Stewardship

Our commitment to you

United Way Greater Toronto (UWGT) works to reduce local poverty, improve social conditions and drive systems change by mobilizing community resources and bringing partners together to support people in the neighbourhoods where they live — across Toronto, Peel Region and the Regional Municipality of York. We work to ensure that every donation helps meet urgent needs while advancing long-term systemic solutions — so that everyone, regardless of income, neighbourhood or identity, has the opportunities, access and connections needed to build a good life.

For this Fiscal Year (FY 25-26), overall distributions and community programs represented $129.1 million, as per UWGT Financial Statements-Statement of Operations.

The breakdown is as follows:

MANAGEMENT DISCUSSION & ANALYSIS

A UNITED WAY FORWARD: UWGT 2035, 10-YEAR STRATEGIC PLAN

FY 25-26 was the second year of the UWGT 2035, 10-Year Strategic Plan (UWGT 2035). We have a vision to build vibrant, equitable communities across Toronto, Peel Region and the Regional Municipality of York, responding to immediate needs and tackling the systemic barriers that hold people back — all this through our leadership, engagement and convening of community, government and corporate partners to drive change.

As we look ahead, UWGT 2035 builds on this past year’s financial stability and fiscal prudence. This solid foundation is all the more important as we continue to anticipate economic and geopolitical uncertainty and growing needs in our region over the next several years.

During this past fiscal year, UWGT upheld financial commitments across the community investments, community services and program support streams — collaborating with our network of agencies and community partners to address prevailing, pressing and emerging community challenges, as well as build on the Community Real Estate program. Through our distinctive funding approach, UWGT provided flexible funding for both program initiatives and core operational support, ensuring sectoral stability while meeting the needs of communities and residents and mobilizing innovative solutions.

Despite economic and geopolitical headwinds, UWGT’s donors and volunteers once again stood strong — embodying resilience, generosity and hope. Additionally, as a trusted partner to multiple levels of government, UWGT continued to secure funding through government programs, leveraging our proven expertise in grant administration and a deep understanding of local community needs.

Fiscal responsibility continues to underpin UWGT’s organizational strategy.

• FY 25-26 marked the sixth consecutive year in which UWGT achieved a balanced or better budget. This performance reflects stable revenues, on-going cost-optimization initiatives and prudent investment practices.
• Reserves remain at robust levels — sufficient to “back-stop” UWGT's financial commitments to our network of agencies for both Community Program Grants (3-year funding) and Anchor Program Grants (5-year funding), while ensuring the on-going sustainability of operations.
• With the current economic uncertainties and market volatilities, capital preservation and liquidity remain the primary concerns. As such, the asset mix of UWGT's reserves is primarily comprised of fixed income and cash or cash-equivalents, effectively mitigating liquidity and price risks associated with market fluctuations.

Now in its second year, the UWGT 2035 multi-year fundraising and brand campaign continues to advance efforts to strengthen revenue growth and elevate brand recognition. The campaign has generated positive momentum — an increase in the brand health in the community that UWGT serves. Coupled with the transformational giving program and ongoing development of high-net-worth direct-to-donor relationships, these initiatives provide a solid platform to achieve UWGT’s fundraising goal of $1.5 billion by Year 2035.

Looking forward to FY 26-27, UWGT will prioritize organizational stability while advancing UWGT 2035 with a continued focus on revenue growth. Despite broader economic expansion across the GTA, that wealth is not shared equally and more than 850,000 individuals remain affected by poverty and inequities. In response, UWGT will intensify efforts to address these challenges by leading cross-sector solutions and advancing our Neighbourhood Solutions Strategy to strengthen and revitalize inclusive communities.

FINANCE, AUDIT & RISK COMMITTEE REPORT

GOVERNANCE & FINANCIAL TRANSPARENCY

UWGT maintains a strong Finance, Audit, and Risk Committee comprised of seven independent members. The Committee meets regularly with UWGT’s external auditors — KPMG, independent of management. Acting on behalf of the Board of Trustees, the Committee provides oversight of audit and financial controls, budgeting and financial management, investment activities, risk management and the digital transformation workplan.

The Audited Financial Statements of UWGT present a consolidated view of the organization’s results, capital expenditures and The Tomorrow Fund™. These statements are prepared in accordance with Canadian Accounting Standards for Not-For-Profit (ASNPO) and are also in alignment with United Way Centraide Canada’s Transparency, Accountability and Financial Reporting (TAFR) standards.

KPMG issued an Unqualified Audit Opinion (“Clean” Audit) and, consistent with prior years, concurred with management that UWGT will continue to operate as a going concern for this coming fiscal year – FY 26-27.

Key items in KPMG’s audit review and findings included:

• Fraud risk for management override of controls and fraud risk in revenue recognition: no issues or concerns were identified.
• Control deficiencies: no significant deficiencies in internal control over accounting and financial reporting were identified.
• Special purpose audits for four (4) agreements funded by various levels of government for which UWGT is the program administrator and/or service provider: no issues or concerns were identified.

