Do What U Luv Foundation
Registered charity 813896578 RR0001 · Fiscal year July–June
28 August 2026 · Continuity brief

2026 Operating Budget

What the year requires, what is already covered, and what the remaining gap holds in place.

Budget required
$224,500
Full 2026 operating budget
Revenue in place
$194,500
Contracts, grants and platform revenue
Shortfall
$30,000
One part-time position — our only trained backup

1 · Revenue

Where the money comes from
RevenueFull budget · Contingency · Change
Line item
Full
Contingency
Change
Note
Service revenue
Full
150,000
Contingency
150,000
Change
Contracts & platform fees
Program grants
Full
19,500
Contingency
19,500
Change
Received
Donations required
Full
55,000
Contingency
25,000
Change
(30,000)
Received to date
Full
25,000
Contingency
25,000
Change
Already committed
Remaining
Full
30,000
Contingency
Change
(30,000)
This is the current gap
Total revenue
Full
224,500
Contingency
194,500
Change
(30,000)

2 · Cost of program services

Delivering the programs
Cost of program servicesFull budget · Contingency · Change
Line item
Full
Contingency
Change
Note
Program delivery staff
Full
95,520
Contingency
67,920
Change
(27,600)
Program Coordinator
Full
49,920
Contingency
49,920
Change
Program Support Staff
Full
27,600
Contingency
Change
(27,600)
Cut — trains second backup
Program Administrator
Full
18,000
Contingency
18,000
Change
Shared — ED & part-time staff
Platform team & infrastructure
Full
78,000
Contingency
78,000
Change
Program liability insurance
Full
2,000
Contingency
2,000
Change
Required by SD43
Total program services
Full
175,520
Contingency
147,920
Change
(27,600)

3 · Operating expenses

Running the organisation
Operating expensesFull budget · Contingency · Change
Line item
Full
Contingency
Change
Note
Executive administration
Full
18,000
Contingency
18,000
Change
Below market
Office, dues & subscriptions
Full
12,000
Contingency
12,000
Change
Staff retention & volunteers
Full
7,200
Contingency
3,000
Change
(4,200)
Reduced and cut
Travel, telephone & parking
Full
4,200
Contingency
4,200
Change
Total operating expenses
Full
41,400
Contingency
37,200
Change
(4,200)
Operating reserve
Full
7,580
Contingency
9,380
Change
1,800
See note below

Note. Reductions total $31,800 against a $30,000 shortfall. The $1,800 is held as reserve, not saved: with no trained backup, the contingency scenario carries higher risk.

Who runs operations today

Program Coordinator

Full-time. Most daily operations, 50+ schools, 30+ providers, 5,000+ registrations.

Admin support

Very part-time. Small tasks — payments, reports, grants. No marketing or social media.

Founder / ED

Program admin support; sole backup, already discounted. No trained second person.

The four questions

Why does the shortfall exist?

Donation revenue funded the position — committed one year at a time. It was created to move daily operations off the founder. It worked.

What is the risk?

One person runs everything, with no trained backup. Any absence interrupts a contracted service — and the ED absorbs operations again.

What does closing it achieve?

A second person trained and ready. Knowledge moves out of one head into systems. This takes multi-year planning — it cannot be done reactively or short-term. Finding and training “multiple-hat” roles takes time.

How does this end?

Service revenue already funds two-thirds of the budget — $150,000. Closing the last third means more public sector service contracts and policy engagement: work the ED can only do when not covering daily operations. Each funding gap pulls the ED back, and that work stops. Continuity is what breaks the cycle.

Delivery record

Fiscal year (July–June)2023–242024–252025–26
Total operating cost$147,015$197,112$185,000
Programs delivered380438530
Student registrations5,3565,1445,193
Students subsidised247683837
Program value facilitated$666,587$680,305$741,806
Program value per $1 spent$4.53$3.45$4.01

2025–26 figures are preliminary; that year’s financial statement is not yet finalised.

Operating cost rose 26% over three years. Students supported through subsidies rose 239%, and program value returned per dollar held at about $4.

SD43 reports student well-being 18% above provincial and 30% above national MDI benchmarks — “much of this success can be attributed to the expansion of DWUL.”

Enabling scalable access to afterschool programs across school communities. Full line-item budget available on request.
A companion operating roadmap sets out when the remaining third closes, and what it costs to get there. The growth record shows the twelve years behind it.  dwul.org · tong@dowhatuluv.ca