2024 Year In Review.Part1 by unitedwaygwd

#BetterIsPossible

More than a Funder

United Way is made of up special folx who are rooted in community care. Always ready for a conversation or check in. Always ready to respond to emergent ideas and needs. They know when to step in and when to step back.

To donors, an investment in United Way creates an incredible return on investment. Your help is integral to providing support and a safety net for so many members of our community. Without you, our community would be less caring and empathetic. Becuase of you, hope and kindness can flourish.

To our community,

At United Way, we believe better is possible. Whether as a donor, volunteer or community partner, each page in this Year In Review is a testament of the impact we have made together. Together, we continue to build a community that is rich in compassion and empathy, understanding and hope

This year, $2.12 million was invested in our community, impacting more than 145,000 people right here in Guelph, Wellington & Dufferin.That’s 145,000 people who had an opportunity to build a better life, thanks to our collective commitment to building a strong and thriving community.

This investment included a continued focus on innovative ways to align resources, expertise and strategies and over $671,000 was invested in collective approaches to providing supports. Our Poverty to Possibility collective impact group launched a new food and housing pilot project, delivering food to residents of permanent supportive housing in dignified ways, while offering opportunities to learn or relearn skills such as making healthy grocery choices and kitchen skills and building a sense of community by bringing residents together for communal meals. Collaborative programs such as these paired with other wrap-around supports have helped more than 30 individuals move from permanent supportive housing to independent housing. This is truly moving people from poverty to possibility.

One of the ways that we are ensuring #BetterIsPossible is by remaining strategically focused on delivering our mission. We are proud to share results of our 2019-2024 strategic plan in this report. Like many organizations, United Way has experienced major changes over the past few years – both to the work that we do and the environment we do it in. Our 2025-2027 Strategic Plan is the result of extensive consultation with the community, partners and interest holders. What has come from our robust conversations is a plan aligned with our values, that looks to continue to build partnerships and collaborations that will enable us to make positive, lasting change for everyone in our local community for years to come.

We are incredibly grateful to you, our volunteers, donors, community partners and community members for your confidence in us and your generosity With your trust, support and partnership, better is possible.

Vision, Mission & Values

Our Vision

United Way builds community that shares responsibility for social good.

Our Mission

Our mission is to bring people and resources together to meet existing and emerging social needs, in order to improve lives and build strong, healthy communities for all.

Our

Values

SOCIAL JUSTICE

We believe that everyone deserves equal rights and opportunities and work to dismantle systems of oppression that marginalize individuals and communities.

COMPASSION

We bring humanity to our work by actively listening and respecting all voices. We respond to others with understanding, patience and kindness

ADAPTABILITY

We continue to learn, listen and respond quickly to our community’s changing needs and shift approaches when needed.

INTEGRITY

We build trust by being transparent, accountable and live our values even when it’s uncomfortable or difficult.

COMMUNITY-CENTRED

We put community first. We focus on collaboration and ensure our work is guided by local voices, needs and assets.

COURAGE

We are bold, open-minded and innovative leaders in making lasting positive change.

Our Team

We are incredibly grateful to our team of volunteers and staff for their passion and dedication to our community. Thanks to all for their support during 2024!

Women United

Sonia Varkey, Co-Chair

Cathy Okrafka, Co-Chair

Dana MacDonald

Mandy Keller

GenNext Committee

Kaitlyn Edwards, Co-Chair

Nimisha Grover, Co-Chair

Samantha Casey

Leadership Committee

Rich Moccia, Co-Chair

Catherine Carstairs, Co-Chair

Golf United Committee

Les Herr, Chair

Chris Edmonds

Heather LeBar

Jennifer Maddock

Catherine Carstairs

Robyn Gladstone

Sanpreet Sihota

Lahn Robbins

Kayla Gordon

Emma Biffi

John Duffy

Ray Stultz

Mark Mclear

Tanya Hanrahan

Community Members on Board Committees

Governance:

Irene Thompson

Janet MacInnes

Strategic Planning Working Group

Lesley Christodoulou, Co-Chair

Patricia Tersigni, Co-Chair

Bonnie DePaul

Jennifer Maddock

Human Resources:

Terry Peach

Bailey Baker

Maala Kelangath

Maryn Vonk

Michael Glazier

2024 Board of Directors

Making real and lasting change requires the contributions, expertise, and commitment of everyone in our community – including our Board of Directors. The Board of Directors has a governance mandate and is responsible for ensuring United Way’s mission and strategic plan are achieved. We are grateful to the following volunteers who are currently serving terms on our Board:

Steven Jacobs Director

Vice President

Tanya Hanrahan Gwen Croser

2024 Campaign Cabinet

The Campaign Cabinet is a group of passionate volunteer leaders who work to inspire and mobilize support for United Way's annual campaign within their own workplace, other workplaces, and the community. We thank these generous and dedicated volunteers for their support to the 2024 Campaign!

