Modifications have been proposed to Canada’s Express Entry system, which would change the way foreign workers are selected to be invited to apply for permanent residency. Under current rules, the immigration minister does not have the ability to invite candidates from the Express Entry pool based upon certain work experience, educational credentials, or language skills. The proposed changes, however, will allow the immigration minister to invite candidates based on these criteria to fulfill a stated economic goal.
Currently the amendment is being addressed in the Canadian Parliament… but what might it mean for you? Continue reading for more information on the proposed changes to Canada’s Express Entry system.
What is Express Entry?
Express Entry refers to an application management system for three Canadian immigration programs: the Federal Skilled Worker Program (FSWP), the Canadian Experience Class (CEC), and the Federal Skilled Trades Program (FSTP). In order to immigrate to Canada through one of these programs, foreign workers must express their interest by completing a profile in the Express Entry system.
Due to the pandemic, FSWP and CEC draws have been temporarily paused, and only candidates from Provincial Nominee Programs (PNPs) have received invitations to apply. However, the programs are on track to reopen for candidates in the summer of 2022.
After completing their applications, eligible candidates will receive a score based on their work experience, educational background, language skills, age, and a variety of other factors. Currently, candidates who receive the highest scores are invited by the IRCC to apply for permanent residence. With the proposed amendment, the way that candidates are selected to apply for permanent residence would change; they would be assessed according to criteria additional to their application score.
What are the Proposed Changes?
The changes are meant to improve Canada’s ability to select applicants that match its current economic needs. Under the amendment, Canada would be able to conduct targeted draws aimed at selecting individuals who possess skills that address areas like Canada’s labour shortages, or that would help Canada reach other economic goals as defined by the immigration minister.
Those who fit these criteria would be added to a preferred category within the immigration pool, and invitations would be sent out to top-ranking candidates within that category. Factors such as work experience, educational background, or language skills could become eligibility requirements to become a member of a specific category, and therefore prioritized for immigration. For example, if there was a desire to support Canada’s tech industry, category criteria could be based on work experience in the sector or a specific educational credential. This categorization could be applied to any industry in which Canada is experiencing a shortage or need, such as the healthcare industry.
Express Entry Criteria & Transparency
You might be wondering how you will know if you fit into an Express Entry category under these proposed changes. Draw details, including unique eligibility criteria, would still be published on the IRCC Website. The specific economic goal that the category is seeking to fulfill would also be disclosed, and the immigration minister would report annually to Parliament on the use of the draws.
However, critics believe that further oversight will be needed, including transparent, formal, and established criteria for determining the categories. This oversight would ensure fairness in selecting the categories, what criteria would be prioritized, as well as prevent the draws from becoming overtaken by lobbyists. Currently, the proposed changes are being researched, and requested changes to the amendment will be considered on May 27.
If you are looking to enter Canada as a skilled worker applying under the Express Entry system, these proposed changes will affect your application. To understand how these changes may affect you, or how to submit a complete and competitive application, you should consult with a Canadian Immigration Consultant .
Northfield & Associate’s Immigration Consultant or Lawyers can assist you in your immigration application, whether you would like to work, study, or live in Canada, or whether your circumstances qualify, contact our consultants at Northfield & Associates.
It is important to understand your legal status, as well as the rights and responsibilities it entails, in order to ensure you are prepared in case your circumstances change.
At Northfield & Associates, we know how to resolve these issues. Our team will carefully review your case and provide honest advice. We have helped many clients turn around difficult situations with skill, experience, and compassion.
Disclaimer: The information contained in this article is provided for general information purposes only and does not constitute legal or other professional advice. Readers should seek tailored legal advice in relation to their personal circumstances.
We serve our clients in English, Cambodian, Vietnamese, Mandarin and Cantonese, especially in Asian clients.
If you or anybody that you know, think that you meet the requirements and wish to receive further information.
We can help you start the application process and confirm eligibility requirements to participate.
We Offer Consultations & Meetings by Phone & Virtually. Affordable Fees.
Book a Consultation Today
Contact Northfield & Associates today to schedule a consultation with an experienced Consultant.
Northfield & Associates International Corporation is a global strategic advisory and consulting firm partnering with private equity, sovereign, and institutional investors to deploy capital, manage regulatory, supporting senior leadership, boards, and capital providers across Cambodia, Canada, and international markets operating in complex regulatory, economic, and geopolitical environments, and drive enterprise value creation across complex global markets.
We advise boards, executives, entrepreneurs, and public-sector decision-makers on business strategy, institutional transformation, and high-stakes market challenges requiring disciplined judgment, capital efficiency, and execution certainty. Our work is concentrated across priority global sectors, including agribusiness, aviation and automotive, energy and natural resources, financial services, healthcare, infrastructure, real estate, immigration, education, and information technology.
Our platform integrates sector-specific intelligence with multidisciplinary advisory capabilities. Clients benefit from coordinated access to consulting, legal and regulatory counsel, financial management, risk assessment, real estate advisory, immigration, education, and technology expertise. This integrated model supports informed capital allocation, regulatory-compliant investment structuring, and execution-ready strategies designed to optimise returns, preserve downside protection, and enhance risk-adjusted performance.
Northfield combines consulting rigor with legal and regulatory judgment to support capital markets-aligned decision-making in complex, regulated, and rapidly evolving environments. We partner with private enterprises, institutional investors, family offices, and public-sector entities to structure, deploy, and manage capital effectively; strengthen governance; mitigate regulatory and geopolitical risk; and drive sustainable enterprise value creation.
Our engagements span strategy formulation, operational optimisation, organisational design, and change execution. We deliver measurable outcomes that improve financial performance, support disciplined growth, enhance valuation, and generate durable returns on investment for investors, shareholders, and institutional stakeholders. We operate with independence, precision, and accountability, aligned with long-term value creation and fiduciary standards.
Forward-Looking Information
This news release contains forward-looking information. All statements, other than statements of historic fact, that address activities, events or developments that the Company believes, expects or anticipates will or may occur in the future constitute forward-looking information.
This forward-looking information reflects the current expectations or beliefs of the Company based on information currently available to the Company.
Forward-looking information is subject to a number of risks and uncertainties that may cause the actual results of the Company to differ materially from those discussed in the forward-looking information, and even if such actual results are realized or substantially realized, there can be no assurance that they will have the expected consequences to, or effects on the Company. Factors that could cause actual results or events to differ materially from current expectations include, among other things: the failure to finalize negotiations concerning the increase of the Loan or to close such transaction and the failure of the Company to complete the acquisition of the Company Facility; operating performance of facilities; environmental and safety risks; delays in obtaining or failure to obtain necessary permits and approvals from government authorities; unavailability of plant, equipment or labour; inability to retain key management and personnel; changes to regulations or policies affecting the Company’s activities; and the other risks disclosed under the heading “Risk Factors” and elsewhere in the Company’s amended annual information.
Forward-looking information speaks only as of the date on which it is made and, except as may be required by applicable securities laws, the Company disclaims any intent or obligation to update any forward-looking information, whether as a result of new information, future events or results or otherwise. Although the Company believes that the assumptions inherent in the forward-looking information are reasonable, forward-looking information is not a guarantee of future performance and accordingly undue reliance should not be put on such information due to the inherent uncertainty therein.
Questions?
info@northfied.biz
Within Corporate Newsroom
Media Contact:
media@northfied.biz
Press contact
PR consultants press@northfied.biz
NOT LEGAL ADVICE. Information made available on this website in any form is for information purposes only. It is not, and should not be taken as, legal advice. You should not rely on, or take or fail to take any action based upon this information. Never disregard professional legal advice or delay in seeking legal advice because of something you have read on this website. Northfield & Associates professionals will be pleased to discuss resolutions to specific legal concerns you may have.
If you have been living in Canada as a Permanent Resident (PR) you may not feel that you need to take the next step and obtain Canadian Citizenship. As a Canadian Citizen, you will be able to call yourself a Canadian, and have pride in your new country… but what other benefits are there to becoming a citizen? In fact, there are many tangible benefits and advantages for Canadian Citizens that are not available for Permanent Residents. Join us to learn about 5 benefits of becoming a Canadian Citizen.
1. No Need to Renew Your Status
In Canada, most PR cards are only valid for 5 years, at which point you will need to renew. You will need to go through this renewal process regularly if you remain a Permanent Resident no matter how long you live in Canada. During the 5-year period, you will need to meet residency requirements; 730 days must be spent in Canada to retain your PR status. This can be limiting if you hope to travel or live abroad for lengths of time while maintaining your status in Canada.
If you are a Canadian Citizen, however, there is no need to renew your status. While you may still see some residence requirements as a citizen to retain healthcare coverage, for example you will have much more flexibility in the length of time you spend in Canada vs. abroad.
To apply for Canadian Citizenship, you must have lived in Canada for 1095 days in a 5-year period. You may even be able to reach this number in your first term as a Permanent Resident!
2. Protection Against Losing Status
Similarly, if you are a Canadian Citizen you will benefit from additional protections to your status, as there are very few circumstances in which a Canadian Citizenship can be revoked. As a Permanent Resident, you can still be deported no matter how long you have lived in Canada.
If you are convicted of a crime, for instance, depending on the seriousness, you may have your PR status revoked and be deported to your home country. However, if you are a Citizen, you will not face such consequences.
There are some situations in which a citizenship could be revoked. If you have obtained your citizenship through false means or fraud, pose a threat to national security, have committed human or international rights violations, or are involved in organized crime, you could be at risk of having your citizenship revoked.
3. Increased Job Opportunities
If you become a Canadian citizen, you will also have access to an increased job pool. Canadian Citizens can apply for jobs that are not available to Permanent Residents, including some government jobs. Some jobs also require security clearances that are only available to citizens. If you are on the hunt for employment, or would like to break into previously unattainable industries, you should work on becoming a Canadian Citizen.
4. Right to Vote
Another benefit to becoming a Canadian Citizen is that citizenship gives you the right to vote in all elections. Voting will allow you to play an important role in influencing Canadian policies by voting for representation based on your own views. You will also be able to run for elected political office where you will be able to further represent your community, influence policy, and play a crucial role in the Canadian political system.
5. Canadian Passport
Finally, gaining Canadian Citizenship will give you access to the Canadian passport. The Canadian passport is very valuable internationally, since many countries worldwide allow Canadians to enter without a visa for approved purposes, such as tourism travel.
Additionally, Canada recognizes dual citizenship, so you may be able to hold two passports your Canadian passport, and that of your home country. If your home country does not allow dual citizenship, it is important to weigh the strengths and weaknesses of the two passports against each other so you can determine which is the better choice.
Applying for Canadian Citizenship as a Permanent Resident has many benefits both to you and to the country at large! Not only will you be able to proudly call yourself a Canadian, but you will be able to experience the benefits of citizenship for yourself. If you are a Permanent Resident who is interested in learning more about becoming a Canadian Citizen, or who needs help with the application process, contact the Immigration Lawyers at Northfield & Associates. Our team of lawyers will assist you through the process, ensuring you submit the best possible application.
If you are looking to enter Canada as a skilled worker applying under the Express Entry system, these proposed changes will affect your application. To understand how these changes may affect you, or how to submit a complete and competitive application, you should consult with a Canadian Immigration Consultant.
Northfield & Associate’s Immigration Consultants can assist you in your immigration application, whether you would like to work, study, or live in Canada, or whether your circumstances qualify, contact our consultants at Northfield & Associates.
It is important to understand your legal status, as well as the rights and responsibilities it entails, in order to ensure you are prepared in case your circumstances change.
At Northfield & Associates, we know how to resolve these issues. Our team will carefully review your case and provide honest advice. We have helped many clients turn around difficult situations with skill, experience, and compassion.
Disclaimer: The information contained in this article is provided for general information purposes only and does not constitute legal or other professional advice. Readers should seek tailored legal advice in relation to their personal circumstances.
We serve our clients in English, Cambodian, Vietnamese, Mandarin and Cantonese, especially in Asian clients.
If you or anybody that you know, think that you meet the requirements and wish to receive further information.
We can help you start the application process and confirm eligibility requirements to participate.
We Offer Consultations & Meetings by Phone & Virtually. Affordable Fees.
Book a Consultation Today
Contact Northfield & Associates today to schedule a consultation with an experienced Consultant.
Northfield & Associates International Corporation is a global strategic advisory and consulting firm partnering with private equity, sovereign, and institutional investors to deploy capital, manage regulatory, supporting senior leadership, boards, and capital providers across Cambodia, Canada, and international markets operating in complex regulatory, economic, and geopolitical environments, and drive enterprise value creation across complex global markets.
We advise boards, executives, entrepreneurs, and public-sector decision-makers on business strategy, institutional transformation, and high-stakes market challenges requiring disciplined judgment, capital efficiency, and execution certainty. Our work is concentrated across priority global sectors, including agribusiness, aviation and automotive, energy and natural resources, financial services, healthcare, infrastructure, real estate, immigration, education, and information technology.
Our platform integrates sector-specific intelligence with multidisciplinary advisory capabilities. Clients benefit from coordinated access to consulting, legal and regulatory counsel, financial management, risk assessment, real estate advisory, immigration, education, and technology expertise. This integrated model supports informed capital allocation, regulatory-compliant investment structuring, and execution-ready strategies designed to optimise returns, preserve downside protection, and enhance risk-adjusted performance.
Northfield combines consulting rigor with legal and regulatory judgment to support capital markets-aligned decision-making in complex, regulated, and rapidly evolving environments. We partner with private enterprises, institutional investors, family offices, and public-sector entities to structure, deploy, and manage capital effectively; strengthen governance; mitigate regulatory and geopolitical risk; and drive sustainable enterprise value creation.
Our engagements span strategy formulation, operational optimisation, organisational design, and change execution. We deliver measurable outcomes that improve financial performance, support disciplined growth, enhance valuation, and generate durable returns on investment for investors, shareholders, and institutional stakeholders. We operate with independence, precision, and accountability, aligned with long-term value creation and fiduciary standards.
Forward-Looking Information
This news release contains forward-looking information. All statements, other than statements of historic fact, that address activities, events or developments that the Company believes, expects or anticipates will or may occur in the future constitute forward-looking information.
This forward-looking information reflects the current expectations or beliefs of the Company based on information currently available to the Company.
Forward-looking information is subject to a number of risks and uncertainties that may cause the actual results of the Company to differ materially from those discussed in the forward-looking information, and even if such actual results are realized or substantially realized, there can be no assurance that they will have the expected consequences to, or effects on the Company. Factors that could cause actual results or events to differ materially from current expectations include, among other things: the failure to finalize negotiations concerning the increase of the Loan or to close such transaction and the failure of the Company to complete the acquisition of the Company Facility; operating performance of facilities; environmental and safety risks; delays in obtaining or failure to obtain necessary permits and approvals from government authorities; unavailability of plant, equipment or labour; inability to retain key management and personnel; changes to regulations or policies affecting the Company’s activities; and the other risks disclosed under the heading “Risk Factors” and elsewhere in the Company’s amended annual information.
Forward-looking information speaks only as of the date on which it is made and, except as may be required by applicable securities laws, the Company disclaims any intent or obligation to update any forward-looking information, whether as a result of new information, future events or results or otherwise. Although the Company believes that the assumptions inherent in the forward-looking information are reasonable, forward-looking information is not a guarantee of future performance and accordingly undue reliance should not be put on such information due to the inherent uncertainty therein.
Questions?
info@northfied.biz
Within Corporate Newsroom
Media Contact:
media@northfied.biz
Press contact
PR consultants press@northfied.biz
NOT LEGAL ADVICE. Information made available on this website in any form is for information purposes only. It is not, and should not be taken as, legal advice. You should not rely on, or take or fail to take any action based upon this information. Never disregard professional legal advice or delay in seeking legal advice because of something you have read on this website. Northfield & Associates professionals will be pleased to discuss resolutions to specific legal concerns you may have.
Charitable organizations that serve the needs of Indigenous communities fall under the recognized category of philanthropic purposes. These purposes extend beyond providing direct assistance to the community and include other beneficial activities acknowledged as charitable under the law. This rule is for groups that help Indigenous people in Canada.
To become a charity, a group has to prove that what they do helps the public or is a big part of it. Courts have affirmed that organizations with restricted purposes and activities related to the needs of Aboriginal Peoples of Canada qualify as philanthropic entities, meeting the public benefit test.
Groups that create programs for Indigenous peoples that respect their traditions, customs, and cultural needs can become charities.