1. Reaching Home, York Region (RH-YR).
   • Agreement with Housing, Infrastructure and Community Canada (HICC) – ending as at end of March 31-28.
2. Peel Newcomer Strategy Group (PNSG).
   • Agreement with Immigration, Refugees and Citizenship of Canada (IRCC) – ending as at end of March 31-28.
   • Agreement with Region of Peel (RoP) – ending as at end of December 31-26.
3. Skills Development Fund (SDF).
   • Agreement with the Ministry of Labour, Immigration, Training and Skills Development (MLITSD) – to be completed-closed off in FY 25-26.
4. Youth Challenge Fund.
   • Trusteeship Agreement with UWGT as the program administrator since Year 2006, and to be completed-closed off in FY 25-26.

FINANCIAL HIGHLIGHTS

UWGT's commitment to its network of over 300+ agencies and community partners remained steadfast, bolstered by a strategy to diversify its fundraising channels. With partnerships spanning in the range of 1,200 workplaces, alongside the support of corporate and individual donors, UWGT achieved a commendable and sustainable level of financial health and stability in FY 25-26.

In addition, funding from certain government initiatives and pro-bono contributions, ranging from legal and consulting services to donated media advertising space, further augmented this remarkable display of generosity and are particularly noteworthy given the uncertainties of the economic and geopolitical environment.

* $$$ from campaign revenue activities at $138.2 million — an increase of $1.8 million when compared to last year. This increase was driven by the $29.4 million of donor-directed designations to other United Ways and registered charities.

** Overall distributions & community programs at $129.1 million for FY 25-26 — this compares to last year’s $121.0 million. This increase was driven by the $29.4 million of donor-directed designations to other United Ways and registered charities.

Please refer to the FY 25-26 Audited Financial Statements-Statement of Operations for a detailed breakdown of the year-over-year comparison for both the Campaign Revenue Activities and the Overall Distributions & Community Programs.

FY 25-26 RESULTS AND RECENT TRENDS

Overall Revenue

Overall revenue was at $151.1 million [Items 1, 2 & 3] when excluding UWGT’s activities for our investment portfolio, i.e., $7.5 million [Item 4].

The $151.1 million for FY 25-26 — when excluding investment activities [Item 4], compares to the prior year of $147.3 million. This is a net increase of $3.8 million driven by:

• [Item 1]: Donor-directed designations to other United Ways and charities – year-over-year increase of $6.2 million and a decrease in campaign-revenue of ($3.5 million). Campaign-revenue performance was primarily impacted by receipt-recognition timing of gifts.
• [Item 2]:Government grants – year-over-year increase of $2.4 million mainly attributed to Reaching Home-York Region, Skills Development Fund and Peel Newcomer Strategy Fund.
• [Item 3]: Government emergency revenue — year-over-year decrease of ($0.4 million) attributed to end of one-time Community Services Recovery Fund program in the last year.

The Fundraising Cost-Revenue Ratio (CRR) was 19.6%, reflecting continued focus on cost optimization initiatives and remaining below UWGT’s target threshold of 25%.

Overall Distributions & Community Programs

Total distributions amounted to $129.1 million, representing an increase from the previous year's $121.0 million.

UWGT allocated $69.6 million to agencies across various streams, including the Community Services Sector, Inclusive Communities, Inclusive Employment and the Community Real Estate program.

Furthermore, UWGT has strengthened its commitment to enhancing investments in Indigenous, Black and other equity-deserving communities experiencing systemic barriers. UWGT will continue to advance neighbourhood-based solutions through partnerships across corporate, government and community sectors at the local level.

Operating Surplus / (Deficit)

When including UWGT’s activities for its investment portfolio, the Operating Surplus is $2.4 million.

This strong financial position has enabled UWGT to commit to community investments in the range of $78.0 million for FY 26-27 (April 1, 2026 to March 31, 2027) — across our network of agencies and community partners. These investments support UWGT’s focus on transformational initiatives that deepen impact through neighbourhood-based solutions. This approach reflects a continued strategic commitment to delivering critical services while strengthening local communities through partnerships with corporate, government and community sectors.

Going Forward

As UWGT continues to execute on UWGT 2035, prudent financial management will remain a key priority, supported by maintaining robust reserves. These reserves are sufficient to meet UWGT's financial commitments to its network of agencies, including both Community Program Grants (3-year funding) and the Anchor Program Grants (5-year funding), while ensuring the ongoing sustainability of its operations.

As UWGT enters the next fiscal year as a going concern, its levels of Working Capital and Reserves serve as strong indicators of financial health and sustainability — particularly in the context of macroeconomic and geopolitical uncertainty, including inflationary and recessionary pressures, as well as market volatility.

Reference our complete Audited Financial Statements, FY 25-26 for more details.

2025–26 Board and Committees

We thank our Board of Trustees and Committee members for their wisdom, commitment and passion to steer our organization in the achievement of our mission.

BOARD OF TRUSTEES

OFFICERS OF THE CORPORATION

TRUSTEES

COMMITTEE MEMBERS

COMMUNITY IMPACT COMMITTEE

GOVERNANCE & HUMAN RESOURCES COMMITTEE

FINANCE, AUDIT & RISK COMMITTEE

GO-TO-MARKET COMMITTEE

*Indicates that the Committee member also serves on the United Way Greater Toronto Board of Trustees.