Thank you, Madam Chair.
Thank you, committee members, for having me. My name is Owen Charters. I'm the president and CEO of BGC Canada. We've been known for many years as Boys and Girls Clubs of Canada. We now increasingly go by our acronym.
My colleague with me is Gwendolyn Moncrieff-Gould, whose name does not fit on a name tag, apparently, but questions can be directed to either of us.
For over 120 years, BGC Canada and our clubs have been creating opportunities for millions of Canadian kids and teens. We are Canada’s largest child- and youth-serving charitable organization. Our clubs serve over 200,000 children, youth, teens and their families at almost 800 locations across the country, many in your ridings. I noticed some acknowledgement of recognition when our name came up.
During vital out-of-school hours in small and large cities, in rural and indigenous communities, our trained staff and volunteers provide programs and services that help young people realize positive outcomes in self-expression, academics, job readiness and—most relevant today—mental health.
Our clubs have seen an increased need for mental health supports for young girls, women and workers in the youth sector for quite a number of years, and that trend has only been exacerbated by COVID-19.
A recent Statistics Canada report that you are likely familiar with shows that youth saw the most significant drop in self-reported mental health since the pandemic. One in two young women now says their mental health is fair or poor. That's compared to 27% of young men. It's almost double in young women.
We've also seen this disproportionate impact in our workforce. The vast majority, 96%, of early childhood educators in Canada are women, and child and youth workers are also disproportionately women. They have faced additional burdens during the pandemic, including providing essential services, as well as the extra burden of unpaid caregiving. Two-thirds of our staff are also youth themselves.
We recently conducted a study on the mental health of frontline staff working with children and youth with several other national charities, including the YWCA, CMHA, and the Canadian Child Care Federation. We found that frontline staff are struggling with their mental health and are experiencing burnout at much higher rates. Yet, only one-third of these employees have access to programs to prevent burnout, and only one-third say they would feel comfortable talking to their supervisor about mental health issues. Without additional support for frontline staff in programs—most of whom, again, are young women—children and youth will be unable to receive the highest quality of care.
The undervaluing of child care work has meant a steady decrease in the number of people entering the child and youth sector. Approximately 50% of early childhood educators leave the field within the first five years. This staffing shortage only adds to additional stress for existing staff—because of additional workloads—and many frontline staff report feeling guilty for taking days off because of the impact it would have on their co-workers, who are already overworked and stretched.
Multiple governments across the country recognized the importance of investment in mental health for frontline health care workers over the course of the pandemic, and now we are calling for similar investments and supports for frontline workers and organizations in the child and youth sector. Investing in mental health services not only supports young women and girls today, but will have long-term impacts in the future.
One study has found that there is a $23.60 return on every dollar of investment in preventing and treating mental illness in adolescents. Our recommendations for how government can address these pressing workforce issues and address mental health for young women and girls include funding to support organizations that work in the child and youth sector, like our clubs; ensuring that every child, youth and caregiver can access evidence-based, culturally safe and responsive community-based mental health supports; and funding to organizations for frontline staff working with children and youth to access mental health first aid training so staff can better support the mental health of children and youth in their programs.
Allow me a quick anecdote that came from one of our clubs recently that I think really demonstrates the story of how this impacts families, children, youth and workers. It's a story of a family arriving at a club, including a single mom, who staff reported had a car accident, unfortunately, in the parking lot of the club. When they went out to see if everyone was okay, the mother was unconscious. Unfortunately, as you may have seen in today's Globe and Mail, the opioid epidemic is getting into a worse stage in terms of numbers. This young mother was under the influence of opioids and was practically unconscious.
When the club takes care of these kids and tries to get them into care with children's aid services, they have responded that there's really no capacity left in the system for them to provide support.
What you have in these sorts of situations is a family that's traumatized, a young mother who is struggling, a family whose children need support and have experienced trauma, and the colleagues, the workers, who are experiencing that trauma first-hand and don't have the supports they need. I think that perfectly illustrates the challenges we're talking about.
Thank you.