Organizations may be eligible under the broader category of charitable purposes, including shelters for youth or victims of abuse
family counseling services
suicide prevention lines
rape crisis centers
counseling centers for alcoholism and substance abuse
organizations addressing medical conditions prevalent in Aboriginal communities,
If an indigenous charity only allows people from one nation and excludes others, it doesn’t meet the requirement of benefiting the public. To be allowed to target a specific indigenous nation, the organization must demonstrate that it addresses a charitable need specific to that limited group(e.g., issues faced only by the Métis or a particular nation).
Navigating director compensation rules can be complex.
At Northfield & Associates our expert teams guidance on compliance requirements. Our team understands Canadian charity law and can help ensure your organisation follows proper procedures.
At Northfield & Associates, we have a team of professional bookkeepers and accountants to help your organization manage the books so that you can breeze through tax season.
We’re often asked by prospective clients what our Bookkeeping Service covers? People want to know what specific tasks we do, and what their responsibility is. This brief explainer page will answer that question. This is by no means an exhaustive list, but covers the most frequently asked questions.
Getting Started
Review your existing books for needed corrections or back-work
Chart of accounts setup or amendment
Assistance with setting up bank feeds
Limited assistance* with setting up payroll (QBO or Gusto only)
Your books brought current and reconciled if needed
Ongoing Monthly Bookkeeping
After-the-fact transaction recording
Post to general ledger
Post to other ledgers (as needed)
Bank account reconciliation
Monthly financial statements
Other bookkeeping services, as required
Best-practice bookkeeping advice and counsel
Year End
Assistance with 1099-NEC preparation*
Assistance with 1099-MISC preparation*
Year-end financial statements and period-end closing
What We Don’t Do
Pay bills
We do not offer bill-pay services at this time, nor do we manage Accounts Payable (AP) or Accounts Receivable (AR).
Payroll tax responsibility
Our bookkeepers can assist you in setting up your initial payroll service in QBO or Gusto. We are not responsible for entering payroll hours/salary, accruing payroll taxes, nor the transmittal of payroll taxes to the IRS or the state. Your full-service payroll provider (QBO, Gusto, or whatever other service a client uses) will be the responsible party for payroll and payroll tax compliance.
*Payroll deductions and benefits
We provide assistance with setting up a payroll account in either Quickbooks Online or Gusto, including entry of employee data. We do not assist in state registrations, benefits, or advise on deductions. Those service areas are provided directly by either QBO or Gusto.
Preparation of W2s
Similar to the last item, your full-service payroll provider (QBO/Gusto) is responsible for preparation of Form W2 for employees.
Sales tax reporting
For those nonprofits that sell taxable goods and/or services, your bookkeeper will assist in accounting for sales taxes collected and transmitted, but we do not prepare state sales tax reports.
Donation recording
We do not provide individual donation data entry into your neither your donor CRM nor Quickbooks Online, nor do we prepare year-end donor acknowledgements.
Administrative tasks
We cannot provide administrative services unrelated to our bookkeeping function.
Attend board meetings
Due to the constraints of time and distance, we are unable to be present, physically nor virtually, at a meeting of a client’s board of directors.*May incur additional fee per 1099-NEC or 1099-MISC.
Let’s Collaborate & Make a Difference!
Partner with us to amplify your mission. Whether it’s Charity accounting, financial transparency, or strategic growth—we’re here to help you create meaningful impact. Let’s work together to build a better future!
In this evolving economic landscape, collaboration with our firm offers clients a strategic advantage. With Cambodia’s reform-driven investment environment and Canada’s expanding footprint in Southeast Asia, our team of experienced consultants and legal advisors provides tailored guidance to help businesses navigate cross-border opportunities. We focus in developing comprehensive legal strategies, structuring international partnerships, and ensuring compliance in emerging markets.
By leveraging our regional insight and international expertise, you benefit from a trusted partner dedicated to helping you capitalize on growth potential in Cambodia and beyond.
Your Trusted Partner in International Bilateral Relations
At Northfield & Associates are focus in Foreign Direct Investment (FDI), international trade missions, and cross-border legal strategy. Our team of experienced consultants and legal advisors offers tailored guidance and strategic insight to help you navigate the complexities of international partnerships and development opportunities.
Whether you choose to meet in person at one of our offices or connect virtually, we provide flexible and accessible consultation options. During your session, we’ll assess your goals, review key documentation, and guide you through every stage of your FDI or trade mission engagement.
Let us help you take the next step with confidence supported by trusted legal and strategic counsel every step of the way.
Northfield & Associates
Advancing Global Partnerships, Together.
Take the First Step Today
If you believe you may be eligible for legal relief or simply need sound legal advice, we’re here to help. Contact us today to book your consultation. Let us provide the clarity, strategy, and peace of mind you need to move forward.
Disclaimer: The information contained in this article is provided for general information purposes only and does not constitute legal or other professional advice. Readers should seek tailored legal advice in relation to their personal circumstances.
We serve our clients in English, Cambodian, Vietnamese, Mandarin and Cantonese, especially in Asian clients.
If you or anybody that you know, think that you meet the requirements and wish to receive further information.
We can help you start the application process and confirm eligibility requirements to participate.
We Offer Consultations & Meetings by Phone & Virtually. Affordable Fees.
Book a Consultation Today
Contact Northfield & Associates today to schedule a consultation with an experienced Consultant.
Northfield & Associates International Corporation is a global consulting firm serving private enterprises, public institutions, not-for-profit organizations, and institutional capital providers. Operating across Cambodia, Canada, and global markets, the firm supports capital deployment, regulatory navigation, and enterprise decision-making in complex economic and geopolitical environments. Northfield & Associates delivers customized, execution-focused advisory solutions that drive measurable transformation, strengthen competitiveness, and enhance long-term highest value opportunities. The firm incorporates consulting, legal, regulatory, financial, and risk expertise to enable disciplined capital allocation, strong governance, and operational resilience. Northfield & Associates upholds a culture of applied insight and innovation, supporting clients across digital transformation, growth strategy, and organizational capability building. The firm advises individual, leading global corporations, midsize enterprises, government agencies, and mission-driven organizations through long-term partnerships. Enterprise-wide risk management, professional ethics, and fiduciary standards are embedded across all operations. Northfield & Associates’ diverse, globally unified teams are committed to execution certainty and sustainable, risk-adjusted returns aligned with ESG and stakeholder objectives.
Forward-Looking Information
This news release contains forward-looking information. All statements, other than statements of historic fact, that address activities, events or developments that the Company believes, expects or anticipates will or may occur in the future constitute forward-looking information.
This forward-looking information reflects the current expectations or beliefs of the Company based on information currently available to the Company.
Forward-looking information is subject to a number of risks and uncertainties that may cause the actual results of the Company to differ materially from those discussed in the forward-looking information, and even if such actual results are realized or substantially realized, there can be no assurance that they will have the expected consequences to, or effects on the Company. Factors that could cause actual results or events to differ materially from current expectations include, among other things: the failure to finalize negotiations concerning the increase of the Loan or to close such transaction and the failure of the Company to complete the acquisition of the Company Facility; operating performance of facilities; environmental and safety risks; delays in obtaining or failure to obtain necessary permits and approvals from government authorities; unavailability of plant, equipment or labour; inability to retain key management and personnel; changes to regulations or policies affecting the Company’s activities; and the other risks disclosed under the heading “Risk Factors” and elsewhere in the Company’s amended annual information.
Forward-looking information speaks only as of the date on which it is made and, except as may be required by applicable securities laws, the Company disclaims any intent or obligation to update any forward-looking information, whether as a result of new information, future events or results or otherwise. Although the Company believes that the assumptions inherent in the forward-looking information are reasonable, forward-looking information is not a guarantee of future performance and accordingly undue reliance should not be put on such information due to the inherent uncertainty therein.
Questions?
info@northfied.biz
Within Corporate Newsroom
Media Contact:
media@northfied.biz
Press contact
PR consultants press@northfied.biz
NOT LEGAL ADVICE. Information made available on this website in any form is for information purposes only. It is not, and should not be taken as, legal advice. You should not rely on, or take or fail to take any action based upon this information. Never disregard professional legal advice or delay in seeking legal advice because of something you have read on this website. Northfield & Associates professionals will be pleased to discuss resolutions to specific legal concerns you may have.
Canadian charities can participate in political activities, but only within strict limits set by the law. They are allowed to engage in public policy dialogue and advocacy as long as their actions are non-partisan and directly support their charitable purpose.
This means charities can influence laws and policies but cannot support or oppose any political party or candidate.
These rules help charities focus on their mission without becoming involved in election campaigns or political endorsements. Charities must keep their political work connected to their stated purposes and avoid anything that looks like backing a specific party or candidate, especially during elections.
Understanding these guidelines is important for anyone interested in how charities operate within Canada’s legal system. This article will explain what is allowed and what is prohibited, offering clear insight into the political role of Canadian charities.
Legal Status of Political Campaign Participation
Canadian charities have clear legal boundaries when it comes to engaging in political campaigns. These boundaries are set by charity law and the Income Tax Act, which regulate the nature and extent of political involvement allowed while maintaining charitable status.
The Canada Revenue Agency (CRA) plays a key role in overseeing compliance with these laws.
Charity Law and the Income Tax Act
Charity law in Canada requires that a charity have exclusively charitable purposes. Political purposes, such as supporting a political party or candidate, are not considered charitable.
The Income Tax Act (ITA) reflects this by restricting charities from engaging in partisan political activities.
Charities can participate in non-partisan political activities if these are connected and subordinate to their charitable goals. Non-partisan political activities include public policy dialogue and communications that do not explicitly support or oppose any political party or candidate.
The ITA prohibits charities from spending too much of their resources on political activities that stray beyond their charitable purposes. Attempting to influence laws or government policies for partisan reasons can risk their registered status.
Registered Charities and Charitable Status
To maintain registered charity status, organizations must devote all their resources to charitable purposes. Charities may engage in political activities only if these further their stated charitable objectives without bias toward political parties.
If a charity focuses largely on political campaigns or partisan actions, it risks losing its charitable status. Any political activity must remain secondary and limited in scope.
Charities can inform the public about issues, but cannot call for political action supporting specific parties or candidates.
Charities that want to participate extensively in political campaigning can set up separate non-charitable organizations. These bodies can freely engage in politics but cannot issue tax receipts or receive funding from the charity for political purposes.
Canada Revenue Agency Oversight
The CRA monitors charities to ensure compliance with the Income Tax Act and charity law. It assesses whether political activities are non-partisan and connected to charitable purposes.
The CRA may investigate if a charity appears to use too much of its resources on political activities or partisan causes.
The agency provides guidance to charities on allowable political activities and enforces rules against illegal or partisan involvement. It requires that charities avoid explicitly supporting or opposing political parties or candidates in public communications.
Failure to follow CRA rules on political activities can result in penalties or the revocation of charitable status. The CRA regularly updates its policies to reflect changes in law and consults with the voluntary sector to clarify acceptable political engagement.
Defining Political Activities and Charitable Purposes
Canadian charities must clearly separate their charitable purposes from political activities. They can engage in some political actions but only if these are non-partisan and support their charitable goals without crossing legal limits.
Understanding the differences helps charities stay compliant.
Charitable Purposes vs. Political Purposes
Charitable purposes are goals recognized by law to provide a public benefit. These include activities like relieving poverty, advancing education, or protecting the environment.
A charity’s purpose must be clearly stated in its governing documents.
Political purposes focus on supporting or opposing a political party or candidate, or trying to change laws or government decisions. These are not allowed as a charity’s main goal because political purposes do not meet the legal definition of charity.
Courts say charities must avoid taking sides in political debates.
A charity may partake in political activities only if they are directly connected and subordinate to its charitable purpose. This means political efforts must help further its main goals, not replace them.
Types of Political Activities
Political activities include efforts to influence public policy or encourage political action. These must be non-partisan or neutral.
Prohibited activities include:
Supporting or opposing a political party or candidate
Partisan campaigning or direct political lobbying
Permitted political activities are:
Public policy dialogue related to the charity’s purpose
Providing well-reasoned information without urging support for a party or candidate
Encouraging public engagement in policy debate in a neutral way
Charities must ensure political activities do not become their primary focus to maintain their registered status.
Political Campaigns and Advocacy
Charities are not allowed to take part in election campaigns by supporting or opposing candidates or parties. Doing so risks their charitable status.
However, charities can engage in advocacy to influence policies that align with their charitable purposes. This means informing the public, commenting on laws, or speaking with policymakers about issues relevant to their mission.
All advocacy must avoid direct political endorsements and must be based on solid evidence and charity goals. Advocacy cannot ask the public to vote for or against specific candidates or parties.
It must contribute to public policy debate without becoming partisan.
Permitted Political Activities for Charities
Canadian charities can engage in specific political activities if they relate directly to their charitable purposes. These activities must not support or oppose any political party or candidate.
Charities focus on influencing public policy in ways that benefit the public and align with their missions.
Public Policy Dialogue and Development Activities
Charities may take part in public policy dialogue and development activities (PPDDAs) when these activities further their charitable purposes. This includes research, advocacy, or discussions aimed at changing laws, policies, or government decisions.
For example, a charity focused on education might lobby for better school funding. These activities must provide a clear public benefit and be connected to the charity’s stated purpose, such as advancing education or providing social services.
There are no limits on how much time or resources a charity can dedicate to PPDDAs, as long as they do not support political parties or candidates directly or indirectly.
Non-Partisan Political Activity
Charities must remain non-partisan in their political activities. This means they cannot directly or indirectly support or oppose any political party or candidate, even during elections.
They may share information about the policy positions of parties in a neutral way, but must avoid endorsement or criticism of specific individuals running for office.
Examples of prohibited actions include endorsing a candidate on social media, donating resources to a campaign, or allowing a political party to use charity facilities. Instead, charities focus on issues, not parties or candidates.
Public Awareness Campaigns
Charities may run public awareness campaigns to educate people about issues related to their charitable purposes. These campaigns often aim to inform the public or influence government policy on topics like poverty, health, or the environment.
Such campaigns must be factual and not misleading. They can include social media posts, newsletters, or public events but must avoid partisan content or calls to support or oppose a political party or candidate.
These campaigns help charities advance their causes by raising understanding and encouraging participation in public policy discussions without getting involved in partisan politics.
Prohibited Political Activities and Partisanship
Canadian charities must avoid any actions that support or oppose political parties or candidates. Their activities must remain neutral to keep their registered status.
Certain political activities are specifically banned to prevent partisanship and protect the charity’s focus on its stated purpose.
Partisan Political Activities
Partisan political activities are illegal for Canadian charities. These include any direct or indirect support or opposition to political parties or candidates for public office.
For example, charities cannot endorse a political party, fund a campaign, or publicly oppose a candidate.
This restriction applies broadly to activities involving elected representatives and public officials. Even indirect actions, such as providing resources that benefit one party or candidate, are prohibited.
Charities must keep their advocacy strictly non-partisan and focused on issues, not on election outcomes.
Endorsement of Political Parties or Candidates
Charities cannot endorse or appear to support political parties or candidates in any way. This includes social media posts, public speeches, or invitations to events that favor one candidate over others.
Showing partiality during elections damages neutrality and breaks legal rules.
Inviting all candidates equally to speak is allowed, but favoring one is not. Charities also cannot donate funds, provide free services, or allow their assets to be used by political parties or candidates.
Monitoring public platforms for partisan comments and removing these is recommended to maintain compliance.
Consequences for Violations
Violating these rules can lead to serious consequences. The Canada Revenue Agency (CRA) may revoke the charity’s registration, removing its tax-exempt status.
Charities can also face penalties or legal action for improper political involvement. Loss of status means charities lose donor tax benefits and face increased scrutiny.
Maintaining clear records showing no partisan activity helps charities during audits. Even unintentional support or opposition, revealed through internal documents or staff actions, can be grounds for sanctions.
Operational Guidelines and Best Practices
Canadian charities must carefully manage how they engage in political activities to stay within legal limits and maintain their status. Proper use of resources, detailed record-keeping, and focusing on public policy rather than elections are essential to comply with CRA rules and avoid risks.
Resource Allocation and Expenditure Limits
Charities can devote up to 100% of their resources to public policy dialogue and development activities (PPDDAs) linked to their charitable purposes. The Income Tax Act does not set a specific limit on spending for these activities.
However, charities must avoid any direct or indirect support of political parties or candidates.
