Prepared for ScottAugust 2026

2024–2026 impact and the road to sustainability

Progress &
Sustainability Update

Three years of measurable impact, public-sector validation and a practical path toward sustainable scale.

About a 4-minute readMobile-friendly briefingFigures rounded for readability

Scott, your long-term support, mentorship and belief in DWUL have helped us move from a community-built initiative toward a more stable, district-backed system for afterschool access.

DWUL is now operating at meaningful scale. The next phase is to close the remaining capacity gap and carry the SD43-validated model forward as public-education digital infrastructure that other districts and governments can adopt.

Three-year community impact

Cumulative results across the three reporting years ending in 2024, 2025 and 2026.

15,689successful registrationsAcross 2023–24, 2024–25 and 2025–26
1,767sponsored studentsHelping reduce financial barriers to participation
1,069afterschool programs facilitatedCoordinated with schools and community providers
$2.09Mregistration value facilitatedGross community payments processed through DWUL

Current 2025–26 network

49schools supported
33active program providers
165provider and business accounts
152activity options offered
2025–26: 5,189 registrations, 837 sponsored students, about $741,000 in registration value, $74,000 in platform revenue and more than $12,000 in CSLS-supported subsidies.

The strongest sign of progress

The SD43 relationship now demonstrates three forms of validation: recurring contract value, direct student-access investment and institutional adoption.

Three consecutive service agreements

2024$70K
2025–26$75K
2026–27$80K
$225KTotal three-year SD43 service-contract valueSeparate from program registration payments and subsidies.
≈ $54.6KSD43-funded student registration subsidies since 2024Seasonal tracking plus 2026 subsidy invoices; rounded.

Children thriving and district validation

35%SD43 children reported as thriving—positive well-being, connection and doing well across key areas of life
BC: +18%35% thriving compared with the 29.6% provincial average
Canada: +30%35% thriving compared with the cited 27% national average

Why the results matter

“Thriving” means children doing well, feeling supported and connected—not simply achieving higher academic scores. SD43 links meaningful progress to expanded out-of-school opportunities and recognizes DWUL as a contributing system partner.

System-change milestone

Fully “papered up” for public-sector scale

From 2024–26, DWUL completed the institutional process of becoming fully documented, reviewed, risk-managed and contract-ready.

01Executive and superintendent reviewStrategic fit and system value.
02Secretary-Treasurer and financeBudget, accountability and sustainability.
03Legal, risk and complianceSafety, privacy, liability and compliance.
04Procurement and contractingScope, purchasing and renewal requirements.
Result: a district-vetted service-contract template ready for conversations with other districts, ministries and governments.

Public digital infrastructure—not just a registration platform

DWUL connects schools, families, providers and funding partners through one shared system.

More equitable system access

Less system duplication, simpler coordination and clearer access for families.

Helps public staff do more

DWUL enhances existing teams and union staff rather than replacing jobs.

Complements childcare

DWULx can also connect families with childcare and other community resources.

The opportunity: meet growing demand without rebuilding costly legacy systems from the ground up.

Current financial position

Rounded 2026 planning figures.

About $220K
Annual operating need to maintain the people, platform, administration and basic infrastructure required to deliver the work reliably.
Forecast total:
$222,500
About $148K · 67%
SD43 contract and platform revenue
$19.5K · 9%
Community Gaming Grant
About $55K · 25%
Original donor and capacity funding gap
≈ $30K–$35K
Estimated remaining 2026 capacity gap after recent support.

The remaining gap supports operational stability: administration, specialized help, platform maintenance and more leadership time for partnerships and revenue development.

Path to full sustainability

Three practical paths can close the remaining gap.

  1. Grow annual registration activity by another $500,000About $50,000 in additional platform revenue.
  2. Secure one additional public-sector pilot or service contractOne new agreement of about $50,000 or more.
  3. Launch DWULx with community-business and resource listingsA scalable platform with potential listing revenue of $24,000–$36,000 annually and possible innovation support.

The funding reality

Nearly 10 applications produced one successful $19,500 grant.

Competitive grants cannot be DWUL’s primary operating model. Long-term sustainability must come from contracts and earned revenue.

What a higher platform fee could generate

10% current≈ $74K annual platform revenue
15% fee≈ $111K total
≈ $37K additional
20% fee≈ $148K total
≈ $74K additional

At current registration volume, a 15–20% fee could close the remaining gap. However, it would make programs more expensive for families and reduce provider margins, so the 10% fee remains the preferred approach.

The next chapter

DWUL has proven the model and its institutional fit. The next step is a stable, transferable public-service model supported by earned revenue and public partnerships.

Your support has helped DWUL reach this point. Our goal now is to build a future where that support is no longer needed for basic survival, but can instead help us expand and create new opportunities.