Mental Health and Public Service Life: Managing Burnout in Canberra’s Workforce.

Canberra, Australia’s political heart, is home to a vast and dedicated public service workforce. With its grand parliamentary buildings and policy-rich departments, it represents not just governance, but a highly demanding professional ecosystem. For the thousands who serve within this machinery - whether shaping legislation, managing national programs, or providing community services - the work is often more than just a job. It’s a commitment to the nation. But this responsibility comes at a cost, and one that’s becoming harder to ignore: mental health and burnout.

The Hidden Pressure Behind Public Service

The public sector often evokes images of stability and structure. While it does offer job security and clear career progression, these benefits can overshadow the emotional and psychological toll the work can take.

• High Responsibility, High Stakes: Public servants frequently deal with decisions that impact communities, policy outcomes, and national interests. Whether it's managing a Centrelink program, advising ministers, or navigating the complexities of immigration, the work is high-stakes. A single error can ripple across media, public opinion, and entire populations.

• Political and Bureaucratic Pressures: Canberra’s workforce operates under intense scrutiny. Deadlines are often tight, directives shift with political tides, and the need to remain apolitical while implementing partisan decisions adds a complex emotional layer. Constant restructures, changes in leadership, and evolving legislative priorities can create a sense of instability despite the job’s perceived security.

• Overwork and Under-recognition: Many public servants take on heavy workloads out of a sense of duty. However, despite long hours, extra effort often goes unnoticed. The hierarchical and procedural nature of many departments can lead to a feeling of being "just another cog" in a massive machine. Over time, this can erode motivation and personal wellbeing.

• Remote Work and Isolation: Post-pandemic, many government departments have adopted hybrid or remote models. While flexible work offers benefits, it also brings challenges: blurred boundaries between work and home life, reduced peer support, and feelings of isolation. Without proper engagement, remote workers can become disengaged or mentally disconnected from the purpose of their roles.

Understanding Burnout: More Than Just Exhaustion

Burnout is not simply feeling tired after a long week. It’s a chronic state of physical and emotional depletion caused by prolonged stress. In public service, burnout manifests in several ways:

• Emotional exhaustion: Feeling drained, frustrated, or cynical about work

• Reduced performance: A decline in concentration, productivity, and engagement

• Detachment: A sense of isolation from coworkers, or a growing indifference to work outcomes

In severe cases, burnout can lead to anxiety, depression, substance misuse, and prolonged absenteeism.

Strategies for Managing Stress and Burnout in Public Service

While the challenges are significant, they are not insurmountable. A combination of personal habits, team culture, and systemic change can support better mental health outcomes in Canberra’s public sector.

Set and Respect Boundaries

It’s essential to define clear work-life boundaries, particularly in hybrid environments. This includes:

• Logging off on time and resisting the urge to "just finish one more task"

• Turning off work notifications outside business hours

• Using leave entitlements proactively, including mental health days

Setting boundaries not only protects personal time but signals to others that mental wellbeing is a priority.

Seek Support Early

Many government departments offer Employee Assistance Programs (EAPs), providing free and confidential access to counselling. It’s crucial to seek help before stress becomes overwhelming. In addition to EAPs, building informal support networks - trusted colleagues, mentors, or peer groups - can provide much-needed perspective and encouragement during tough times.

Practice Micro-Recovery

Burnout doesn't just arise from major crises. It's often the result of cumulative micro-stressors. Combat this by integrating “micro-recovery” habits into your day:

• Taking short breaks between meetings

• Going for a walk during lunch

• Practicing deep breathing or mindfulness for 5 minutes

• Regularly checking in with how you're feeling emotionally

These small acts of care can reset the nervous system and prevent overload.

Foster a Supportive Team Culture

Leaders play a critical role in shaping workplace wellbeing. A few effective practices include:

• Encouraging open conversations about stress and workload

• Modelling healthy behaviours (e.g., taking leave, logging off)

• Providing recognition and appreciation regularly

• Allowing flexibility in how and when work is done

Team culture should prioritise psychological safety - the feeling that it’s okay to ask for help or admit mistakes without fear of judgment.

Redefine Success

In high-achieving environments, success is often tied to productivity or external validation. It’s important to redefine success on your own terms. This could mean:

• Contributing meaningfully, even if in small ways

• Showing up consistently despite challenges

• Balancing professional growth with personal wellbeing

This shift helps combat perfectionism and the internal pressure to “do it all.”

Long-Term Solutions: Systemic Change is Key

While individual strategies matter, lasting change requires systemic reform. Burnout isn’t a personal failing - it’s a workplace issue.

• Workload Management and Resource Allocation

  Departments need to invest in better workforce planning. Unrealistic deadlines and constant “urgent” projects create chronic pressure. Hiring enough staff, redistributing workload fairly, and pacing projects more sustainably can make a real difference.

• Leadership Training

  Managers should be trained not just in project delivery, but in mental health literacy, emotional intelligence, and people management. A manager who checks in on your wellbeing is just as important as one who checks your deliverables.

• Normalising Mental Health Conversations

  Mental health should not be relegated to annual R U OK? Days. It must be woven into the culture, supported by regular training, visible leadership support, and policies that protect staff from psychological harm.

Final Thoughts

Canberra’s public servants are the backbone of the nation’s governance. They uphold democracy, implement policy, and support the most vulnerable. Yet, behind the professionalism and process lies a very human experience - one that is increasingly marked by stress and burnout. Addressing mental health in the public service is not just a matter of individual resilience; it is a shared responsibility. It requires self-awareness, team support, and bold leadership willing to challenge outdated norms and embrace a culture of care. By prioritising wellbeing today, we ensure a more resilient, effective, and compassionate public service for tomorrow.