Spending on media campaigns, such as newspaper ads or mail campaigns, must relate strictly to policy issues, not election outcomes. Charities may transfer resources to qualified donees for political advocacy that aligns with their purposes.
All expenditures should be reasonable, necessary, and proportionate to the charity’s mission, following CRA’s policy statement CPS-022.
Transparency and Record-Keeping
Maintaining clear and accurate records is critical. Charities must document how each political activity furthers their stated charitable purpose.
This includes internal communications like emails, meeting minutes, and strategic reports, as well as external materials like newsletters, social media posts, and advertisements. Records should show the connection between political activities and public benefit.
A communications specialist can help ensure that public messages are truthful, not misleading, and comply with CRA guidelines. Transparent record-keeping also prepares charities for audits and supports continued registration.
Engaging in Public Policy Without Campaigning
Charities may advocate for changes to laws, policies, or government decisions linked to their charitable goals but must avoid supporting or opposing any political party or candidate.
This means they can lobby or mobilize the public on issues but cannot endorse or campaign for election winners.
Activities like hosting public forums with all candidates or promoting policy issues evenly among parties are permitted. Charities should focus on policy-based messaging and avoid partisan language.
Following CRA’s guidelines helps them use advocacy to further their mission without risking legal problems.
Recent Changes and Evolving Guidance
Canadian laws and policies have changed to give charities clearer rules on political activities. These changes focus on what charities can do without risking their registered status.
Updates to laws and policy statements help define limits and provide more flexibility for advocacy that matches their charitable goals.
Amendments to the Income Tax Act
The Income Tax Act now allows charities to engage in unlimited public policy dialogue and development activities (PPDDAs) as long as these activities further their stated charitable purposes.
This means charities can spend up to 100% of their resources on advocacy, lobbying, or other public policy efforts that support their mission.
However, the Act strictly forbids charities from supporting or opposing any political party or candidate. This ban covers both direct and indirect support.
Charities may express opinions about laws or policies but cannot endorse or work for any candidate or party.
CRA Policy Statement Updates
The Canada Revenue Agency (CRA) replaced its previous policy statement CPS-022 with updated guidance on political activities. This guidance clarifies what is allowed under the new legal framework.
It emphasizes the need for charities to keep detailed records showing how their political activities connect to their charitable purposes.
The updated policy also explains that charities can provide information, conduct research, advocate for policy changes, and mobilize public participation. It warns against any actions that look like direct or indirect support for political parties or candidates, especially during elections.
Impact on Charities in Canada
These changes have expanded the advocacy space for charities. Charities are now encouraged to take a more active role in public policy.
They can engage in debates and influence laws related to their objectives without fearing loss of status. At the same time, charities must carefully avoid prohibited activities.
Maintaining transparency in communications and monitoring public platforms help prevent unintentional political endorsements. The evolving guidelines require charities to balance active participation with strict legal compliance.
This ensures their political work remains focused on charitable goals.
Lobbying and Advocacy Techniques for Charities
Canadian charities use specific methods to influence public policy and support their missions. These methods must follow rules to keep their status and remain non-partisan.
Effective lobbying and advocacy include working with officials and focusing on issues. Charities must also respect legal limits.
Collaborating with Public Officials
Charities can meet with public officials to share information and suggest policy changes related to their cause. These meetings are a chance to provide evidence-based advice without endorsing any political party or candidate.
It is important for charities to be clear and factual when talking with public officials. Staying mission-focused helps build trust and keeps charities involved in policy discussions.
Charities must record their contacts and keep track of the topics discussed. This transparency supports accountability and compliance with federal rules.
Conducting Issue-Based Campaigns
Charities can run campaigns that focus on specific social or environmental issues tied to their goals. These campaigns raise public awareness and aim to influence policy without supporting parties or candidates.
Tools include publishing reports and hosting educational events. Social media can also be used to share non-biased information.
This approach helps charities build community support and encourage public discussion. Campaigns should avoid political language or partisan messages.
The focus stays on facts and solutions related to the charity’s mission. This keeps advocacy legal and effective.
Working Within Legal Boundaries
Charities must follow strict regulations when engaging in lobbying and advocacy. Activities should not overshadow their main charitable work.
They must avoid partisan political actions. Federal rules require charities to register certain lobbying efforts and report them properly.
Staff and volunteers should be trained on these rules to avoid problems. Maintaining detailed records of all advocacy activities helps charities prove compliance.
This protects their registered status and ensures they can continue influencing policy safely.
Practical Tips for Staying Compliant
If you’re part of a Canadian charity, you might be wondering how you can get involved in political issues while staying within the rules. Political engagement can be a powerful way to advocate for your mission, but it’s important to follow the guidelines set by the Canada Revenue Agency (CRA). This article breaks down these rules and offers practical tips to help your charity make an impact without crossing any lines.
What Are the Rules for Charities Engaging in Politics?
Your charity cannot support or oppose a specific political party or candidate. Here’s what this means:
Allowed: Raising awareness about an issue that aligns with your charity’s purpose, like hosting a community forum on climate change.
Not Allowed: Publicly endorsing a candidate in an election.
2. Advocacy Must Connect to Your Mission
Charities can advocate for changes to laws or policies as long as it’s tied to their mission. For example:
An environmental charity might campaign for stronger pollution regulations.
A health charity could push for better mental health funding.
3. Resource Allocation Matters
While there’s no longer a strict percentage limit on political activities, these efforts must not overshadow your core charitable work. Keep political advocacy secondary to your main activities.
How Can Charities Engage Without Crossing the Line?
Here are some practical ways your charity can get involved in political discussions while staying compliant:
1. Educate the Public
Create opportunities to inform your community about issues you care about. For instance, publish educational materials or host workshops. A charity focused on poverty reduction might hold seminars on affordable housing policies.
2. Submit Policy Proposals
Write evidence-based recommendations for policymakers. For example, a charity working on food security could present ideas for reducing food waste to a provincial government.
3. Collaborate with Others
Work with other organizations to amplify your voice. Teaming up with like-minded groups can make your message stronger—just ensure the focus stays on the issue, not politics.
4. Be Strategic on Social Media
Social platforms are great for spreading your message but keep your posts neutral. Share facts, encourage discussion, and avoid showing support for any political party or candidate.
Consequences of Non-Compliance
Failing to follow CRA guidelines can have serious consequences, including losing your registered charity status. To stay on track:
Keep Records: Document your activities, including what you did, why, and how it aligns with your mission.
Train Your Team: Make sure staff and volunteers understand the rules.
Canadian charities can engage in political activities, but only within clear legal limits. Their actions must be non-partisan and connected to their charitable purposes.
They should not support or oppose any political party or candidate. Understanding these rules helps charities avoid risks to their registered status.
Engaging in political issues is a meaningful way for Canadian charities to drive change. By following CRA rules, your charity can participate in public policy discussions while protecting its registered status. Learn more by checking out the CRA’s webinar on this topic reference above.
For charities with questions or concerns about political involvement, contacting Northfield & Associates is a smart step. They offer expert advice on navigating complex rules and ensuring compliance.
At Northfield & Associates our expert teams guidance on compliance requirements. Our team understands Canadian charity law and can help ensure your organisation follows proper procedures.
Canadian charities must carefully follow rules on political activities. These rules limit donations, campaigning, and partisan support to ensure charities stay within legal boundaries.
Missteps can risk their registered status.
Can charities donate to political campaigns?
No. Canadian charities cannot donate money or resources to political parties or candidates.
Giving funds to support political campaigns is against the rules and can threaten a charity’s registration.
Can federal employees volunteer for political campaigns?
Yes, federal employees may volunteer for political campaigns, but they must follow specific workplace rules to avoid conflicts of interest.
Their volunteering should be done on personal time without using their official position.
Are political parties non profit?
Political parties in Canada are not considered charities, but they operate as nonprofit organizations. They have separate rules and regulations distinct from charities.
This is especially important regarding fundraising and political activities.
Can Canadian charities participate in political campaigns?
Canadian charities cannot directly support or oppose political parties or candidates. They may engage in public policy dialogue and advocacy connected to their charitable purposes.
These activities must be clearly non-partisan.
What does “non-partisan” mean for charities?
For charities, non-partisan means not supporting or opposing any political party or candidate. Charities may discuss issues related to their mission but cannot endorse or criticize specific parties or politicians.
What happens if a charity violates the CRA’s political activity rules?
If a charity breaks the rules, the Canada Revenue Agency (CRA) can investigate.
Consequences include warnings, penalties, or removal of charitable status.
Losing charitable status stops the charity from issuing tax receipts and receiving tax benefits.
Ready for better nonprofit reporting?
At Northfield & Associates, we have a team of professional bookkeepers and accountants to help your organization manage the books so that you can breeze through tax season.
We’re often asked by prospective clients what our Bookkeeping Service covers? People want to know what specific tasks we do, and what their responsibility is. This brief explainer page will answer that question. This is by no means an exhaustive list, but covers the most frequently asked questions.
Getting Started
Review your existing books for needed corrections or back-work
Chart of accounts setup or amendment
Assistance with setting up bank feeds
Limited assistance* with setting up payroll (QBO or Gusto only)
Your books brought current and reconciled if needed
Ongoing Monthly Bookkeeping
After-the-fact transaction recording
Post to general ledger
Post to other ledgers (as needed)
Bank account reconciliation
Monthly financial statements
Other bookkeeping services, as required
Best-practice bookkeeping advice and counsel
Year End
Assistance with 1099-NEC preparation*
Assistance with 1099-MISC preparation*
Year-end financial statements and period-end closing
What We Don’t Do
Pay bills
We do not offer bill-pay services at this time, nor do we manage Accounts Payable (AP) or Accounts Receivable (AR).
Payroll tax responsibility
Our bookkeepers can assist you in setting up your initial payroll service in QBO or Gusto. We are not responsible for entering payroll hours/salary, accruing payroll taxes, nor the transmittal of payroll taxes to the IRS or the state. Your full-service payroll provider (QBO, Gusto, or whatever other service a client uses) will be the responsible party for payroll and payroll tax compliance.
*Payroll deductions and benefits
We provide assistance with setting up a payroll account in either Quickbooks Online or Gusto, including entry of employee data. We do not assist in state registrations, benefits, or advise on deductions. Those service areas are provided directly by either QBO or Gusto.
Preparation of W2s
Similar to the last item, your full-service payroll provider (QBO/Gusto) is responsible for preparation of Form W2 for employees.
Sales tax reporting
For those nonprofits that sell taxable goods and/or services, your bookkeeper will assist in accounting for sales taxes collected and transmitted, but we do not prepare state sales tax reports.
Donation recording
We do not provide individual donation data entry into your neither your donor CRM nor Quickbooks Online, nor do we prepare year-end donor acknowledgements.
Administrative tasks
We cannot provide administrative services unrelated to our bookkeeping function.
Attend board meetings
Due to the constraints of time and distance, we are unable to be present, physically nor virtually, at a meeting of a client’s board of directors.*May incur additional fee per 1099-NEC or 1099-MISC.
Let’s Collaborate & Make a Difference!
Partner with us to amplify your mission. Whether it’s Charity accounting, financial transparency, or strategic growth—we’re here to help you create meaningful impact. Let’s work together to build a better future!
In this evolving economic landscape, collaboration with our firm offers clients a strategic advantage. With Cambodia’s reform-driven investment environment and Canada’s expanding footprint in Southeast Asia, our team of experienced consultants and legal advisors provides tailored guidance to help businesses navigate cross-border opportunities. We focus in developing comprehensive legal strategies, structuring international partnerships, and ensuring compliance in emerging markets.
By leveraging our regional insight and international expertise, you benefit from a trusted partner dedicated to helping you capitalize on growth potential in Cambodia and beyond.
Your Trusted Partner in International Bilateral Relations
At Northfield & Associates are focus in Foreign Direct Investment (FDI), international trade missions, and cross-border legal strategy. Our team of experienced consultants and legal advisors offers tailored guidance and strategic insight to help you navigate the complexities of international partnerships and development opportunities.
Whether you choose to meet in person at one of our offices or connect virtually, we provide flexible and accessible consultation options. During your session, we’ll assess your goals, review key documentation, and guide you through every stage of your FDI or trade mission engagement.
Let us help you take the next step with confidence supported by trusted legal and strategic counsel every step of the way.
Northfield & Associates
Advancing Global Partnerships, Together.
Take the First Step Today
If you believe you may be eligible for legal relief or simply need sound legal advice, we’re here to help. Contact us today to book your consultation. Let us provide the clarity, strategy, and peace of mind you need to move forward.
Disclaimer: The information contained in this article is provided for general information purposes only and does not constitute legal or other professional advice. Readers should seek tailored legal advice in relation to their personal circumstances.
We serve our clients in English, Cambodian, Vietnamese, Mandarin and Cantonese, especially in Asian clients.
If you or anybody that you know, think that you meet the requirements and wish to receive further information.
We can help you start the application process and confirm eligibility requirements to participate.
We Offer Consultations & Meetings by Phone & Virtually. Affordable Fees.
Book a Consultation Today
Contact Northfield & Associates today to schedule a consultation with an experienced Consultant.
Northfield & Associates International Corporation is a global consulting firm serving private enterprises, public institutions, not-for-profit organizations, and institutional capital providers. Operating across Cambodia, Canada, and global markets, the firm supports capital deployment, regulatory navigation, and enterprise decision-making in complex economic and geopolitical environments. Northfield & Associates delivers customized, execution-focused advisory solutions that drive measurable transformation, strengthen competitiveness, and enhance long-term highest value opportunities. The firm incorporates consulting, legal, regulatory, financial, and risk expertise to enable disciplined capital allocation, strong governance, and operational resilience. Northfield & Associates upholds a culture of applied insight and innovation, supporting clients across digital transformation, growth strategy, and organizational capability building. The firm advises individual, leading global corporations, midsize enterprises, government agencies, and mission-driven organizations through long-term partnerships. Enterprise-wide risk management, professional ethics, and fiduciary standards are embedded across all operations. Northfield & Associates’ diverse, globally unified teams are committed to execution certainty and sustainable, risk-adjusted returns aligned with ESG and stakeholder objectives.
Forward-Looking Information
This news release contains forward-looking information. All statements, other than statements of historic fact, that address activities, events or developments that the Company believes, expects or anticipates will or may occur in the future constitute forward-looking information.
This forward-looking information reflects the current expectations or beliefs of the Company based on information currently available to the Company.
Forward-looking information is subject to a number of risks and uncertainties that may cause the actual results of the Company to differ materially from those discussed in the forward-looking information, and even if such actual results are realized or substantially realized, there can be no assurance that they will have the expected consequences to, or effects on the Company. Factors that could cause actual results or events to differ materially from current expectations include, among other things: the failure to finalize negotiations concerning the increase of the Loan or to close such transaction and the failure of the Company to complete the acquisition of the Company Facility; operating performance of facilities; environmental and safety risks; delays in obtaining or failure to obtain necessary permits and approvals from government authorities; unavailability of plant, equipment or labour; inability to retain key management and personnel; changes to regulations or policies affecting the Company’s activities; and the other risks disclosed under the heading “Risk Factors” and elsewhere in the Company’s amended annual information.
Forward-looking information speaks only as of the date on which it is made and, except as may be required by applicable securities laws, the Company disclaims any intent or obligation to update any forward-looking information, whether as a result of new information, future events or results or otherwise. Although the Company believes that the assumptions inherent in the forward-looking information are reasonable, forward-looking information is not a guarantee of future performance and accordingly undue reliance should not be put on such information due to the inherent uncertainty therein.
Questions?
info@northfied.biz
Within Corporate Newsroom
Media Contact:
media@northfied.biz
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NOT LEGAL ADVICE. Information made available on this website in any form is for information purposes only. It is not, and should not be taken as, legal advice. You should not rely on, or take or fail to take any action based upon this information. Never disregard professional legal advice or delay in seeking legal advice because of something you have read on this website. Northfield & Associates professionals will be pleased to discuss resolutions to specific legal concerns you may have.
Provinces and territories seek skilled workers to immigrate to Canada using the Provincial Nominee Program, otherwise referred to as PNP. This program is designed to attract educated, skilled workers to immigrate directly to a specific province to fill a specific labour need. Within PNP, immigrants can become a permanent resident of Canada using Base and Express Entry program models. Note: Quebec and Nunavut do not participate in the Provincial Nominee Program within Canada.