Katerina Lallouet

Retirees Chair

John Walsh University of Guelph Education Co-Chair

Wellington Catholic District School Board Education Co-Chair

Sue Keuhl

Guelph Police Service Public Service Co-Chair

University of Guelph

2019-2024 Strategic Plan Results

One of the ways that we are ensuring #BetterIsPossible is by remaining strategically focused on delivering our mission. We are proud to report on some key achievements from our 2019-2024 strategic plan.

Be the leader for social good.

Act as a community impact leader to coordinate plans and achieve social results.

Played a pivotal role in monitoring community needs & coordinating a community response to the COVID-19 pandemic. Launched Covid-19 Community Response Fund (2020), assessed community needs / distributed Government of Canada funding (Emergency Community Response Fund (2021-2022), Community Services Response Fund (2023).

Launched new Community Impact Strategy based on community consultation process which emphasized collective approaches and networks and prioritized funding for marginalized and rural communities (2021).

Launched From Poverty to Possibility Collective Impact project and All That Kids Can Be Service Network (2022).

Launched core operating funding and funding for non-qualified donees (2023) Became host agency for the Poverty Elimination Task Force (2021).

Took over the operation of the Guelph-Wellington Volunteer Portal (2024).

Since 2019, we have invested $19 million in our community supporting 119 organizations!

$2.7 million was distributed to our community to address impacts of the COVID-19 pandemic.

Our two most impactful years in our history: 2020 - $3.8M invested 2023 - $3.6M invested.

Diversity Giving Channels.

Build options for giving to increase fundraising, support and collaboration

Increased options to give including enhanced technology for giving including transitioning to epledge for workplace giving (2020) and Trellis for events (2023), launching Social Good Collective (monthly giving), implemented planning giving and major giving strategies.

Launched The Home for Good Campaign (2022) collectively raising almost $3M providing gap funding to complete construction on three permanent supportive housing projects which now house 72 individuals.

Enhanced current fundraising strategies including relaunching Golf United (2022) which has raised over $90,000 in three years, developed annual sponsorship strategy (2022) more than tripling revenue since 2019, developed lapsed donor renewal strategy

Strengthen engagement of individuals who want to make a difference. Mobilize support for change by engaging stakeholders year-round through communications and participation in a shared purpose to strengthen our community.

Increased reach on social media since 2022 (earliest data) - 59% more social media followers and 72% more donor newsletter subscribers

Developed signature communications including An Act of Local Love 3-part video series (2021) (watched over 2,500 times and featured on Rogers TV), online/interactive annual report (2022), new website (2022).

Developed annual donor stewardship strategy (2021 onward) which included individualized communications such as new donor welcome, loyal donor mailings, leader donor emails and leader donor impact tour before kick-off.

Increased year-round communications through social media strategy and donor newsletter launch (2021).

Launched / re-launched engagement activities including Women United events & newsletter, GenNext, United in Conversation, Day of Caring.

Developed case for support for all CIS focus areas and launched donor choice option for donors to give and engage on focus area of their choice.

Build Credibility & Trust.

Use new and existing resources to activate the comprehensive approach necessary to create the broad consensus and credible strategies needed to build awareness, investment and action to improve lives and the community, and achieve lasting impact.

Built governance & accountability structure including launch of Finance, Audit & Risk Committee (2021); developed Terms of Reference and workplans for all committees; updated by-laws (2021); created board policy manual (2021); board succession & nomination process (2021 onward); ED performance review process (2021); ED emergency succession plan (2023); volunteer & staff Code of Conduct(2024); risk management dashboard (2024).

Updated HR policies for current legislation and with an EDI lens (2022).

Updated organizational values (2023) and completed strategic planning (2024).

Transitioned bookkeeping software and developed new budget and financial reporting templates which include month by month budgets to better track progress (2024).

01 Be the leader for social good.

Act as the community impact leader to coordinate plans and achieve social results emphasizing investment in collective approaches and networks

02 Enhance funding streams outside of workplace campaign.

Approach fundraising as a year-round commitment; focus on alternate funding streams to address changes in both donor behaviour and the operating environment

03 Strengthen brand awareness & community engagement.

Build awareness and drive support of key activities through disciplined brand management and clear, consistent messaging. Tell our success story of “leading for social good” through our unique role and impactful initiatives.

Demonstrate United Way GWD’s commitment to equity, diversity, inclusion (EDI) and accessibility through an ongoing program of assessment and improvement. Enhance commitment to EDI & Accessibility.

Continue to build credibility and trust by ensuring the operational health of United Way GWD; implement and model sector best practices for financial and operational stability. Foster operational health.

Equity, Diversity & Inclusion (EDI)

United Way is rooted in building strong and inclusive communities. We strive to create opportunities for everyone to reach their full potential. However, many of the issues United Way works to address have a disproportionate impact on black, Indigenous, racialized, 2SLGBTQ+, people with disabilities and other marginalized communities. We continue to not only focus on learning but also taking action Below is a highlight of some of the ways we took action in 2024

Caring Organizations

This group of extraordinary organizations are leading the way when it comes to giving. Through a partnership with United Way Guelph Wellington Dufferin, which includes employee donations, company fundraising events, and/or corporate contributions, this dedicated group are demonstrating their commitment to creating a strong and thriving Guelph, Wellington, Dufferin. Thank you to all for their generosity to the 2024 Campaign and/or Home For Good Campaign.

