15 August 2026

2026 Operating Budget
& Continuity Brief

Do What U Luv Foundation

Budget required

$224,500

Full 2026 operating budget

Revenue confirmed

$194,500

Contracts, grants and platform revenue

Shortfall

$30,000

One part-time position — our only trained backup

2026 Operating Budget

1 · RevenueWhere the money comes from

Line item	Full budget	Contingency budget	Change	Notes
Earned revenue	150,000	150,000	—	Contracts & platform fees
Program grants	19,500	19,500	—	Received
Donations required	55,000	25,000	(30,000)
Received to date	25,000	25,000	—	Already committed
Remaining	30,000	—	(30,000)	This is the current gap
Total revenue	224,500	194,500	(30,000)

2 · Cost of program servicesDelivering the programs

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

3 · Operating expensesRunning the organisation

Line item	Full budget	Contingency budget	Change	Notes
Executive administration	18,000	18,000	—	Below market
Office, dues & subscriptions	12,000	12,000	—
Staff retention & volunteers	7,200	3,000	(4,200)	Reduced and cut
Travel, telephone & parking	4,200	4,200	—
Total operating expenses	41,400	37,200	(4,200)

Operating reserve

Full budget7,580

Contingency9,380

Change1,800

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?

Earned revenue already funds two-thirds of the budget — $150,000. Closing the last third means more 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)	2023–24	2024–25	2025–26
Total operating cost	$147,015	$193,678	$185,000
Programs delivered	380	438	530
Student registrations	5,356	5,144	5,193
Students subsidised	247	683	837
Program value facilitated	$666,587	$680,305	$741,806
Program value per $1 spent	$4.53	$3.51	$4.01

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.”