As this program is designed to attract experienced members of the workforce that will contribute directly to the economy of the province or territory that they are applying to live and work in, this program has been successful at increasing both immigrant populations and driving economies when in need. Often, students, semi-skilled workers and experienced skilled workers are the most desired applicants within the Provincial Nominee Program.
When completing the Provincial Nominee Program, you can complete a Base program application or an Express Entry program application. Both programs can assist you in becoming a permanent resident of Canada.
Within the Base program, applicants will apply directly with the province or territory they wish to reside in, using the PNP application process. Upon receipt of the application, the province/territory will confirm that all eligibility requirements have been reached and issue a letter of nomination. From there the application can apply for permanent residency with IRCC, Immigration, Refugees and Citizenship Canada. This application process may take longer due to processing times.
When applying to the expressed entry program, you have an option of completing your application 2 ways. The first way allows you to apply for nomination directly with the province/territory in which you wish to reside. Once it is confirmed all requirements have been reached, the province/territory will automatically show you as nominated on your Express Entry profile.
The second application process allows you to create an Express Entry profile to showcase your application to all the provinces and territories you are interested in residing in. Should a province/territory electronically mark your application with a “notification of interest”, you can then apply to reside there directly using the Express Entry stream.
Once you have been accepted by a province/territory under the Express Entry application for the Provincial Nominee Program, you will automatically receive 600 points towards your permanent residency application status.
In both program applications, you will be required to pass a medical exam and obtain a police check throughout the process.
If you are interested in applying to the Provincial Nominee Program or would like to discuss different immigration options, book a consultation with Northfield & Associates.
Disclaimer: The information contained in this article is provided for general information purposes only and does not constitute legal or other professional advice. Readers should seek tailored legal advice in relation to their personal circumstances.
We serve our clients in English, Cambodian, Vietnamese, Mandarin and Cantonese, especially in Asian clients.
If you or anybody that you know, think that you meet the requirements and wish to receive further information.
We can help you start the application process and confirm eligibility requirements to participate.
We Offer Consultations & Meetings by Phone & Virtually. Affordable Fees.
Book a Consultation Today
Contact Northfield & Associates today to schedule a consultation with an experienced Consultant.
Northfield & Associates International Corporation is a global strategic advisory and consulting firm partnering with private equity, sovereign, and institutional investors to deploy capital, manage regulatory, supporting senior leadership, boards, and capital providers across Cambodia, Canada, and international markets operating in complex regulatory, economic, and geopolitical environments, and drive enterprise value creation across complex global markets.
We advise boards, executives, entrepreneurs, and public-sector decision-makers on business strategy, institutional transformation, and high-stakes market challenges requiring disciplined judgment, capital efficiency, and execution certainty. Our work is concentrated across priority global sectors, including agribusiness, aviation and automotive, energy and natural resources, financial services, healthcare, infrastructure, real estate, immigration, education, and information technology.
Our platform integrates sector-specific intelligence with multidisciplinary advisory capabilities. Clients benefit from coordinated access to consulting, legal and regulatory counsel, financial management, risk assessment, real estate advisory, immigration, education, and technology expertise. This integrated model supports informed capital allocation, regulatory-compliant investment structuring, and execution-ready strategies designed to optimise returns, preserve downside protection, and enhance risk-adjusted performance.
Northfield combines consulting rigor with legal and regulatory judgment to support capital markets-aligned decision-making in complex, regulated, and rapidly evolving environments. We partner with private enterprises, institutional investors, family offices, and public-sector entities to structure, deploy, and manage capital effectively; strengthen governance; mitigate regulatory and geopolitical risk; and drive sustainable enterprise value creation.
Our engagements span strategy formulation, operational optimisation, organisational design, and change execution. We deliver measurable outcomes that improve financial performance, support disciplined growth, enhance valuation, and generate durable returns on investment for investors, shareholders, and institutional stakeholders. We operate with independence, precision, and accountability, aligned with long-term value creation and fiduciary standards.
Forward-Looking Information
This news release contains forward-looking information. All statements, other than statements of historic fact, that address activities, events or developments that the Company believes, expects or anticipates will or may occur in the future constitute forward-looking information.
This forward-looking information reflects the current expectations or beliefs of the Company based on information currently available to the Company.
Forward-looking information is subject to a number of risks and uncertainties that may cause the actual results of the Company to differ materially from those discussed in the forward-looking information, and even if such actual results are realized or substantially realized, there can be no assurance that they will have the expected consequences to, or effects on the Company. Factors that could cause actual results or events to differ materially from current expectations include, among other things: the failure to finalize negotiations concerning the increase of the Loan or to close such transaction and the failure of the Company to complete the acquisition of the Company Facility; operating performance of facilities; environmental and safety risks; delays in obtaining or failure to obtain necessary permits and approvals from government authorities; unavailability of plant, equipment or labour; inability to retain key management and personnel; changes to regulations or policies affecting the Company’s activities; and the other risks disclosed under the heading “Risk Factors” and elsewhere in the Company’s amended annual information.
Forward-looking information speaks only as of the date on which it is made and, except as may be required by applicable securities laws, the Company disclaims any intent or obligation to update any forward-looking information, whether as a result of new information, future events or results or otherwise. Although the Company believes that the assumptions inherent in the forward-looking information are reasonable, forward-looking information is not a guarantee of future performance and accordingly undue reliance should not be put on such information due to the inherent uncertainty therein.
Questions?
info@northfied.biz
Within Corporate Newsroom
Media Contact:
media@northfied.biz
Press contact
PR consultants press@northfied.biz
NOT LEGAL ADVICE. Information made available on this website in any form is for information purposes only. It is not, and should not be taken as, legal advice. You should not rely on, or take or fail to take any action based upon this information. Never disregard professional legal advice or delay in seeking legal advice because of something you have read on this website. Northfield & Associates professionals will be pleased to discuss resolutions to specific legal concerns you may have.
What to Include in the Bylaws of a Canadian Non-profit
Nonprofit bylaws serve as the internal rulebook that governs how your organization operates on a day-to-day basis. While your articles of incorporation establish your nonprofit’s legal existence and core purpose, your bylaws provide the detailed procedures for running board meetings, electing directors, managing finances, and making organizational decisions. Every incorporated nonprofit in Canada is legally required to have bylaws, whether you’re operating under federal legislation like the Canada Not-for-Profit Corporations Act (NFP Act) or provincial laws such as Ontario’s Not-for-Profit Corporations Act (ONCA).
The difference between federal and provincial bylaws matters significantly. Federal nonprofits must comply with the NFP Act’s requirements, while provincial organizations follow their respective provincial statutes. These laws set out mandatory provisions that must appear in your bylaws, such as how directors are elected, how meetings are called, and how amendments are made. Understanding which legislation applies to your organization is the first step in creating compliant bylaws.
Many nonprofits make the critical mistake of copying bylaws from other organizations or downloading generic templates from the internet without considering whether these documents match their structure and needs. This approach creates confusion, governance conflicts, and potential legal problems down the road. Bylaws borrowed from American nonprofits are particularly problematic, as U.S. charity law differs substantially from Canadian requirements. The better practice is working with an experienced charity and nonprofit lawyer who can start with a compliant template and customize it to fit your organization’s unique circumstances.
Nonprofit bylaws are the governance roadmap for the organization’s officers and directors. Many nonprofits look to the bylaws of other nonprofit organizations or samples gleaned from the internet with no regard to whether the bylaws match the structure and style of their organization. This approach leads to confusion and board conflict.
The better practice is to work with a knowledgeable charity and nonprofit lawyer, starting with a compliant template, and tailoring it to the needs of your organization.
Essential Elements of Canadian Nonprofit Bylaws
Nonprofit bylaws should include, at a minimum, the following essential elements:
1. Governance Structure and Membership Model
The governance structure determines who controls your nonprofit and how power is distributed within the organization. This fundamental decision shapes everything else in your bylaws. The board must decide whether to create a member-driven nonprofit or a board-driven organization, and whether to allow life memberships.
In a member-driven model, members have voting rights and can elect directors, approve major decisions, and potentially remove board members. This structure works well for organizations that want community input and democratic governance, such as community centers, sports associations, or professional networks. In contrast, a board-driven nonprofit has no voting members, and the board is self-perpetuating, meaning existing directors appoint new directors. This model suits organizations where specialized expertise is needed or where the founding vision needs protection.
Life memberships create additional complexity because they cannot be easily terminated or modified. If someone holds a life membership, they typically retain voting rights for their entire lifetime unless the bylaws specify otherwise. This decision determines control for the life of the nonprofit, so it should be made carefully with legal guidance. Many organizations regret granting life memberships years later when they want to change governance structures.
2. Director Terms and Board Composition
Your bylaws must specify how long directors serve and how terms are structured. The two main approaches are staggered terms and successive terms, each with distinct advantages. Staggered terms divide directors into groups whose terms expire at different times. For example, a nine-member board might have three directors elected each year for three-year terms. This provides board stability and institutional memory since experienced directors always remain on the board.
Successive terms mean all directors’ terms end simultaneously, typically at the annual general meeting. While this approach allows for complete board renewal if needed, it risks losing organizational knowledge if multiple experienced directors leave at once. Most lawyers recommend staggered terms for stability.
Your bylaws should also address the minimum and maximum number of directors, qualifications for serving, residency requirements (particularly important for federal nonprofits under the NFP Act), and whether directors can serve consecutive terms. Some organizations limit directors to two or three consecutive terms to ensure fresh perspectives, while others allow unlimited re-election to retain experienced leaders.
3. Officer Roles and Responsibilities
Officers are the individuals who hold specific leadership positions such as president, vice-president, secretary, and treasurer. Your bylaws must clarify whether officers are elected by the membership, appointed by the board, or elected by directors from among themselves. Each approach affects accountability and governance dynamics.
The bylaws should define each officer’s duties clearly. The president typically chairs board meetings and represents the organization publicly. The secretary maintains corporate records, takes meeting minutes, and ensures proper notice is given for meetings. The treasurer oversees financial records, provides financial reports, and ensures proper bookkeeping. Many organizations add vice-presidents or other specialized roles depending on their needs.
Officer terms should be specified, including whether they align with director terms or operate independently. The bylaws must also explain how officers are removed from their positions, either through resignation, termination by the board, or loss of director status. Clear removal procedures prevent governance paralysis when officer changes become necessary.
4. Voting Procedures and Quorum Requirements
Voting procedures govern how decisions are made at member meetings and board meetings. Your bylaws must establish what constitutes a quorum, which is the minimum number of people required to conduct official business. Without a quorum, no valid decisions can be made. For board meetings, quorum is typically set at a majority of directors or a specific fraction like one-third, depending on your organization’s preference.
For member meetings, quorum requirements vary based on your membership size and engagement levels. Small organizations might require 20-30% of members to attend, while large organizations might set lower thresholds to ensure meetings can proceed. Your bylaws should also address whether proxies are permitted, allowing members to designate someone else to vote on their behalf, and whether electronic or telephone participation counts toward quorum.
Notice requirements go beyond statutory minimums to ensure members and directors receive adequate information before meetings. While legislation sets baseline notice periods, your bylaws can require longer notice or specific content in meeting notices, such as agenda items or financial statements. Any unique notice requirements for director and member annual general meetings beyond what is required by legislation should be clearly stated.
5. Committee Delegation and Structure
Committees allow boards to divide work efficiently and tap into specialized expertise. Your bylaws should explicitly permit committee delegation while clarifying that committees are advisory to the board and cannot make final decisions on major matters. The bylaws must specify which actions must be taken by the full board and cannot be delegated to committees.
Typically, matters like hiring or firing the executive director, approving the annual budget, amending bylaws, selling major assets, or dissolving the organization cannot be delegated to committees. However, committees can handle preliminary work, make recommendations, and manage specific programs or functions within their mandates.
The bylaws should state how committees are created and abolished, whether by board resolution or through specific bylaw provisions. They should also address committee composition, whether non-board members can serve, and how committee chairs are appointed. Common committees include governance, finance, fundraising, and program committees, but your organization’s needs will dictate the appropriate structure.
6. Conflict of Interest Policies
Conflicts of interest arise when a director or officer has a personal interest in a transaction involving the nonprofit. Canadian law requires nonprofits to manage these situations transparently to protect the organization’s interests. Your bylaws should include comprehensive provisions stating how the organization will manage transactions where there is a conflict of interest between the nonprofit and a director or officer.
A strong conflict of interest policy requires directors to disclose any potential conflicts before board discussions begin. The conflicted director should not participate in deliberations or vote on the matter, though they may provide factual information if requested. The decision should be made by the remaining disinterested directors, and the conflict and how it was managed should be documented in meeting minutes.
Your bylaws should also address related party transactions, such as paying directors for services, renting property from board members, or contracting with businesses owned by directors’ family members. While these transactions aren’t necessarily prohibited, they must be handled at arm’s length with proper disclosure, board approval, and fair market terms. The Canada Revenue Agency scrutinizes these transactions closely for registered charities.
7. Amendment Procedures
Your bylaws must clearly explain how they can be amended in the future. This procedural clarity prevents disputes when changes become necessary. Amendments may require approval by the board, the membership, a third party such as a founding organization, or some combination of these. The amendment process should balance the need for flexibility with appropriate safeguards against hasty changes.
Most organizations allow the board to amend bylaws, subject to member confirmation at the next member meeting, or require a special resolution of members (typically two-thirds vote). Some provisions, particularly those protecting charitable purposes or fundamental governance structures, might require higher thresholds or unanimous approval. The amendment process should also specify whether notice of proposed amendments must be provided in advance and whether members can propose amendments from the floor.
For registered charities, certain bylaw amendments may require advance approval from the Canada Revenue Agency, particularly if they affect charitable purposes, dissolution clauses, or fundamental restrictions. Your lawyer should review proposed amendments before they’re adopted to ensure continued compliance with charity law.
Additional Bylaw Provisions to Consider
Beyond the essential elements, comprehensive bylaws address several additional areas that protect your organization and streamline operations:
Indemnification and Insurance
Indemnification provisions protect directors and officers from personal liability for decisions made in good faith on behalf of the nonprofit. Your bylaws should state that the organization will indemnify directors and officers for legal costs and damages arising from their service, except in cases of fraud, dishonesty, or willful misconduct. This protection is crucial for attracting qualified board members who might otherwise worry about personal risk.
Directors and officers liability insurance (D&O insurance) provides additional financial protection. While bylaws cannot require the organization to purchase insurance, they can authorize it and establish expectations around coverage. Many funding organizations and government programs require nonprofits to maintain D&O insurance as a condition of receiving grants.
Borrowing Powers and Financial Authority
Your bylaws should clearly authorize the organization to borrow money, issue debt instruments, and secure loans with organizational assets. Without explicit borrowing powers in your bylaws, your nonprofit may face challenges obtaining necessary financing. The bylaws should specify whether borrowing requires board approval, member approval, or specific authorization thresholds.
Banking and signing authority provisions determine who can sign cheques, enter contracts, and bind the organization legally. Many organizations use a dual signature requirement for cheques over a certain amount or establish separate approval levels for different contract values. Clear signing authority prevents unauthorized commitments and reduces fraud risk.
Financial Year and Fiscal Matters
While it may seem minor, your bylaws should specify your financial year-end. This determines when your fiscal year closes, when financial statements are prepared, and when annual meetings occur. The financial year-end affects tax filing deadlines, audit timing, and grant reporting schedules, so it should align with your operational calendar.
Many organizations choose a year-end that falls during a slower operational period, making it easier to complete year-end tasks. Schools often use August 31, while organizations with summer programs might prefer December 31. The financial year-end specified in your bylaws must match what you report to government agencies.
Dissolution and Surplus Distribution
Dissolution clauses explain what happens if your nonprofit winds up operations. For registered charities, the Canada Revenue Agency requires specific language ensuring that remaining assets are distributed to other qualified donees rather than to members or directors. Even if you never plan to dissolve, these provisions are legally required and protect your charitable registration.
The bylaws should outline the dissolution process, including who can propose dissolution (typically requiring special member approval), how assets are liquidated, how debts are paid, and which organizations can receive surplus assets. The dissolution clause must comply with your incorporating legislation and, for charities, with CRA requirements.
Meeting Procedures and Electronic Participation
Modern bylaws should address virtual meetings, electronic voting, and remote participation. The COVID-19 pandemic proved that organizations need flexibility to meet electronically when in-person gatherings aren’t feasible. Your bylaws can authorize telephone or video conference meetings, electronic voting, and email ballots, subject to any legislative requirements.
