims 24% 26% 32% 28%

Mental health-related claims from local government employees (LCE), including stress and bullying / harassment

Mental Health Year Claims From LCE 2012 10 2013 21 2014 20 Total 51

Claims Related to Stress 10 21 19 50

Stress Claims Related to Bullying / Harassment 0 1 1 2

Many thanks to Morneau Shepell and WorksafeBC for sharing their research and data for this report.

– advertorial –

Striving to Thrive IN LOCAL GOVERNMENT

By Randy Diehl

t seems that today, more than ever, we hear about another casualty with one of our members being shown the door by a disgruntled Council. It’s a topic that comes up often at conferences, forums and training sessions. The personal and organizational costs are severe.

I

Although this feels like a recent trend, is it? As long as I have been in the profession, administrators have been regularly removed from their positions. Unfortunately, we do not have any comparative data on the frequency or the factors that may be common to these dismissals.

I think we can all agree that today’s public sector organizations are far more complex than ever before, demanding increasingly higher management skills. And as a professional group, we have done an excellent job of proactively addressing this problem by offering management leadership courses, council orientation sessions and mentorship programs.

But in the absence of solid data, perhaps our strategies are not hitting the target.

I also believe that there are other things we could be doing. As a new CAO, I was fortunate to have some seasoned mentors guide me though the many challenges during my career.

But what was missing then and still is, are written guides to provide us with the tools to survive and thrive in the profession.

There have been a few who have tackled this, like Cuff, Daly and Siegel, but most guides are academically focused, American-based or related to leadership in business. There are very few guide books written by practitioners about the Canadian local government experience.

As a way of “paying it forward,” I have published a book about the challenges, successes and failures I faced throughout my career.

I hope my story will further the dialogue as we collectively strategize on finding new ways to thrive in our exciting and unbelievably challenging local government careers.

In the absence of solid data, perhaps our strategies are not hitting the target. What is missing are written guides to provide us with the tools to Randy Diehl survive and thrive in the profession.

SERVING WITH PRIDE IN THE PUBLIC EYE: A Story About Striving for Success in Local Government, by Randy Diehl, is available from www.civicinfo.bc.ca/Books-Diehl or www.randydiehlconsulting.com/?page_id=101.

Randy Diehl served in the public sector for over 37 years. He worked for the City of Kamloops both as the Director of Development Services for 12 years and the CAO for 11 years. He retired in 2012 and formed Diehl Management Services (randydiehlconsulting.com).

Get the Tools to Survive and Thrive What does it take to be successful in local government? After 37 years in the public sector, Randy Diehl shares his successes, challenges and failures in his insightful new book Serving with Pride in the Public Eye. “A must read for local government administrators and elected officials.”

Terry Lake, Former Mayor of Kamloops

Get your copy: www.randydiehlconsulting.com/?page_id=101 www.civicinfo.bc.ca/Books-Diehl

Promoting Professional Management & Leadership Excellence in Local Government

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Municipal Pension Plan Update

A Volatile Market Benefits Long-term Investors

By Diana Lokken Much has happened in the pension world since I took on the role of Trustee two and a half years ago. As noted in the Municipal Pension Plan’s (MPP) 2015 report, we had a great year ending for 2014 with earnings above the benchmark and plan assets valued at more than $40 billion. Also, a formula for sustainable annual inflation increases was recently put in place, another step in providing pension benefits across the generations. There will be another actuarial valuation completed for the year ended December 2015, and the results will be announced when completed in 2016.

Some plan members have indicated they are nervous about the current economic climate. This is a time when the long-term horizon of defined benefit plans shows its strength.

A synopsis of the outlook of our pension plan is as follows: • Municipal Pension Plan members’ basic lifetime pension benefits are guaranteed.

• The Plan is efficient and well managed; 75 cents of every pension dollar paid comes from accumulated investment returns.

• The Plan’s long-term investment horizon and sound financial management are designed to withstand short-term volatility. The Plan’s investment portfolio is invested in different types of assets around the world.

• The Plan is healthy and growing. The market value of the Plan’s investment portfolio is more than $40 billion. The Plan is the largest pension plan in B.C., and the sixth largest in Canada.

• The Plan is fully funded, taking into account current contribution rates.

Pension funds are the Warren Buffets of the financial system. They can more easily bear market and liquidity risk and earn the associated risk premiums because they can diversify those risks over time.

On the MPP website (mpp.pensionsbc.ca), you will find an audio recording of Gordon Fyfe, the Chief Executive Officer of the British Columbia Investment Management Corporation (bcIMC), speaking at the 2015 MPP Annual General Meeting. To paraphrase Gordon, he noted that the Plan is well positioned to take advantage of downturns in the market. As a long-term investor, the Plan doesn’t have to sell assets during a short-term crash so it can weather short-term market volatility.

