Child and family services

Evolving social and economic factors have led to increasing child poverty rates across Canada; from 15.2% in 2020 to 17.8% in 2021. Additionally, as Canada’s population continues to climb there are a growing number of children and families with increasingly complex, intersectional needs, such as food and housing insecurity.

Currently, most child and family services (CFS) models across Canada are reactive rather than proactive. This approach sees the majority of resources focused on statutory and out-of-home care systems, with intervention only occurring after significant issues such as abuse and neglect have escalated into crisis situations.

As the demands on and the complexities of CFS systems across Canada increase, there is an opportunity for organizations to rethink how they operate and develop a new approach; one that focuses on supporting children, youth and families early and building their capacity to thrive.

Benefits of a prevention-based approach for child and family services

There is strong evidence that providing healthy environments and positive experiences in early childhood has lasting benefits as children grow into adulthood. A prevention-focused child and family services model prioritizes efforts on supporting the safety, permanency, and well-being of children. It is designed to support families and prevent harm, with intervention seen as a last resort. By focusing on prevention-based services that are delivered in community settings, and bringing families and communities together, it is possible to reduce the need for temporary and/or permanent out of home care and supports for child and youth.

Michael Capus

Partner, Advisory, Public Sector Solutions

KPMG in Canada

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The added benefit is that a prevention-based approach is also less costly. In fact, in Child First Canada’s report, The Social Return on Investment in Children’s Health and Wellbeing, it noted that a 10 per cent reduction in adverse childhood experiences could result in as much as $56 billion in social cost savings in North America.

10% reduction in adverse child experiences could result in $56B in social cost savings in North America.

_{Source: Children First Canada n. d. Pedianomics: The Social Return on Investment in Children’s Health and Wellbeing, Raising Canada 2023.}

Transforming child and family services

KPMG has worked with organizations, agencies and governments in Canada as well as globally for over 15 years to help support and strengthening child and family services systems. We’ve experienced the community, family and organizational benefits that a preventative model offers firsthand.

We work to create meaningful impact by supporting organizations (both public and private) across the child and family services ecosystem to enable the right conditions that provide opportunity to all.

To achieve this, we take a holistic approach to child and family services transformation. This means looking at the entire CFS ecosystem and ensuring that legislation, policies, service delivery models and the services themselves are aligned to create the best possible experience and outcomes for the children, families and communities that need them.

How we can help

Strategy, outcomes, and leadership

support leadership in defining organizational strategy and desired outcomes based on the needs and expectations of the children, youth, families and communities they serve and building a transformation roadmap to support this vision.
Child, youth, and family experience and journey mapping

assessment of how children, youth and families are engaged by the organization currently, as well as understand their needs, expectations, and motivations in order to design processes and service delivery that supports an enhanced journey and improved outcomes.
System design

development of a future state organizational system design that places required services and desired outcome at the core of the transformation journey and provides clarity on the roles and relationships of a child and family service organization with its delivery partners.
Service design

review and assessment of services, individually and as a portfolio, based on their fit with community needs and their ability to keep pace with the changing environment, with the goal of strategically aligning the organization’s direction and position in the child and family service ecosystem. This includes innovative and evidence-based services to deliver measurable outcomes.
Organizational design and workforce supports

design and implementation of a structure and processes that enable the child and family service organizations to align their work and culture with client needs.
Corporate service transformation

streamlining of enablement and corporate service functions of the organization and gaining process efficiencies that support improved outcomes.
Technology, data, and information management

design, selection and implementation of required technologies and systems to assist child and family service organizations in improving data management to unlock key service and client insights, improving internal systems to empower employees to better serve clients, as well as creating seamless, tech-enabled client experiences.

Insights

Frequently Asked Questions (FAQ)

Answer: Historically, child and family services models have been reactive and focused on statutory and out-of-home care after crises occur. However, it is well-established that children and youth are better supported when they are engaged with their families and communities. This results in a pressing need to shift towards a proactive, prevention-based approach that focuses on supporting families before issues escalate, and ensuring families can thrive together.

Example: The Government of Ontario demonstrates this shift with their Child Welfare Redesign Strategy.¹ Through this strategy, Ontario has introduced amendments to the Child, Youth and Family Service Act² to address the overrepresentation of Indigenous children and youth in care of children’s aid societies and have launched two new Children at Risk of Exploitation (CARE) Units³ in Toronto and Durham.

_{1. Government of Ontario. "Improving the Child Welfare System." Ontario.ca. Accessed March 2025. https://www.ontario.ca/page/improving-child-welfare-system}

_{2. Government of Ontario. "Ontario Enhancing Access to Customary Care for Indigenous Children and Youth." Ontario News. Accessed March 2025 https://news.ontario.ca/en/release/1001736/ontario-enhancing-access-to-customary-care-for-indigenous-children-and-youth}

_{3. Government of Ontario. "Ontario Protecting Children at Risk of Sex Trafficking." Ontario News. Accessed March 2025. https://news.ontario.ca/en/release/1000623/ontario-protecting-children-at-risk-of-sex-trafficking}

Answer: Preventative child and family services are programs and initiatives designed to support families before an issue escalates into a crisis and requires intervention. This can include getting families involved in parenting support programs, building family support networks, and identifying the underlying causes to an issue (e.g., poverty, unemployment, parenting support needs) and addressing it, rather than resorting to intrusive services.