Proxy voting allows members who cannot attend meetings to designate someone else to vote on their behalf. If your bylaws permit proxies, they should specify the required format, how long proxies remain valid, and whether proxy holders must be members. Some organizations prohibit proxies to encourage direct participation, while others embrace them for accessibility.
Record Keeping and Document Access
Canadian nonprofit legislation requires organizations to maintain specific corporate records, including articles of incorporation, bylaws, member lists, director lists, meeting minutes, and financial statements. Your bylaws should identify who is responsible for maintaining these records, where they’re kept, and how members and directors can access them.
Member rights to examine corporate records are typically protected by legislation, but your bylaws can provide additional detail about reasonable access procedures. Balancing transparency with privacy protection is important, particularly for sensitive information like donor records or personnel matters.
Federal vs. Provincial Bylaws: Understanding the Difference
Canadian nonprofits operate under either federal legislation (the Canada Not-for-Profit Corporations Act) or provincial statutes, and this choice significantly affects bylaw requirements. Federal nonprofits are incorporated through Corporations Canada and can operate nationwide, while provincial nonprofits are incorporated through their province’s corporate registry and primarily operate within that province.
The NFP Act includes mandatory bylaw provisions that federal nonprofits must include, such as director qualifications, notice of meetings, and member proposal procedures. Provincial statutes like Ontario’s ONCA have similar but not identical requirements. For example, the NFP Act requires that a majority of directors be Canadian residents, while Ontario’s ONCA requires a majority to be ordinarily resident in Canada. These subtle differences matter for compliance.
Federally incorporated nonprofits benefit from name protection across Canada and simplified extra-provincial registration if expanding operations. However, they face stricter corporate governance requirements and must file annual corporate information returns. Provincial nonprofits have simpler filing obligations but may need to register extra-provincially if operating outside their home province.
If you’re unsure which legislation governs your nonprofit, check your articles of incorporation. They’ll indicate whether you incorporated federally or provincially. If you incorporated provincially, identify which province’s nonprofit corporations act applies to your organization. Your bylaws must comply with the correct legislation to remain valid and enforceable.
Common Bylaw Mistakes to Avoid
Even well-intentioned nonprofits make serious bylaw errors that create legal and operational problems. Understanding these common mistakes helps you avoid them:
Copying bylaws from American organizations is perhaps the most frequent error. U.S. nonprofit law differs fundamentally from Canadian law in areas like charitable registration, tax receipting, director liability, and governance requirements. American bylaws typically won’t comply with Canadian legislation and may include provisions that create problems with the Canada Revenue Agency. Always use Canadian bylaw templates drafted for your jurisdiction.
Inconsistencies between articles and bylaws create confusion about which document controls. Your articles of incorporation are your nonprofit’s constitutional document and take precedence over bylaws when conflicts arise. If your articles say something different than your bylaws on fundamental issues like corporate purposes, dissolution, or membership classes, the articles govern. Regular legal reviews help identify and resolve these inconsistencies.
Missing mandatory provisions makes your bylaws legally deficient. Every incorporating statute requires specific provisions in bylaws, such as director election procedures, meeting notice requirements, and amendment processes. If your bylaws don’t include these mandatory elements, they may be deemed invalid or incomplete by government authorities.
Overly restrictive amendment procedures can trap your organization in outdated bylaws. While you want reasonable safeguards against hasty changes, requiring unanimous member approval or consent from organizations that no longer exist makes sensible updates impossible. Build in realistic amendment procedures that balance stability with necessary flexibility.
Unclear membership categories lead to disputes about voting rights and eligibility. If your bylaws create multiple membership classes without clearly defining privileges, obligations, and qualifications for each category, conflicts will arise. Be specific about who qualifies as a voting member, who can hold office, and how membership is acquired and terminated.
No conflict of interest policy or inadequate conflict provisions leave your organization vulnerable to improper transactions. The Canada Revenue Agency expects registered charities to have robust conflict of interest policies that require disclosure, recusal from voting, and documentation. Bylaws that ignore conflicts or handle them casually risk your charitable status and organizational reputation.
Understanding what to include in your bylaws is the first step. If you’re ready to start the drafting process, our comprehensive guide walks you through each stage of writing compliant, effective bylaws for your Canadian charity or nonprofit. Learn the step-by-step process in our article: How to Write Bylaws for a Charity Organization in Canada.
Conclusion
Well-crafted bylaws form the foundation of effective nonprofit governance in Canada. They prevent internal conflicts, protect directors and officers, ensure compliance with federal or provincial corporate law, and allow your organization to focus on its charitable mission instead of resolving governance disputes. The consequences of inadequate bylaws are serious from governance paralysis and board conflicts to jeopardized charitable registration and director liability. If you’re incorporating a new nonprofit, updating existing bylaws to comply with legislation like ONCA, or addressing governance challenges, contact Northfield & Associates for experienced legal guidance.
Our charity and nonprofit lawyers draft, review, and update bylaws for organizations across Canada, ensuring compliance with the NFP Act, provincial statutes, and Canada Revenue Agency requirements. We serve nonprofits and registered charities throughout Ontario and beyond with comprehensive services including incorporation, bylaw drafting, CRA compliance, and governance restructuring.
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Frequently Asked Questions
Do all Canadian nonprofits need bylaws?
Yes, every incorporated nonprofit in Canada must have bylaws. Whether you incorporated federally under the NFP Act or provincially under statutes like ONCA, bylaws are legally required. They’re one of the first documents you create after incorporation and must be filed with your corporate records. Unincorporated nonprofits (informal associations) aren’t legally required to have bylaws, but they should adopt governing documents to prevent internal disputes.
Can we amend our bylaws ourselves without a lawyer?
Legally, you can amend your bylaws following the procedures outlined in the bylaws themselves and your incorporating legislation. However, working with a charity lawyer is strongly recommended because bylaw amendments can have unintended legal consequences. For registered charities, certain amendments may require Canada Revenue Agency approval before implementation. An experienced lawyer ensures your amendments are legally compliant, don’t jeopardize your charitable status, and actually achieve your intended goals.
What’s the difference between articles of incorporation and bylaws?
Articles of incorporation are your nonprofit’s constitutional document that establishes its legal existence, corporate name, charitable purposes, and fundamental governance structure. Articles are public documents filed with the government. Bylaws are your internal operating rules that provide detailed procedures for running the organization. Bylaws are more easily amended than articles and typically aren’t filed publicly. When conflicts arise, articles take precedence over bylaws.
How often should we review and update our bylaws?
Best practice is reviewing your bylaws every three to five years, or whenever significant governance changes occur. Changes in legislation, such as when Ontario’s ONCA replaced the old Corporations Act, require bylaw updates to maintain compliance. You should also review bylaws when leadership transitions occur, when organizational growth changes governance needs, or when you discover provisions that don’t work well in practice. Regular legal audits help identify necessary updates before problems arise.
Do bylaws need to be filed with the government?
Requirements vary by jurisdiction. Federally incorporated nonprofits under the NFP Act must submit bylaws when first adopted and any subsequent amendments to Corporations Canada. Some provinces require bylaw filing, while others only require that you maintain bylaws with your corporate records without filing them. Check your incorporating statute’s requirements, but regardless of filing obligations, you must maintain current bylaws and make them available to directors and members.
Can bylaws override the articles of incorporation?
No. Articles of incorporation are the supreme governing document for your nonprofit. If bylaws conflict with articles, the articles control. This is why consistency between these documents is crucial. If you want to change something in your articles, you must formally amend the articles through the proper legal process, which typically requires member approval and government filing. You cannot work around article provisions by simply changing your bylaws.
Disclaimer: The information contained in this article is provided for general information purposes only and does not constitute legal or other professional advice. Readers should seek tailored legal advice in relation to their personal circumstances.
At Northfield & Associates our expert teams guidance on compliance requirements. Our team understands Canadian law and can help ensure your organization follows proper procedures.
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At Northfield & Associates, we have a team of professional bookkeepers and accountants to help your organization manage the books so that you can breeze through tax season.
We’re often asked by prospective clients what our Bookkeeping service. People want to know what specific tasks we do, and what their responsibility is. This brief explainer page will answer that question. This is by no means an exhaustive list, but covers the most frequently asked questions.
Getting Started
Review your existing books for needed corrections or back-work
Chart of accounts setup or amendment
Assistance with setting up bank feeds
Limited assistance* with setting up payroll (QBO or Gusto only)
Your books brought current and reconciled if needed
Ongoing Monthly Bookkeeping
After-the-fact transaction recording
Post to general ledger
Post to other ledgers (as needed)
Bank account reconciliation
Monthly financial statements
Other bookkeeping services, as required
Best-practice bookkeeping advice and counsel
Year End
Assistance with 1099-NEC preparation*
Assistance with 1099-MISC preparation*
Year-end financial statements and period-end closing
What We Don’t Do
Pay bills
We do not offer bill-pay services at this time, nor do we manage Accounts Payable (AP) or Accounts Receivable (AR).
Payroll tax responsibility
Our bookkeepers can assist you in setting up your initial payroll service in QBO or Gusto. We are not responsible for entering payroll hours/salary, accruing payroll taxes, nor the transmittal of payroll taxes to the IRS or the state. Your full-service payroll provider (QBO, Gusto, or whatever other service a client uses) will be the responsible party for payroll and payroll tax compliance.
*Payroll deductions and benefits
We provide assistance with setting up a payroll account in either Quickbooks Online or Gusto, including entry of employee data. We do not assist in state registrations, benefits, or advise on deductions. Those service areas are provided directly by either QBO or Gusto.
Preparation of W2s
Similar to the last item, your full-service payroll provider (QBO/Gusto) is responsible for preparation of Form W2 for employees.
Sales tax reporting
For those nonprofits that sell taxable goods and/or services, your bookkeeper will assist in accounting for sales taxes collected and transmitted, but we do not prepare state sales tax reports.
Donation recording
We do not provide individual donation data entry into your neither your donor CRM nor Quickbooks Online, nor do we prepare year-end donor acknowledgements.
Administrative tasks
We cannot provide administrative services unrelated to our bookkeeping function.
Attend board meetings
Due to the constraints of time and distance, we are unable to be present, physically nor virtually, at a meeting of a client’s board of directors.*May incur additional fee per 1099-NEC or 1099-MISC.
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Managing a charity’s finances involves more than just keeping records. We must make smart choices that protect the organisation’s future.
We use the right tools and strategies to track donations, control spending, and plan for growth.
Effective charity accounting means using nonprofit-specific systems, regularly reviewing budgets, and balancing necessary costs with mission goals to keep financial health strong.
When we do this well, it supports daily operations and long-term fundraising, helping our charity fulfill its purpose.
By staying on top of our financial management, we ensure transparency and build trust with donors.
This helps us make better decisions that lead to greater impact.
Essential Practices for Effective Charity Financial Management
Managing finances for a charity involves more than just keeping the books organized; it requires making intelligent, strategic choices to ensure the financial health of your nonprofit. Whether your accounting is handled by in-house staff, outsourced, or managed by your executive team, here are some essential practices to help keep everything running smoothly:
1. Use Nonprofit-Specific Accounting Software
Accounting for a nonprofit differs from managing finances for a for-profit business. Therefore, it’s essential to use software specifically designed for nonprofits. These tools, tailored to your unique needs, help track donations, grants, and other nonprofit-related financial data, making it easier to stay organized without forcing a for-profit system to fit your needs.
2. Keep Your Budget Flexible and Up-to-Date
A budget is not a one-time creation but a dynamic tool that should be reviewed regularly to ensure your income and expenses align with your goals. By revisiting your budget frequently, you can identify discrepancies early on and make adjustments as needed, helping to keep your nonprofit’s finances on track.
3. Carefully Balance Overhead Cost
Many people believe that minimizing overhead costs is the key to maximizing fundraising. However, certain overhead expenses are necessary for growth and sustainability. The goal is to find the right balance: spending enough to promote growth while avoiding overspending on items that don’t directly contribute to your mission.
4. Align Finances with Long-Term Goals
Reviewing your nonprofit’s financials regularly—more than once a year—is essential. Evaluating your budget and financial reports monthly or quarterly ensures your finances align with your long-term objectives. This approach ensures your financial strategies support your multi-year plans, fundraising campaigns, and overall goals.
5. Hold Yourself Accountable
Following these accounting best practices establishes a strong foundation for all aspects of your nonprofit. Effective financial management has a positive ripple effect on other areas, from day-to-day operations to fundraising and strategic planning. When your accounting is solid, your programs and campaigns will likely succeed, giving you confidence in your operations.
By understanding and tracking the costs associated with your fundraising efforts and anticipated revenues, you can ensure that your campaigns are successful and your programs remain funded. Keeping a close eye on your budget throughout the year will also enable you to make adjustments that enhance your nonprofit’s impact.
Foundations of Charity Accounting
To manage finances well, we focus on clear roles, accurate record-keeping, and understanding the unique nature of nonprofits.
This ensures transparency, proper use of funds, and alignment with our mission.
Role of Accounting in Charities
Accounting in charities goes beyond tracking money. It helps us show donors and regulators how we use funds.
Accurate accounting builds trust and supports decision-making.
We follow rules for reporting, including separating restricted funds from general funds. This shows we respect donor intentions.
Accounting helps us plan by tracking income and expenses regularly. When we spot financial issues early, we can adjust our plans to stay on course and grow responsibly.
Key Financial Records and Documentation
Keeping detailed financial records is vital. We maintain documents such as receipts, bank statements, and grant reports.
We track donations, expenses, payroll, and assets carefully to provide a clear financial picture.
Standard records include:
Donation logs with donor details
Budget versus actual expense reports
Monthly financial statements
Consistent record-keeping helps us monitor cash flow and prepare for audits or tax filings.
Using nonprofit-specific accounting software makes this process easier.
Understanding the Nonprofit Sector
The nonprofit sector has unique financial rules. Unlike businesses, we focus on promoting social causes rather than making profits.
We manage restricted funds, which are gifts meant for specific uses, separately from general funds.
Compliance with legal and ethical standards is crucial. We must provide fair reporting, proper fundraising disclosures, and accountability to stakeholders.
Understanding these differences lets us build financial systems tailored to our goals. This ensures we operate within rules and maintain public confidence.
Principles of Transparency and Accountability
We must clearly share all financial information and take responsibility for how we use funds. This builds trust and confidence among donors and stakeholders.
Transparency means making financial data accessible and easy to understand. Accountability means answering for all financial actions and decisions.
Importance of Transparency for Donor Trust
Transparency is the foundation of donor trust. When we share accurate and timely financial statements, donors feel confident their contributions are used as intended.
This includes clear reporting of revenues, expenses, and how funds support programs.
Using tools like annual financial reports and detailed donation records shows we respect donor intentions.
Transparency also means showing how we manage restricted and unrestricted funds separately. This clarity helps prevent misunderstandings and builds long-term relationships.
Donor confidence increases when charities communicate honestly about successes and challenges. Being open strengthens our credibility and encourages future support.
Ensuring Accountability in Financial Activities
We take responsibility for donated funds by implementing strong controls to prevent misuse. This includes regular audits, internal checks, and clear policies for managing resources.
Tracking all donations, including non-cash gifts, ensures proper valuation and use.
By upholding accountability, we meet regulatory requirements and demonstrate our commitment to ethical practices.
This fosters stakeholder confidence and ensures resources are used efficiently to advance our mission.
Financial Reporting and Compliance
We keep accurate financial records and prepare clear reports to meet legal obligations and maintain trust.
This requires careful preparation of financial statements, following Canada Revenue Agency (CRA) rules, and completing audit and annual reporting processes.
Preparation of Financial Statements
We prepare financial statements that include a balance sheet, income statement, and notes explaining our accounting methods.
These statements must follow the Accounting Standards for Not-for-Profit Organizations (ASNPO) to ensure consistency.
Our statements show assets, liabilities, revenues, and expenses clearly. We identify whether we use cash or accrual accounting and keep this method consistent each year.
Even if our charity had no activity, we still prepare financial statements. Proper statements help us track financial health and demonstrate transparency to donors and regulators.
Meeting CRA and Charitable Status Requirements
To maintain our charitable status, we file the T3010 Annual Information Return within six months of our fiscal year-end.
This includes attaching complete financial statements and supporting documents.
If we miss CRA deadlines or submit inaccurate reports, we risk penalties or loss of charitable status.
We issue donation receipts that meet CRA standards, including the charity registration number and receipt details.
We also comply with the disbursement quota by spending at least 3.5% of our assets yearly on charitable programs.