In fact, the Plan is positioned to take advantage of other asset owners’ distress and can buy attractively priced investments. So when the market gets bad, it’s actually good for long-term investors like the Plan.

I encourage you all to visit mpp.pensionsbc.ca for further information on our Plan and what it means to you and your retirement.

As your Trustee, if you have any specific questions or issues that you wish further information on, please feel free to contact me at dlokken@ crd.bc.ca .

Diana Lokken is a Trustee of the Municipal Pension Plan.

To quote Lawrence Schembri, Deputy Governor, Bank of Canada, May 2014 (at Pension Investment Association of Canada conference): “Because pension funds are investing to help fund the retirements of members over a wide age distribution, they have the luxury of patience, of being able to withstand short-term market volatility or liquidity stresses to earn returns over the long term. They are the Warren Buffetts of the financial system. In other words, pension funds can more easily bear market and liquidity risk and earn the associated risk premiums because they can diversify these risks over time.”

Practical advice, creative options and value for local government Planning, Development & Environmental Law

Carvello Law Corporation Promoting Professional Management & Leadership Excellence in Local Government

23

Lui Carvello, MCIP Lawyer & Planner 203-1005 Broad Street Victoria, BC V8W 2A1 250-686-9918 lui@carvellolaw.ca

www.carvellolaw.ca

MEMBERS PAGE MEMBER MOVEMENT Ann Berry, Director of Planning and Community Services, District of North Saanich, (formerly Manager of Development Services, City of Pitt Meadows) Shawn Boven, Chief Administrative Officer/Approving Officer, City of Merritt (formerly Public Works Manager, City of Merritt) William George, Business and Economic Development Manager, City of Merritt (formerly Economic Development, Village of Lillooet) Michael Dillabaugh, Director of Finance, Town of View Royal (formerly Manager of Finance, District of Sooke) Brianne Hillson, Deputy Corporate Officer, District of Osoyoos (formerly Planning and Development Services Secretary, District of Osoyoos) Loranne Hilton, Chief Administrative/Financial Officer, District of Highlands (formerly Director of Corporate Services/ Deputy Chief Administrative Officer, District of Oak Bay) Russ Hotsenpiller, Chief Administrative Officer, Islands Trust (formerly Chief Administrative Officer, Strathcona Regional District) David Leitch, Chief Administrative Officer, Strathcona Regional District Mark McNeill, Chief Administrative Officer, Village of Valemount (formerly Director of Finance, Village of Pangnirtung, Nunavut)

Sheila McCutcheon, Chief Financial Officer, Village of Cache Creek (formerly Chief Financial Officer, District of Mackenzie)

2016 LGMA 2016 RELATED PROGRAMS & EVENTS ORGANIZATIONS PROGRAMS & EVENTS April 13-15

Tim Palmer Chief Administrative Officer, District of Sechelt

Rocky Mountain and West Kootenay Boundary Chapters Annual Joint Conference Fairmont, BC

Tracy Samra, City Manager, City of Nanaimo (formerly a lawyer in the private sector) Teresa Sullivan, Chief Administrative Officer, District of Sooke (formerly worked in the private sector) Sheila Thiessen, Director of Finance and Information Technology, City of Merritt (formerly Director of Finance, District of Clearwater) Jordan Wall, Chief Administrative Officer, District of Tumbler Ridge (formerly Economic Officer, District of Tumbler Ridge)

RETIREMENTS Linda Adams, Chief Administrative Officer, Islands Trust Bill Beamish, Interim Chief Administrative Officer, District of Sechelt Joanne Greenless, General Manager Financial Services, District of Squamish Nicolas Lai, Manager, Area Planning South, City of Surrey Lori Scott, Deputy Corporate Officer, District of Osoyoos

April 17-22 MATI Advanced Communication Skills (CAPU/LGMA) Bowen Island

May 22-25 Government Finance Officers Association (GFOA) Annual Conference Toronto, ON May 22-25 International Institute of Municipal Clerks (IIMC) Annual Conference Omaha, Nebraska

April 29, 30 and May 1 Working Together: Effective Fire Service Administation for Fire Chiefs and Local Chief Administrative Officers Hotel 540, Kamloops

May 30 - June 1, 2016 Canadian Association of Municipal Administrators (CAMA) Annual Conference & Tradeshow Winnipeg, MB

May 15-20 MATI Managing People in Local Government Organizations (CAPU/LGMA) Bowen Island

June 1-3 Government Finance Officers Association of BC (GFOABC) Annual Conference Whistler, BC

June 12-17 MATI Leadership in Local Government Organizations (CAPU/LGMA) Bowen Island