Example: In Alberta, Provincial Family Resource Networks⁴ provide support and services to help families become resilient, strong, and healthy. These networks are designed to offer community-based support through centers that provide parenting groups, in-home parenting education, and family support for expectant parents and those with newborns to children up to six years of age. Additionally, they offer youth outreach and conduct childhood development screenings and assessments.

_{4. Government of Alberta. "Family Resource Networks." Alberta.ca. Accessed March 2025. https://www.alberta.ca/family-resource-networks}

Answer: Transitioning to a prevention-focused model in child and family services can present several expected and unexpected challenges that organizations must navigate effectively. These challenges include resistance to change, the complexities of integrating new systems, and providing staff with adequate training and resources.

A significant challenge is addressing funding barriers. Child and family services have experienced mixed success in reallocating resources towards prevention and early intervention, often still focusing on reactive interventions. Many jurisdictions continue to concentrate funding and services on investigation and placement support, however, there is a growing desire to shift focus towards prevention.

Now more than ever, research indicates that preventative models are not only significantly less costly but also generate substantial positive systemic impacts for children, youth, and families, whole simultaneously enhancing the financial outcomes for public and private sector and reducing overall social costs.

Example: Georgia (US) implemented a State of Hope initiative in an effort to bring together non-profits, government, business, and community and build support systems that prevent conditions that threaten the safety and well-being of children and families.⁵ Floyd County in Georgia brought together community partners to develop a public and private partnership that could address the foster care crisis – Restoration Rome. Through trauma-informed care, children and families are provided activities and opportunities within the community to strengthen and preserve the family unit. Projected fiscal year savings through the reduction of the number of children in care, or children placed out of county are anticipated to be a $150,000 return on investment equaling $625,000 year 1, serving 30 families.⁶

_{5. Georgia Division of Family and Children Services. "State of Hope." Accessed March 2025. https://dfcs.georgia.gov/about-us/state-hope
6. Ibid}

Answer: Yes, a prevention-focused model can be designed to be culturally responsive and support the unique needs of Indigenous Peoples and families from diverse cultural backgrounds. Through community engagement, it is possible to tailor services to be designed and implemented in a manner that best meets the needs of the community being served.

Example: The First Nations Child and Family Services (FNCFS) model is designed to provide culturally relevant services to First Nations children and families. Under this model, the Cree Nation Child and Family Caring Agency in Manitoba⁷ focuses on providing culturally appropriate services that respect Cree traditions and values and developing vibrant communities for the well-being of children and families. They work to ensure that children remain within their families and communities, emphasizing the importance of cultural identity and community involvement in decision-making processes.

Similarly, the Ontario Association of Children’s Aid Societies (OACAS) has developed a comprehensive anti-racism training program aimed at child welfare agencies and foster caregivers to support equitable outcomes for Black children and youth across Ontario.⁸ This initiative is part of a broader effort to address systemic racism within the child welfare system and improve service delivery for racialized families.

_{7. Cree Nation. "Mission and Mandate." Accessed March 2025. https://creenation.ca/mission-and-mandate/
8. Ontario Association of Children’s Aid Societies. "OACAS Launches New Foster Caregiver Training to Support Equitable Outcomes for Black Children and Youth." Accessed March 2025. https://www.oacas.org/2024/09/oacas-launches-new-foster-caregiver-training-to-support-equitable-outcomes-for-black-children-and-youth/}

Answer: Governments across Canada are taking significant steps to enable Indigenous Peoples to reclaim ownership of their child and family services. This movement is rooted in the recognition of the historical injustices faced by Indigenous Peoples and the need for culturally appropriate and community-driven solutions. The Federal legislation An Act Respective First Nations, Inuit, and Métisix⁹ children, youth, and families, which came into effect in 2020, is empowering Indigenous governing Bodies to draw down their own legislation. As a result, Indigenous Governing Bodies across Canada are at various stages in declaring their intent, drafting legislation, and building programs to support their children, youth, and families, and are working alongside provincial governments to return children to their communities of origin.

Example: First Nation leaders and the Government of Canada agreed to a proposed reform of child and family services which will serve to put First Nations in the driver’s seat in delivering services to their communities, with increased funding for prevention services.¹⁰ This decision follows the Federal Government’s introduction of the Act Respecting First Nations, Inuit and Métis Children, Youth and Families which came into effect in 2020 and represents a landmark legislation that recognizes the rights of Indigenous.¹¹ At the provincial level, British Colombia signed a landmark agreement with the province’s largest First Nation tribe to retake control over the delivery of child welfare and family services.¹²

_{9. Government of Canada. "Indigenous Services Canada: 2020 Report on the Implementation of the Act." Accessed March 2025. https://publications.gc.ca/collections/collection_2020/sac-isc/R5-747-2020-eng.pdf
10. Government of Canada. "First Nations Leaders and Canada Agree on a Proposed Reform of Child and Family Services." Indigenous Services Canada. Accessed March 2025. https://www.canada.ca/en/indigenous-services-canada/news/2024/07/first-nations-leaders-and-canada-agree-on-a-proposed-reform-of-child-and-family-services.html
11. Parliament of Canada. "Bill C-92: An Act Respecting First Nations, Inuit and Métis Children, Youth and Families." Accessed March 2025. https://www.parl.ca/DocumentViewer/en/42-1/bill/C-92/royal-assent
12. Parliament of Canada. "Bill C-92: An Act Respecting First Nations, Inuit and Métis Children, Youth and Families." Accessed March 2025. https://www.parl.ca/DocumentViewer/en/42-1/bill/C-92/royal-assent}