Keeping detailed records supports our compliance during CRA reviews or audits.
Audit and Annual Report Processes
Our auditing requirements depend on annual revenue. Charities with over $500,000 revenue must get full audited financial statements by licensed accountants.
Smaller charities may require review or compilation engagements. Very small ones can prepare financial statements internally.
An audit verifies the accuracy of our records and checks internal controls. We cooperate fully with auditors by providing all requested documents and staff access.
Our annual report shares financial information with the public and donors. This promotes accountability and confidence in our financial management.
Managing Donations and Fund Accounting
We handle donations with care to ensure every dollar and in-kind contribution is recorded accurately.
Clear tracking and strict adherence to donor restrictions help us keep our financial data organised.
Proper fund accounting supports transparency and allows us to allocate resources according to our mission and legal requirements.
Tracking Donations and In-Kind Contributions
We record all donations promptly, whether cash or in-kind. In-kind donations, like goods or services, require valuation to reflect their fair market value on our books.
Using nonprofit accounting software helps us track the source, date, and amount of each gift. This allows us to generate accurate reports and maintain donor trust.
We also log detailed information about each contribution, such as donor information and any specific instructions.
Accurate tracking supports audits and helps with year-end reporting.
Restricted Versus Unrestricted Funds
We separate restricted funds from unrestricted funds to honour donor intent and comply with regulations.
Restricted funds are gifts given for a specific purpose or project. We can only use these funds as directed by the donor.
Unrestricted funds can be used for general operations or any organisation needs.
Proper categorization ensures restricted gifts are spent as intended. It also helps us manage budgets and plan for long-term projects.
Maintaining Donor Restrictions
We take donor restrictions seriously and set up controls to prevent misuse.
Our system flags restricted funds, so only authorised staff can approve spending aligned with donor wishes.
We regularly review financial statements to ensure restricted funds are properly tracked and reported.
Clear communication with donors on how we use their funds builds trust and transparency.
By maintaining strict oversight, we meet legal requirements and uphold accountability to donors.
Nonprofit Financial Management Best Practices
Effective financial management means monitoring expenses closely, setting clear spending limits, and making choices that support our long-term goals.
We keep our budget flexible, guard against risks with controls, and use financial data to guide decisions that strengthen our nonprofit’s health.
Budgeting for Nonprofits
Budgeting should be a living process, not a one-time task. We review our budget regularly to keep income and expenses aligned with our goals.
This means adjusting for changes in donations, grants, or unexpected costs quickly.
We balance spending on programs and overhead. Some overhead expenses are necessary for growth and sustainability.
Using nonprofit-specific accounting software helps track all funds clearly, including donations and grants.
By making our budget flexible and updated, we catch problems early and ensure our resources work towards our mission efficiently.
Controls include regularly reviewing transactions and separating duties for spending approval, record keeping, and bank reconciliations.
We perform regular internal reviews or audits to check compliance and accuracy.
Documented policies on expenses and purchasing help avoid misuse of funds.
A strong control system builds trust with donors and boards by showing our commitment to financial responsibility.
Decision-Making Based on Financial Health
We base our financial decisions on current, accurate data. Monthly or quarterly financial reports give us the information to assess cash flow, income, and spending trends.
We use this information to plan campaigns, expansions, or cost-cutting measures.
When finances align with our long-term objectives, decision-making becomes strategic and purposeful.
By understanding our financial health, we make choices that support stability and growth. This keeps our programs funded and our mission moving forward.
Leveraging Technology and Building Financial Literacy
We must use the right tools and knowledge to manage charity finances well.
Choosing suitable accounting software, improving financial literacy among staff, and working with experienced accountants are essential steps to ensure accuracy and transparency.
Choosing the Right Accounting Software
Selecting accounting software that fits our charity’s needs helps streamline financial tasks and reduce errors.
We look for features like cloud access, automated reporting, and donor management integration to keep data accessible and up-to-date.
Important factors to consider include:
User-friendliness: Software should be easy for all team members to use.
Scalability: It must grow as our organisation does.
Security: Protecting donor and financial data is critical.
Reporting: Real-time financial reports help with timely decisions.
Cloud-based solutions allow us to collaborate remotely and access data anytime. This flexibility supports transparency and speeds up financial processes.
Enhancing Financial Literacy Within Nonprofits
Building financial literacy among our team strengthens our ability to manage budgets, understand financial statements, and plan effectively.
Training on core concepts like cash flow, budgeting, and restricted funds reduces the risk of errors and mismanagement.
We can improve literacy by:
Offering regular workshops or training sessions.
Sharing simple guides and resources.
Encouraging questions that clarify financial processes.
When everyone understands key financial ideas, we create stronger oversight and prepare leaders to make thoughtful decisions.
The Role of Accountants and Financial Leadership
Accountants bring expertise that helps us stay compliant, organise financial records, and plan strategically.
Their guidance is vital in adapting to new technology and managing complex regulations.
Strong financial leadership helps us:
Interpret data for planning and reporting.
Monitor budgets and control costs.
Ensure transparency for donors and boards.
Partnering with qualified accountants increases confidence in our financial health. They provide advice tailored to nonprofit needs and help our organisation maintain stability.
Adhering to Standards and Regulatory Guidelines
We follow clear rules and practices to keep our charity’s finances accurate and trustworthy.
This helps us stay compliant with laws and gives confidence to donors and stakeholders.
Paying attention to accounting standards and internal controls is essential for transparent and responsible financial management.
Applying GAAP in Nonprofit Accounting
In Canada, we follow Generally Accepted Accounting Principles (GAAP) adapted for nonprofits.
GAAP requires us to distinguish between restricted and unrestricted funds. We report donations and grants according to any conditions set by donors.
We prepare financial statements that show our income, expenses, assets, and liabilities clearly.
This includes balance sheets, statements of operations, and cash flow reports.
Using GAAP ensures our accounting is consistent and comparable over time. It also helps when filing annual returns with the Canada Revenue Agency.
By following GAAP, we improve transparency and build trust with donors, regulators, and the community.
Maintaining Strong Internal Controls
Strong internal controls are systems and procedures that protect our charity’s assets. They also ensure accurate financial records.
We separate duties by having different people handle payments and record keeping.
Independent parties conduct regular audits and reviews. These help us detect errors or fraud early.
Audits also improve financial accuracy.
We set limits on spending and require approvals for major expenses.
We make sure to document all transactions properly.
Strong internal controls reduce risks and support our charity’s financial health.
This protects donor funds and helps us deliver programs effectively.
Conclusion
Good financial management builds a strong, trustworthy charity. Using nonprofit-specific tools and reviewing budgets regularly keeps your organisation’s finances clear and focused on your mission.
Wise cost management supports growth and increases confidence in your programs.
At Northfield & Associates we understand the challenges of charity financial management. We support your nonprofit with expert guidance tailored to your needs.
Our team understands Canadian charity law and can help ensure your organisation follows proper procedures.
Visit our website for more information. Let’s work together to build a strong financial foundation so your charity can make a bigger impact in the community.
Frequently Asked Questions
Managing a charity’s finances means tracking money carefully and planning budgets. We make decisions that match the organisation’s goals.
We keep clear records and review financial reports often to keep the charity stable and growing.
What is effective and efficient financial management?
Effective financial management means using our funds wisely to reach the charity’s mission. Efficient management uses resources without waste and balances expenses with income.
We budget regularly, monitor cash flow, and adjust plans based on financial reports. This helps avoid surprises and keeps us on track.
What is charity accounting?
Charity accounting tracks and records all financial activities for a nonprofit. We manage donations, grants, fundraising income, and mission-related expenses.
This accounting focuses on transparency and following nonprofit rules. Accurate records build trust and accountability.
Why is it important to understand things like accounting, finance, and financial management in an organization?
Understanding these areas helps us make smart decisions about spending and fundraising. We meet legal obligations and keep financial records clear for audits and reports.
Good financial knowledge protects the charity’s reputation and supports its programs. It also helps with planning and growth.
What is an example of financial management of a nonprofit organization?
One example is setting a flexible budget reviewed every month. The charity tracks donations, fundraising costs, and operating expenses to make changes as needed.
This helps adjust spending if income drops or new opportunities come up. It keeps finances steady and supports long-term goals.
What is the best example of financial management?
The best example uses nonprofit-specific accounting software and regular budget reviews. We align expenses with mission priorities and balance overhead costs with program spending.
We provide clear reports to the board and stakeholders so everyone understands the financial situation.
What is the importance of effective financial management?
Effective financial management helps the charity deliver its programs in a sustainable way. It prevents cash shortages and builds confidence among donors and supporters.
Good financial management also supports growth. The organisation can plan for new initiatives and respond to changes in funding or community needs.
Ready for better nonprofit reporting?
At Northfield & Associates, we have a team of professional bookkeepers and accountants to help your organization manage the books so that you can breeze through tax season.
We’re often asked by prospective clients what our Bookkeeping Service covers? People want to know what specific tasks we do, and what their responsibility is. This brief explainer page will answer that question. This is by no means an exhaustive list, but covers the most frequently asked questions.
Getting Started
Review your existing books for needed corrections or back-work
Chart of accounts setup or amendment
Assistance with setting up bank feeds
Limited assistance* with setting up payroll (QBO or Gusto only)
Your books brought current and reconciled if needed
Ongoing Monthly Bookkeeping
After-the-fact transaction recording
Post to general ledger
Post to other ledgers (as needed)
Bank account reconciliation
Monthly financial statements
Other bookkeeping services, as required
Best-practice bookkeeping advice and counsel
Year End
Assistance with 1099-NEC preparation*
Assistance with 1099-MISC preparation*
Year-end financial statements and period-end closing
What We Don’t Do
Pay bills
We do not offer bill-pay services at this time, nor do we manage Accounts Payable (AP) or Accounts Receivable (AR).
Payroll tax responsibility
Our bookkeepers can assist you in setting up your initial payroll service in QBO or Gusto. We are not responsible for entering payroll hours/salary, accruing payroll taxes, nor the transmittal of payroll taxes to the IRS or the state. Your full-service payroll provider (QBO, Gusto, or whatever other service a client uses) will be the responsible party for payroll and payroll tax compliance.
*Payroll deductions and benefits
We provide assistance with setting up a payroll account in either Quickbooks Online or Gusto, including entry of employee data. We do not assist in state registrations, benefits, or advise on deductions. Those service areas are provided directly by either QBO or Gusto.
Preparation of W2s
Similar to the last item, your full-service payroll provider (QBO/Gusto) is responsible for preparation of Form W2 for employees.
Sales tax reporting
For those nonprofits that sell taxable goods and/or services, your bookkeeper will assist in accounting for sales taxes collected and transmitted, but we do not prepare state sales tax reports.
Donation recording
We do not provide individual donation data entry into your neither your donor CRM nor Quickbooks Online, nor do we prepare year-end donor acknowledgements.
Administrative tasks
We cannot provide administrative services unrelated to our bookkeeping function.
Attend board meetings
Due to the constraints of time and distance, we are unable to be present, physically nor virtually, at a meeting of a client’s board of directors.*May incur additional fee per 1099-NEC or 1099-MISC.
Let’s Collaborate & Make a Difference!
Partner with us to amplify your mission. Whether it’s Charity accounting, financial transparency, or strategic growth—we’re here to help you create meaningful impact. Let’s work together to build a better future!
In this evolving economic landscape, collaboration with our firm offers clients a strategic advantage. With Cambodia’s reform-driven investment environment and Canada’s expanding footprint in Southeast Asia, our team of experienced consultants and legal advisors provides tailored guidance to help businesses navigate cross-border opportunities. We focus in developing comprehensive legal strategies, structuring international partnerships, and ensuring compliance in emerging markets.
By leveraging our regional insight and international expertise, you benefit from a trusted partner dedicated to helping you capitalize on growth potential in Cambodia and beyond.
Your Trusted Partner in International Bilateral Relations
At Northfield & Associates are focus in Foreign Direct Investment (FDI), international trade missions, and cross-border legal strategy. Our team of experienced consultants and legal advisors offers tailored guidance and strategic insight to help you navigate the complexities of international partnerships and development opportunities.
Whether you choose to meet in person at one of our offices or connect virtually, we provide flexible and accessible consultation options. During your session, we’ll assess your goals, review key documentation, and guide you through every stage of your FDI or trade mission engagement.
Let us help you take the next step with confidence supported by trusted legal and strategic counsel every step of the way.
Northfield & Associates
Advancing Global Partnerships, Together.
Take the First Step Today
If you believe you may be eligible for legal relief or simply need sound legal advice, we’re here to help. Contact us today to book your consultation. Let us provide the clarity, strategy, and peace of mind you need to move forward.
Disclaimer: The information contained in this article is provided for general information purposes only and does not constitute legal or other professional advice. Readers should seek tailored legal advice in relation to their personal circumstances.
We serve our clients in English, Cambodian, Vietnamese, Mandarin and Cantonese, especially in Asian clients.
If you or anybody that you know, think that you meet the requirements and wish to receive further information.
We can help you start the application process and confirm eligibility requirements to participate.
We Offer Consultations & Meetings by Phone & Virtually. Affordable Fees.
Book a Consultation Today
Contact Northfield & Associates today to schedule a consultation with an experienced Consultant.
Northfield & Associates International Corporation is a global consulting firm serving private enterprises, public institutions, not-for-profit organizations, and institutional capital providers. Operating across Cambodia, Canada, and global markets, the firm supports capital deployment, regulatory navigation, and enterprise decision-making in complex economic and geopolitical environments. Northfield & Associates delivers customized, execution-focused advisory solutions that drive measurable transformation, strengthen competitiveness, and enhance long-term highest value opportunities. The firm incorporates consulting, legal, regulatory, financial, and risk expertise to enable disciplined capital allocation, strong governance, and operational resilience. Northfield & Associates upholds a culture of applied insight and innovation, supporting clients across digital transformation, growth strategy, and organizational capability building. The firm advises individual, leading global corporations, midsize enterprises, government agencies, and mission-driven organizations through long-term partnerships. Enterprise-wide risk management, professional ethics, and fiduciary standards are embedded across all operations. Northfield & Associates’ diverse, globally unified teams are committed to execution certainty and sustainable, risk-adjusted returns aligned with ESG and stakeholder objectives.
Forward-Looking Information
This news release contains forward-looking information. All statements, other than statements of historic fact, that address activities, events or developments that the Company believes, expects or anticipates will or may occur in the future constitute forward-looking information.
This forward-looking information reflects the current expectations or beliefs of the Company based on information currently available to the Company.
Forward-looking information is subject to a number of risks and uncertainties that may cause the actual results of the Company to differ materially from those discussed in the forward-looking information, and even if such actual results are realized or substantially realized, there can be no assurance that they will have the expected consequences to, or effects on the Company. Factors that could cause actual results or events to differ materially from current expectations include, among other things: the failure to finalize negotiations concerning the increase of the Loan or to close such transaction and the failure of the Company to complete the acquisition of the Company Facility; operating performance of facilities; environmental and safety risks; delays in obtaining or failure to obtain necessary permits and approvals from government authorities; unavailability of plant, equipment or labour; inability to retain key management and personnel; changes to regulations or policies affecting the Company’s activities; and the other risks disclosed under the heading “Risk Factors” and elsewhere in the Company’s amended annual information.
Forward-looking information speaks only as of the date on which it is made and, except as may be required by applicable securities laws, the Company disclaims any intent or obligation to update any forward-looking information, whether as a result of new information, future events or results or otherwise. Although the Company believes that the assumptions inherent in the forward-looking information are reasonable, forward-looking information is not a guarantee of future performance and accordingly undue reliance should not be put on such information due to the inherent uncertainty therein.
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NOT LEGAL ADVICE. Information made available on this website in any form is for information purposes only. It is not, and should not be taken as, legal advice. You should not rely on, or take or fail to take any action based upon this information. Never disregard professional legal advice or delay in seeking legal advice because of something you have read on this website. Northfield & Associates professionals will be pleased to discuss resolutions to specific legal concerns you may have.
Sample Bylaws for Nonprofits Incorporated in Ontario
We are often asked by not-for-profits for a sample of bylaws that they can use for their Not-for-Profit and Charity.
Below is a bylaw template which can be used by Not-for-Profits incorporated specifically in Ontario. It was drafted with the pending ONCA legislation, which is likely to come into force in the coming year (2022/2023)
Please see our sister post with sample bylaws which can be used specifically by Not-for-Profits incorporated federally, under the Not-for-Profits Act (Canada).