$500,000 +

Linamar Corporation

$400,000 + University of Guelph

$100,000 +

Sleeman Breweries Ltd.

The Co-operators

$50,000 – $99,999

Province of Ontario Employees

Wellington County Employees

Wellington Catholic District School Board

$20,000 – $49,999

Alectra Utilities

Cargill Limited

CIBC

City of Guelph

Government of Canada Workplace Charitable Campaign

LCBO

RBC Royal Bank

Rowan Williams Davies & Irwin Inc

TD Canada Trust

$10,000 – $19,999

Bank of Montreal

Costco Wholesale Canada Ltd.

Herr Wealth Management

Oregon Tool Canada Ltd.

Sun Life Assurance Company of Canada

Toyota Motor Manufacturing Canada Inc.

Triumph Tool Ltd.

Upper Grand District School Board

$5,000 – $ 9,999

Avient Canada ULC

Aypa Power

Elinesky Schuett Private Wealth

General Electric Canada Inc.

Guelph Hyundai

Manulife Financial

O Durigon Memorial Bocce Tournament

Pioneer Hi-Bred Canada Company

RLB LLP

Scotiabank

United Way Guelph Wellington Dufferin Employees

Wellington Dufferin Guelph Public Health

$1,000 – $4,999

ABB Inc.

Accu-Cut Diamond Tool Co., Inc.

Acerta Analytics Solutions Inc.

Action Read Community Literacy Centre

Advanced Motion & Controls Ltd.

Arnold Machinery

A-Tech Instruments Ltd

Aztec Electrical Supply

Baker Street Station Public House

Banner Engineering

Beckhoff Automation Ltd

Bell Canada

Big Brothers Big Sisters of Guelph

Borealis Grille and Bar

Canada Life

Centre Wellington Hydro

Compass Community Services

Cox Construction Limited

CPS-Control Panel Systems Ontario Ltd.

Croizer Consulting Engineers

Deja Vu Diner

Delta Hotel and Conference Centre

EastGen

EEC-Canada

EMAG Canada

Enbridge

Esri Canada Limited

Euchner

$1,000 – $4,999 cont’d

Fanuc Canada Ltd

Ferro Technique

Festo

Ford Motor Company

Golf House

Goodwill Industries, Ontario Great Lakes

GSW/A O Smith Water Heating Company

Guelph Ceramic Decor Centre Ltd

Guelph Community Health Centre

Guelph Family Health Team

Guelph General Hospital

Guelph Wellington Women in Crisis

Guillevin International Inc.

Holt Financial Group

Homestead Land Holdings Limited

Homewood Health Centre

IFM Efector Canada Inc.

Inductoheat

Intact Insurance

Interfaced Technologies Inc

Javelin Oakville (Trimech)

Kenneth Winfield Dick Family Foundation

Keyence Canada Inc

Kistler Instrument Corp

Kuka Robotics Canada Ltd

Medtronic of Canada Ltd.

Meridian Credit Union

Miijidaa Cafe & Bistro

Moen Inc.

Montana's Cookhouse

Murrelektronik Inc.

NV Lounge

Olympic Honda Auto Sales

Owens Corning Canada

Paletti USA

Park Eatery

Pilz Automation Safety Canada

Proax Technologies

Province Electric Supply

Radwell International Canada

Royal Electric

Royal LePage Realty

Saputo Dairy Products Canada

SC Ontario Region

Schunk

Shelley Automation

SIC Marquage Industriel Canada Inc.

Skyline Group of Companies

SMC Automation Canada Ltd

SORT Production Products

SV Law LLP

TC Industries of Canada Company

The Ontario Trillium Foundation

The Wooly Pub

Thurber Engineering

Transalta

Triple Automation

United Parcel Service

UnitX Labs

Valcom Limited

Veeva

Wajax

Westburne Ontario

Xpert3D Metrology

ZCS AKIA Engineers

Zimmer Group Canada Inc

The 211 telephone helpline and website provide a gateway to community, social, non-clinical health, and related government services and helps to navigate the complex network of human services in our community quickly and easily, 24 hours a day, 7 days a week.

For assistance finding housing, language training, employment, and so much more – call 2-1-1. It’s free, offered in over 100 languages, and available day or night.

2024 Financial Overview

You can feel confident when you support us that your contributions will be used wisely. Every dollar you give to United Way Guelph Wellington Dufferin makes an impact locally and our communities are measurably stronger because of the work we do together.

Below is an overview of 2024 from a financial perspective. Our full audited statements are available online.

Revenue

We were successful in maintaining or increasing our fundraising in many areas, with total revenue being $2.87 million. Most notably we saw an increase in individual giving and sponsorship. We continue to see similar trends as seen across the sector with less people donating, but those who do give are giving more. This has led to a focus in our strategic plan to connect with new donors.

A total of $2.12 million was invested in community impact, which includes both our community impact leadership and community allocations.