June 3-5 Federation of Canadian Municipalities (FCM) Annual Conference Winnipeg, MB

June 21-23 LGMA Annual Conference and Tradeshow Vancouver Island Conference Centre, Nanaimo, BC

June 12-15 Association of Municipal Managers, Clerks and Treasurers of Ontario (AMCTO) Annual Conference Niagara Falls, ON

August 7-12 MATI Foundations UBC-Okanagan, Kelowna, BC

June 26-29 Institute of Public Administration of Canada (IPAC) Annual Conference Toronto, ON

Patricia Walker, Municipal Treasurer, District of Oak Bay

SPECIAL RECOGNITION Board of Examiners The following local government employee, recognized for her education and work experience in the local government field, is being awarded a Certificate by the Board of Examiners: Certificate in Local Government Service Delivery: • Jennifer Russell, Deputy Corporate Officer, District of Mission

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MEMBERS PAGE OUR TOWN: TOWN OF OSOYOOS Many Osoyoos residents say they were inspired to live in this unique Canadian community after seeing the postcard views of both Osoyoos and the southernmost part of the Okanagan Valley from either Anarchist Mountain or the western viewpoint. Osoyoos lies in the shadow of the Cascade Mountains, creating a hot, sunny, dry climate. For this reason, the area boasts its own climate zone, called “Osoyoos Arid Biotic Zone.” Canada’s lowest annual precipitation, warmest annual temperature and warmest freshwater lake can be found here. This distinctive Canadian landscape is one of North America’s most fragile ecosystems and is home to species unique to Canada and many species at risk.

The character of the Town is best expressed by its copyrighted brand, “Osoyoos: Canada’s Warmest Welcome.” This community of just under 5,000 has been the summer vacationing place for generations of families, with the population swelling to peaks of 15,000 to 20,000, especially during the famous July 1st Cherry Fiesta celebrations and fireworks. Renowned for its warm welcome of summer visitors, Osoyoos benefits as one of British Columbia’s 14 Resort Municipalities. Being a part of the provincial government’s Resort Municipality Initiative has enabled Osoyoos to provide high-quality facilities and programs that contribute to outstanding visitor experiences that entice regional, national and international visitors. Osoyoos’ most recent success has the community being adopted annually by approximately 1,000 Canadian “snow birds” who are looking to escape the harshness of their hometown Canadian winters.

Osoyoos has three main industries: tourism, agriculture and retirement. Each of these industries comes with its own myriad of challenges and benefits. The guaranteed warm summers, extended spring and fall warm periods and mild winter temperatures attract many visitors and people looking for a Canadian retirement experience. The business community has responded by providing culinary experiences in local cafes, bistros, pubs, restaurants and wine bars that compliment unique shopping opportunities. The area has a variety of outdoor recreation opportunities, such as miles of hiking, biking and horseback riding trails along with rock climbing, boating, parasailing, swimming, fishing, wildlife- and bird-watching, and skiing. Osoyoos also boasts several local and regional championship golf courses, all with magnificent settings.

The agriculture industry has always had its tree fruits but also boasts a blossoming wine industry that is a large part of the tourism industry. This area has been tagged “Napa of the North,” with its many boutique wineries whose quality of product is successfully competing against international products.

Many of the wineries are adding culinary and hosted experiences that rival international competition.

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The area around Osoyoos has been tagged “Napa of the North.”

The name Osoyoos is derived from the Syilx (Okanagan Indian) word “soo-yoos”, referring to the narrows formed by two spits across the lake.

First Nations people have lived here for thousands of years, as evidenced by rock art and an oral tradition explaining their history before Europeans arrived to the valley in 1811. This relationship with First Nations continues in Osoyoos’ everyday business and is exemplified through the positive Barry Romanko working relationships that exist between the community and the Osoyoos Indian Band. Success is illustrated through the fire, sewer and tourism development agreements that currently exist between the two governments. The Band’s entrepreneurial spirit contributes to Osoyoos’ future economic success through operations of the neighbouring NK’MIP Resort, lease of lands that enabled the development of a new provincial correctional facility (bringing 300 new jobs to the region), and the newly announced Area 27 Race Club. This distinctive five-kilometre auto racetrack will add to the region’s destination attractions and economic development.

Council and staff living and working in a tourism destination have a special responsibility to not only provide governance and administrative leadership that enables response to resident demands, but also to create cherished lifetime memories for visitors. These challenges have been moulded together as Osoyoos plans for improvements to core infrastructure, downtown revitalization, development of affordable housing, and enhancement of services and facilities that maximize visitor and resident opportunities.

Come visit or check us out at www.osoyoos.ca or www.destinationosoyoos.com – Barry Romanko, Chief Administrative Officer, Town of Osoyoos