Note that:
1. Bylaws have unlimited possibilities which can have a very real impact on the long-term viability of a not-for-profit, so it is recommended that your bylaws should be carefully reviewed by a lawyer who specializes in charity and not-for-profit law, to ensure that all governance risks are addressed.
2. The bylaws sample below is specifically for single class membership nonprofits. We typically recommend dual membership classes for greater control to our non-for-profit and charity clients. For a sample of dual membership class bylaws, please contact our office at the number below.
BYLAW NO. 1
A bylaw relating generally to the transaction of the business and affairs of __________________ (the “Corporation”).
General
Definitions
“Act” means the Corporations Act (Ontario) until such time as the Ontario
Not-for-profit Corporations Act, 2010, (“ONCA”) is proclaimed in force, and thereafter shall mean the ONCA, together with the Regulations as from time to time is amended and every statute and Regulation that may be substituted therefore and, in the case of such substitution, any reference in these bylaws to provisions of the Act shall be read as references to the substituted provisions in the new statutes or Regulations;
“AGM” means the Annual General Meeting;
“Board” means the board of directors of the Corporation;
“Director” means an individual occupying the position of director of the Corporation by whatever name he or she is called;
“Member” means a member of the Corporation;
“Members” means all classes of membership in the Club as set out in Article 8; and
“Meeting of the Members” means any meetings of the classes of membership.
Interpretation
Other than as specified in Section 1.01, all terms contained in this By-law that are defined in the Act shall have the meanings given to such terms in the Act. Words importing the singular include the plural and vice versa, and words importing one gender include all genders.
Severability and Precedence
The invalidity or unenforceability of any provision of this By-law shall not affect the validity or enforceability of the remaining provisions of this By-law. If any of the provisions contained in the by-laws are inconsistent with those contained in the Articles or the Act, the provisions contained in the Articles or the Act, as the case may be, shall prevail.
Seal
The seal of the Corporation, if any, shall be in the form determined by the Board.
Execution of Contracts
Deeds, transfers, assignments, contracts, obligations and other instruments in writing requiring execution by the Corporation may be signed by any two of its Officers or Directors. In addition, the Board may from time to time direct the manner in which and the person by whom a particular document or type of document shall be executed. Any Director or Officer may certify a copy of any instrument, resolution, by-law or other document of the Corporation to be a true copy thereof.
Election and Term
Directors
The Directors shall be elected by the Members. The term of office of the Directors (subject to the provisions, if any, of the articles) shall be from the date of the meeting at which they are elected or appointed until the next annual meeting or until their successors are elected or appointed. At the end of their respective term each Director may stand for re-election.
Vacancies
The office of a Director shall be vacated immediately:
if the Director resigns office by written notice to the Corporation, which resignation shall be effective at the time it is received by the Corporation or at the time specified in the notice, whichever is later;
if the Director dies;
if the Director becomes bankrupt;
if the Director is found to be incapable of managing property by a court or under Ontario law; or
if, at a meeting of the Members, a resolution is passed by at least a majority of the votes cast by the Members removing the Director before the expiration of the Director’s term of office.
Filling Vacancies
A vacancy on the Board shall be filled only by a vote of the Members.
Committees
Committees may be established by the Board as follows:
The Board may appoint from their number a managing Director or a committee of Directors and may delegate to the managing Director or committee any of the powers of the Directors excepting those powers set out in the Act that are not permitted to be delegated; and
Subject to the limitations on delegation set out in the Act, the Board may establish any committee it determines necessary for the execution of the Board’s responsibilities. The Board shall determine the composition and terms of reference for any such committee. The Board may dissolve any committee by resolution at any time.
Remuneration of Directors
No Director shall directly or indirectly receive any profit from occupying the position of Director or from providing services to the Corporation in another capacity. However, Directors may be reimbursed for reasonable expenses that they incur in either of those capacities.
Calling of Meetings
Board Meetings
Meetings of the Directors may be called by the Chair, president or any two Directors at any time and any place on notice as required by this by-law
Regular Meetings
The Board may fix the place and time of regular Board meetings and send a copy of the resolution fixing the place and time of such meetings to each Director, and no other notice shall be required for any such meetings.
Notice
Notice of the time and place for the holding of a meeting of the Board shall be given in the manner provided in Section 10 of this by-law to every Director of the Corporation not less than seven days before the date that the meeting is to be held. Notice of a meeting is not necessary if all of the Directors are present, and none objects to the holding of the meeting, or if those absent have waived notice or have otherwise signified their consent to the holding of such meeting. If a quorum of Directors is present, each newly elected or appointed Board may, without notice, hold its first meeting immediately following the annual meeting of the Corporation.
Chair
The Chair shall preside at Board meetings. In the absence of the Chair, the Directors present shall choose one of their number to act as the Chair.
Voting
Each Director has one vote. Questions arising at any Board meeting shall be decided by a majority of votes. In case of an equality of votes, the Chair shall have a second vote or casting vote.
Participation by Telephone or Other Communications Facilities
If all of the Directors of the Corporation consent, a Director may participate in a meeting of the Board or of a committee of Directors by telephonic or electronic means that permit all participants to communicate adequately with each other during the meeting. A Director participating by such means is deemed to be present at that meeting.
Banking
Financial
The Board shall by resolution from time to time designate the bank in which the money, bonds or other securities of the Corporation shall be placed for safekeeping.
Financial Year
The financial year of the Corporation ends on December 31 in each year or on such other date as the Board may from time to time by resolution determine.
Officers
Officers
The Board shall appoint from among the Directors a Chair and may appoint any other person to be president, treasurer and secretary at its first meeting following the annual meeting of the Corporation. The office of treasurer and secretary may be held by the same person and may be known as the secretary-treasurer. The office of Chair and president may also be held by the same person. The Board may appoint such other Officers and agents as it deems necessary, and who shall have such authority and shall perform such duties as the Board may prescribe from time to time.
Office Held at Board’s Discretion
Any Officer shall cease to hold office upon resolution of the Board.
Duties
Officers shall be responsible for the duties assigned to them and they may delegate to others the performance of any or all of such duties.
Duties of the Chair
The Chair shall perform the duties described in sections 3.04 and 9.05 and such other duties as may be required by law or as the Board may determine from time to time.
Duties of the President
The president shall perform the duties described in Schedule A and such other duties as may be required by law or as the Board may determine from time to time
Duties of the Treasurer
The treasurer shall perform the duties described in Schedule B and such other duties as may be required by law or as the Board may determine from time to time.
Duties of the Secretary
The secretary shall perform the duties described in Schedule C and such other duties as may be required by law or as the Board may determine from time to time.
Protection of Directors and Others
Protection of Directors and Officers
No Director, Officer or committee member of the Corporation is be liable for the acts, neglects or defaults of any other Director, Officer, committee member or employee of the Corporation or for joining in any receipt or for any loss, damage or expense happening to the Corporation through the insufficiency or deficiency of title to any property acquired by resolution of the Board or for or on behalf of the Corporation or for the insufficiency or deficiency of any security in or upon which any of the money of or belonging to the Corporation shall be placed out or invested or for any loss or damage arising from the bankruptcy, insolvency or tortious act of any person, firm or Corporation with whom or which any moneys, securities or effects shall be lodged or deposited or for any other loss, damage or misfortune whatever which may happen in the execution of the duties of his or her respective office or trust provided that they have:
complied with the Act and the Corporation’s articles and By-laws; and
exercised their powers and discharged their duties in accordance with the Act.
Conflict of Interest
Conflict of Interest
A Director who is in any way directly or indirectly interested in a contract or transaction, or proposed contract or transaction, with the Corporation shall make the disclosure required by the Act. Except as provided by the Act, no such Director shall attend any part of a meeting of Directors or vote on any resolution to approve any such contract or transaction.
Members
Members
The Board may, by resolution, approve the admission of the Members of the Corporation. Members may also be admitted in such other manner as may be prescribed by the Board by resolution. The following conditions of Membership shall apply:
Members shall be individuals who have applied and been accepted for Membership in the Corporation. The term of Membership shall be one year, subject to renewal in accordance with the policies of the Corporation.
Subject to the Act and the Letters Patent, each Member is entitled to receive notice of, attend, and vote at all meetings of Members, and each Member shall be entitled to one (1) vote at such meetings.
Membership
A Membership in the Corporation is not transferable and automatically terminates if the Member resigns or such Membership is otherwise terminated in accordance with the Act.
Disciplinary Act or Termination of Membership for Cause
Upon 15 days’ written notice to a Member, the Board may pass a resolution authorizing disciplinary action or the termination of Membership for violating any provision of the articles or By-laws.
The notice shall set out the reasons for the disciplinary action or termination of Membership. The Member receiving the notice shall be entitled to give the Board a written submission opposing the disciplinary action or termination not less than 5 days before the end of the 15-day period. The Board shall consider the written submission of the Member before making a final decision regarding disciplinary action or termination of Membership.
Annual Meeting
Members’ Meetings
The annual meeting shall be held on a day and at a place within Ontario fixed by the Board. Any Member, upon request, shall be provided, not less than 21 days before the annual meeting, with a copy of the approved financial statements, auditor’s report or review engagement report and other financial information required by the By-laws or articles. The business transacted at the annual meeting shall include:
receipt of the agenda;
receipt of the minutes of the previous annual and subsequent special meetings;
consideration of the financial statements;
report of the auditor or person who has been appointed to conduct a review engagement;
reappointment or new appointment of the auditor or a person to conduct a review engagement for the coming year;
election of Directors; and
such other or special business as may be set out in the notice of meeting.
No other item of business shall be included on the agenda for annual meeting unless a Member’s proposal has been given to the secretary prior to the giving of notice of the annual meeting in accordance with the Act, so that such item of new business can be included in the notice of annual meeting.
Special Meetings
The Directors may call a special meeting of the Members. The Board shall convene a special meeting on written requisition of not less than onetenth of the Members for any purpose connected with the affairs of the Corporation that does not fall within the exceptions listed in the Act or is otherwise inconsistent with the Act, within 21 days from the date of the deposit of the requisition
Notice
Subject to the Act, not less than 10 and not more than 50 days written notice of any annual or special Members’ meeting shall be given in the manner specified in the Act to each Member and to the auditor or person appointed to conduct a review engagement (Section 55(1)(a) & (c)).
Notice of any meeting where special business will be transacted must contain sufficient information to permit the Members to form a reasoned judgment on the decision to be taken (Section 55(8)(a)). Notice of each meeting must remind the Member of the right to vote by proxy (Section 65).
Quorum
A quorum for the transaction of business at a Members’ meeting is a majority of the Members entitled to vote at the meeting, whether present in person or by proxy (Section 64(1)). If a quorum is present at the opening of a meeting of the Members, the Members present may proceed with the business of the meeting, even if a quorum is not present throughout the meeting.
Chair of the Meeting
The Chair shall be the chair of the Members’ meeting; in the Chair’s absence, the Members present at any Members’ meeting shall choose another Director as chair and if no Director is present or if all of the Directors present decline to act as chair, the Members present shall choose one of their number to chair the meeting.
Voting of Members
Business arising at any Members’ meeting shall be decided by a majority of votes unless otherwise required by the Act or the By-law provided that:
each Member shall be entitled to one vote at any meeting;
votes shall be taken by a show of hands among all Members present and the chair of the meeting, if a Member, shall have a vote;
an abstention shall not be considered a vote cast;
before or after a show of hands has been taken on any question, the chair of the meeting may require, or any Member may demand, a written ballot. A written ballot so required or demanded shall be taken in such manner as the chair of the meeting shall direct;
if there is a tie vote, the chair of the meeting shall require a written ballot, and shall not have a second or casting vote. If there is a tie vote upon written ballot, the motion is lost; and
whenever a vote by show of hands is taken on a question, unless a written ballot is required or demanded, a declaration by the chair of the meeting that a resolution has been carried or lost and an entry to that effect in the minutes shall be conclusive evidence of the fact without proof of the number or proportion of votes recorded in favour of or against the motion.
Adjournments
The Chair may, with the majority consent of any Members’ meeting, adjourn the same from time to time and no notice of such adjournment need be given to the Members, unless the meeting is adjourned by one or more adjournments for an aggregate of 30 days of more. Any business may be brought before or dealt with at any adjourned meeting which might have been brought before or dealt with at the original meeting in accordance with the notice calling the same.
Persons Entitled to be Present
The only persons entitledto attend a Members’ meeting are the Members, the Directors, the auditors of the Corporation (or the person who has been appointed to conduct a review engagement, if any) and others who are entitled or required under any provision of the Act or the articles to be present at the meeting. Any other person may be admitted only if invited by the Chair of the meeting or with the majority consent of the Members present at the meeting.
Services
Notices
Any notice required to be sent to any Member or Director or to the auditor or person who has been appointed to conduct a review engagement shall be provided by telephone, delivered personally (Section 196), or sent by prepaid mail, facsimile, email or other electronic means to any such Member or Director at their latest address as shown in the records of the Corporation and to the auditor or the person who has been appointed to conduct a review engagement at its business address, or if no address be given then to the last address of such Member or Director known to the secretary; provided always that notice may be waived or the time for the notice may be waived or abridged at any time with the consent in writing of the person entitled thereto.
Computation of Time
Where a given number of days’ notice or notice extending over any period is required to be given, the day of service or posting of the notice shall not, unless it is otherwise provided, be counted in such number of days or other period.
Error or Omission in Giving Notice
No error or accidental omission in giving notice of any Board meeting or any Members’ meeting shall invalidate the meeting or make void any proceedings taken at the meetings
Adoption and Amendment of By-laws
11.1. Amendments to By-laws
The Members may from time to time amend this By-law by a majority of the votes cast. The Board may from time to time in accordance with the Act pass or amend this By-law other than a provision respecting the transfer of a Membership or to change the method of voting by Members not in attendance at a meeting of Members.
Enacted by the Board on the day of , 20 .
Schedule A Position Description of the President Role Statement
The president provides leadership to the Board, ensures the integrity of the Board’s process and represents the Board to outside parties. The president co-ordinates Board activities in fulfilling its governance responsibilities and facilitates co-operative relationships among Directors and between the Board and senior management, if any, of the Corporation. The president ensures the Board discusses all matters relating to the Board’s mandate.
Responsibilities
Agendas. Establish agendas aligned with annual Board goals and preside over Board meetings if also holding the office of Chair. Ensure meetings are effective and efficient for the performance of governance work. Ensure that a schedule of Board meetings is prepared annually.
Direction. Serve as the Board’s central point of communication with the senior management, if any, of the Corporation; provide guidance to senior management, if any, regarding the Board’s expectations and concerns. In collaboration with senior management, develop standards for Board decision-support packages that include formats for reporting to the Board and level of detail to be provided to ensure that management strategies and planning and performance information are appropriately presented to the Board.
Performance Appraisal. Lead the Board in monitoring and evaluating the performance of senior management, if any, through an annual process.
Work Plan. Ensure that a Board work plan is developed and implemented that includes annual goals for the Board and embraces continuous improvement.
Representation. Serve as the Board’s primary contact with the public.
Reporting. Report regularly to the Board on issues relevant to its governance responsibilities.
Board Conduct. Set a high standard for Board conduct and enforce policies and By-laws concerning Directors’ conduct.
Mentorship. Serve as a mentor to other Directors. Ensure that all Directors contribute fully. Address issues associated with underperformance of individual Directors.
Succession Planning. Ensure succession planning occurs for senior management, if any, and Board. Committee Membership. Serve as Member on all Board committees.
Schedule B Position Description of the Treasurer Role Statement
The treasurer works collaboratively with the president and senior management, if any, to support the Board in achieving its fiduciary responsibilities.
Responsibilities
Custody of Funds. The treasurer shall have the custody of the funds and securities of the Corporation and shall keep full and accurate accounts of all assets, liabilities, receipts and disbursements of the Corporation in the books belonging to the Corporation and shall deposit all monies, securities and other valuable effects in the name and to the credit of the Corporation in such chartered bank or trust company, or, in the case of securities, in such registered dealer in securities as may be designated by the Board from time to time. The treasurer shall disburse the funds of the Corporation as may be directed by proper authority taking proper vouchers for such disbursements, and shall render to the Chair and Directors at the regular meeting of the Board, or whenever they may require it, an accounting of all the transactions and a statement of the financial position, of the Corporation. The treasurer shall also perform such other duties as may from time to time be directed by the Board.
