The Mental Health Commission of Canada has published its five-year strategic plan, which will span from 2017 to 2022, and encapsulates the “truly revolutionary” step of talking about mental health in the workplace.

Among its priorities, the MHCC’s strategic plan aims to optimize working relationships with the provinces and territories to build a smart and streamlined pan-Canadian system. It is also aiming to raise the profile of mental health and wellness in Canada by developing a strategic communications plan and working closely with mental-health champions, as well as being an active global mental-health leader by building and maintaining relationships with mental-health champions around the globe.

The organization offers tools and resources to help employers safeguard their employees’ mental health. “These efforts complement our sweeping work on recovery-oriented practice; a concept that will ultimately bring transformational change across the mental health sector,” the MHCC said in its strategic plan.

“Over the next five years, this plan will serve as the roadmap we will follow as we work together with our partners to achieve our vision: mental health and wellness for all.”

The plan’s strategic objectives are:

  • Leadership, partnership and capacity building;
  • Promotion of the Mental Health Strategy for Canada; and
  • Knowledge mobilization.

“Our strategic plan is an ambitious and welcoming call to action,” said Louise Bradley, president and chief executive officer of the MHCC, in a news release. “It is a reminder that the mental health and wellness of Canadians is a responsibility we all must shoulder.”

Which employers are leading the way in mental-health support in the workplace?

Read the Mental Health Commission of Canada’s 2017 – 2022 strategic plan

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Disappointing but not unexpected. A strategic plan that is heavy on platitudes and light on initiatives that will move the needle.

Not even the recognition that there need to be such measures as national workplace absence, or national emotional impairment indices, let alone figuring out how to operationalize them.

I think that the most telling indicator of this plan’s value is that it “encapsulates” the “truly revolutionary” step of talking about mental health in the workplace. EAPs have been a corporate HR-sponsored service in Canada for more than 30 thirty years. What did the authors think they were for if not employee mental health promotion—pizza delivery services?

More truly revolutionary perhaps would be a gov’t-funded strat. plan that actually produces something measurable at the end. I’m sure that MHCC people are very nice, but they have not as yet made any contribution to improving mental health, not will their plan.

Thursday, June 09 at 2:01 pm | Reply

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