Board Conduct. Maintain a high standard for Board conduct and uphold policies and Bylaws regarding Directors’ conduct, with particular emphasis on fiduciary responsibilities.
Mentorship. Serve as a mentor to other Directors.
Financial Statement. Present to the Members at the annual meeting as part of the annual report, the financial statement of the Corporation approved by the Board together with the report of the auditor or of the person who has conducted the review engagement, as the case may be.
Schedule C Position Description of the Secretary Role Statement
The secretary works collaboratively with the president to support the Board in fulfilling its fiduciary responsibilities.
Responsibilities
Board Conduct. Support the president in maintaining a high standard for Board conduct and uphold policies and the By-laws regarding Directors’ conduct, with particular emphasis on fiduciary responsibilities.
Document Management. Keep a roll of the names and addresses of the Members. Ensure the proper recording and maintenance of minutes of all meetings of the Corporation, the Board and Board committees. Attend to correspondence on behalf of the Board. Have custody of all minute books, documents, registers and the seal of the Corporation and ensure that they are maintained as required by law. Ensure that all reports are prepared and filed as required by law or requested by the Board.
Meetings. Give such notice as required by the By-laws of all meetings of the Corporation, the Board and Board committees. Attend all meetings of the Corporation, the Board and Board committees.
Disclaimer: The information contained in this article is provided for general information purposes only and does not constitute legal or other professional advice. Readers should seek tailored legal advice in relation to their personal circumstances.
At Northfield & Associates our expert teams guidance on compliance requirements. Our team understands Canadian law and can help ensure your organization follows proper procedures.
To discuss your specific circumstances and receive expert assistance throughout the reinstatement process with our experienced legal team.
READY FOR BETTER NONPROFIT REPORTING?
At Northfield & Associates, we have a team of professional bookkeepers and accountants to help your organization manage the books so that you can breeze through tax season.
We’re often asked by prospective clients what our Bookkeeping service. People want to know what specific tasks we do, and what their responsibility is. This brief explainer page will answer that question. This is by no means an exhaustive list, but covers the most frequently asked questions.
Getting Started
Review your existing books for needed corrections or back-work
Chart of accounts setup or amendment
Assistance with setting up bank feeds
Limited assistance* with setting up payroll (QBO or Gusto only)
Your books brought current and reconciled if needed
Ongoing Monthly Bookkeeping
After-the-fact transaction recording
Post to general ledger
Post to other ledgers (as needed)
Bank account reconciliation
Monthly financial statements
Other bookkeeping services, as required
Best-practice bookkeeping advice and counsel
Year End
Assistance with 1099-NEC preparation*
Assistance with 1099-MISC preparation*
Year-end financial statements and period-end closing
What We Don’t Do
Pay bills
We do not offer bill-pay services at this time, nor do we manage Accounts Payable (AP) or Accounts Receivable (AR).
Payroll tax responsibility
Our bookkeepers can assist you in setting up your initial payroll service in QBO or Gusto. We are not responsible for entering payroll hours/salary, accruing payroll taxes, nor the transmittal of payroll taxes to the IRS or the state. Your full-service payroll provider (QBO, Gusto, or whatever other service a client uses) will be the responsible party for payroll and payroll tax compliance.
*Payroll deductions and benefits
We provide assistance with setting up a payroll account in either Quickbooks Online or Gusto, including entry of employee data. We do not assist in state registrations, benefits, or advise on deductions. Those service areas are provided directly by either QBO or Gusto.
Preparation of W2s
Similar to the last item, your full-service payroll provider (QBO/Gusto) is responsible for preparation of Form W2 for employees.
Sales tax reporting
For those nonprofits that sell taxable goods and/or services, your bookkeeper will assist in accounting for sales taxes collected and transmitted, but we do not prepare state sales tax reports.
Donation recording
We do not provide individual donation data entry into your neither your donor CRM nor Quickbooks Online, nor do we prepare year-end donor acknowledgements.
Administrative tasks
We cannot provide administrative services unrelated to our bookkeeping function.
Attend board meetings
Due to the constraints of time and distance, we are unable to be present, physically nor virtually, at a meeting of a client’s board of directors.*May incur additional fee per 1099-NEC or 1099-MISC.
Let’s Collaborate & Make a Difference!
Partner with us to amplify your mission. Whether it’s Charity accounting, financial transparency, or strategic growth—we’re here to help you create meaningful impact. Let’s work together to build a better future!
In this evolving economic landscape, collaboration with our firm offers clients a strategic advantage. With Cambodia’s reform-driven investment environment and Canada’s expanding footprint in Southeast Asia, our team of experienced consultants and legal advisors provides tailored guidance to help businesses navigate cross-border opportunities. We focus in developing comprehensive legal strategies, structuring international partnerships, and ensuring compliance in emerging markets.
By leveraging our regional insight and international expertise, you benefit from a trusted partner dedicated to helping you capitalize on growth potential in Cambodia and beyond.
Book a Consultation with Northfield & Associates
Your Trusted Partner in International Bilateral Relations
At Northfield & Associates are focus in Foreign Direct Investment (FDI), international trade missions, and cross-border legal strategy. Our team of experienced consultants and legal advisors offers tailored guidance and strategic insight to help you navigate the complexities of international partnerships and development opportunities.
Whether you choose to meet in person at one of our offices or connect virtually, we provide flexible and accessible consultation options. During your session, we’ll assess your goals, review key documentation, and guide you through every stage of your FDI or trade mission engagement.
Let us help you take the next step with confidence supported by trusted legal and strategic counsel every step of the way.
If you believe you may be eligible for legal relief or simply need sound legal advice, we’re here to help. Contact us today to book your free consultation. Let us provide the clarity, strategy, and peace of mind you need to move forward.
We serve our clients in English, Cambodian, Vietnamese, Mandarin and Cantonese, especially in Asian clients.
If you or anybody that you know, think that you meet the requirements and wish to receive further information.
We can help you start the application process and confirm eligibility requirements to participate.
We Offer Consultations & Meetings by Phone & Virtually. Affordable Fees.
BOOK A CONSULTATION TODAY
Contact Northfield & Associates today to schedule a consultation with an experienced Consultant.
Northfield & Associates is a Canadian consulting firm based in Toronto, Canada. Northfield & Associates specializes in all types of immigration matters, from spousal sponsorships to refugee board appeals. With over eight (8) years of experience and an excellent success rate, Northfield & Associates is recognized as one of Canada’s premier immigration consulting firm.
The purpose of the Free Assessment is to assess whether you are qualified to apply for permanent residence in Canada under the Family Sponsorship, Skilled Worker, or Business Class categories. Please choose which category you would like to be assessed under and complete all fields in the form. We will endeavor to complete your assessment and provide you with a reply within one business day. There is no charge for this service. All information provided will be kept strictly confidential. If our assessment indicates that you are qualified for immigration to Canada, we will contact you to provide further information about our services and fees. Start Your Immigration Application!
Northfield & Associates International Corporation is a global consulting firm serving private enterprises, public institutions, not-for-profit organizations, and institutional capital providers. Operating across Cambodia, Canada, and global markets, the firm supports capital deployment, regulatory navigation, and enterprise decision-making in complex economic and geopolitical environments. Northfield & Associates delivers customized, execution-focused advisory solutions that drive measurable transformation, strengthen competitiveness, and enhance long-term highest value opportunities. The firm incorporates consulting, legal, regulatory, financial, and risk expertise to enable disciplined capital allocation, strong governance, and operational resilience. Northfield & Associates upholds a culture of applied insight and innovation, supporting clients across digital transformation, growth strategy, and organizational capability building. The firm advises individual, leading global corporations, midsize enterprises, government agencies, and mission-driven organizations through long-term partnerships. Enterprise-wide risk management, professional ethics, and fiduciary standards are embedded across all operations. Northfield & Associates’ diverse, globally unified teams are committed to execution certainty and sustainable, risk-adjusted returns aligned with ESG and stakeholder objectives.
NORTHFIELD & ASSOCIATES in Canada
As a global consulting firm, Northfield & Associates helps clients with total transformation, driving complex change, enabling organizations to grow, and driving bottom-line impact.
Learn about our offices in Canada, read our latest thought leadership, and connect with our team.
This news release contains forward-looking information. All statements, other than statements of historic fact, that address activities, events or developments that the Company believes, expects or anticipates will or may occur in the future constitute forward-looking information.
This forward-looking information reflects the current expectations or beliefs of the Company based on information currently available to the Company.
Forward-looking information is subject to a number of risks and uncertainties that may cause the actual results of the Company to differ materially from those discussed in the forward-looking information, and even if such actual results are realized or substantially realized, there can be no assurance that they will have the expected consequences to, or effects on the Company. Factors that could cause actual results or events to differ materially from current expectations include, among other things: the failure to finalize negotiations concerning the increase of the Loan or to close such transaction and the failure of the Company to complete the acquisition of the Company Facility; operating performance of facilities; environmental and safety risks; delays in obtaining or failure to obtain necessary permits and approvals from government authorities; unavailability of plant, equipment or labour; inability to retain key management and personnel; changes to regulations or policies affecting the Company’s activities; and the other risks disclosed under the heading “Risk Factors” and elsewhere in the Company’s amended annual information.
Forward-looking information speaks only as of the date on which it is made and, except as may be required by applicable securities laws, the Company disclaims any intent or obligation to update any forward-looking information, whether as a result of new information, future events or results or otherwise. Although the Company believes that the assumptions inherent in the forward-looking information are reasonable, forward-looking information is not a guarantee of future performance and accordingly undue reliance should not be put on such information due to the inherent uncertainty therein.
Questions?
info@northfied.biz
Within Corporate Newsroom
Media Contact:
media@northfied.biz
Press contact
PR Secretary press@northfied.biz
NOT LEGAL ADVICE. Information made available on this website in any form is for information purposes only. It is not, and should not be taken as, legal advice. You should not rely on, or take or fail to take any action based upon this information. Never disregard professional legal advice or delay in seeking legal advice because of something you have read on this website. Northfield & Associates professionals will be pleased to discuss resolutions to specific legal concerns you may have.
Being convicted of a shoplifting crime can have many negative and long-lasting impacts on your life. In many instances, the value of the item(s) stolen does not correspond to the weight of the punishment. The reason being is that even if you are not convicted of a shoplifting charge, your arrest, charge, and fingerprints, still appear as a matter of public record. Consequences and punishments to shoplifting charges can include fines, prison time, damages to your reputation and a criminal record.
Shoplifters are charged under the Criminal Code of Canada in Section 334(b). The value of the stolen property determines the type of charges a shoplifter will face. Penalties for thefts under $5,000 include a maximum fine of $2,000, summary offence charges and up to 6 months in jail. Thefts over $5,000 can receive a maximum fine of $5,000, a summary or indictment offence charges and serve jail time ranging from 6 months to 2 years.
A criminal record can have devastating effects on your future as it will appear on background checks for employment, immigration, housing, financing, and even with customs agents when travelling.
Charges or shoplifting and theft can affect your ability to keep and obtain employment. Once convicted, you may lose your existing job as employers tend to run routine background checks on their employees. Employers may lose trust in you as their employee once the charge is discovered as they may perceive you as a threat who may re-offend and commit a theft from their company.
Shoplifting can also have a negative affect on immigration and citizenship status. In the most extreme cases, shoplifting charges can even lead to deportation.
If you have been caught committing an act of shoplifting and theft, we recommend you retain a lawyer to help minimize the long-term consequences that can impact you. A lawyer will represent your best interests, as well as work to have the penalties reduced for first time offenders.
Disclaimer: The information contained in this article is provided for general information purposes only and does not constitute legal or other professional advice. Readers should seek tailored legal advice in relation to their personal circumstances.
We serve our clients in English, Cambodian, Vietnamese, Mandarin and Cantonese, especially in Asian clients.
If you or anybody that you know, think that you meet the requirements and wish to receive further information.
We can help you start the application process and confirm eligibility requirements to participate.
We Offer Consultations & Meetings by Phone & Virtually. Affordable Fees.
Book a Consultation Today
Contact Northfield & Associates today to schedule a consultation with an experienced Consultant.
Northfield & Associates International Corporation is a global strategic advisory and consulting firm partnering with private equity, sovereign, and institutional investors to deploy capital, manage regulatory, supporting senior leadership, boards, and capital providers across Cambodia, Canada, and international markets operating in complex regulatory, economic, and geopolitical environments, and drive enterprise value creation across complex global markets.
We advise boards, executives, entrepreneurs, and public-sector decision-makers on business strategy, institutional transformation, and high-stakes market challenges requiring disciplined judgment, capital efficiency, and execution certainty. Our work is concentrated across priority global sectors, including agribusiness, aviation and automotive, energy and natural resources, financial services, healthcare, infrastructure, real estate, immigration, education, and information technology.
Our platform integrates sector-specific intelligence with multidisciplinary advisory capabilities. Clients benefit from coordinated access to consulting, legal and regulatory counsel, financial management, risk assessment, real estate advisory, immigration, education, and technology expertise. This integrated model supports informed capital allocation, regulatory-compliant investment structuring, and execution-ready strategies designed to optimise returns, preserve downside protection, and enhance risk-adjusted performance.
Northfield combines consulting rigor with legal and regulatory judgment to support capital markets-aligned decision-making in complex, regulated, and rapidly evolving environments. We partner with private enterprises, institutional investors, family offices, and public-sector entities to structure, deploy, and manage capital effectively; strengthen governance; mitigate regulatory and geopolitical risk; and drive sustainable enterprise value creation.
Our engagements span strategy formulation, operational optimisation, organisational design, and change execution. We deliver measurable outcomes that improve financial performance, support disciplined growth, enhance valuation, and generate durable returns on investment for investors, shareholders, and institutional stakeholders. We operate with independence, precision, and accountability, aligned with long-term value creation and fiduciary standards.
Forward-Looking Information
This news release contains forward-looking information. All statements, other than statements of historic fact, that address activities, events or developments that the Company believes, expects or anticipates will or may occur in the future constitute forward-looking information.
This forward-looking information reflects the current expectations or beliefs of the Company based on information currently available to the Company.
Forward-looking information is subject to a number of risks and uncertainties that may cause the actual results of the Company to differ materially from those discussed in the forward-looking information, and even if such actual results are realized or substantially realized, there can be no assurance that they will have the expected consequences to, or effects on the Company. Factors that could cause actual results or events to differ materially from current expectations include, among other things: the failure to finalize negotiations concerning the increase of the Loan or to close such transaction and the failure of the Company to complete the acquisition of the Company Facility; operating performance of facilities; environmental and safety risks; delays in obtaining or failure to obtain necessary permits and approvals from government authorities; unavailability of plant, equipment or labour; inability to retain key management and personnel; changes to regulations or policies affecting the Company’s activities; and the other risks disclosed under the heading “Risk Factors” and elsewhere in the Company’s amended annual information.
Forward-looking information speaks only as of the date on which it is made and, except as may be required by applicable securities laws, the Company disclaims any intent or obligation to update any forward-looking information, whether as a result of new information, future events or results or otherwise. Although the Company believes that the assumptions inherent in the forward-looking information are reasonable, forward-looking information is not a guarantee of future performance and accordingly undue reliance should not be put on such information due to the inherent uncertainty therein.
Questions?
info@northfied.biz
Within Corporate Newsroom
Media Contact:
media@northfied.biz
Press contact
PR consultants press@northfied.biz
NOT LEGAL ADVICE. Information made available on this website in any form is for information purposes only. It is not, and should not be taken as, legal advice. You should not rely on, or take or fail to take any action based upon this information. Never disregard professional legal advice or delay in seeking legal advice because of something you have read on this website. Northfield & Associates professionals will be pleased to discuss resolutions to specific legal concerns you may have.
Promise to appear and bail hearings. Depending on the nature of your charge, or whether or not the police have enough evidence or have not gathered enough once you’ve been arrested, you will be released with a promise to appear. The promise to appear has two important dates: the day that you need to appear for your fingerprints and photographs and the second date is for your first appearance at the Ontario Court of Justice. Make sure that you provide your lawyer with a copy of the promise to appear notice.
If you’re not being released on the promise to appear, you are being held for a show cause hearing or a bail hearing. This means that the police officers will have to take you to court where you going to have your bail hearing. Depending on the nature of the charges, the gravity of your charges, the crown will want that you have a Surety. Your Surety can be a residential Surety, or you can reside at an address approved by a Surety.
The function of a surety is like a police officer outside of jail. There are going to be conditions that the crown will ask for that you must abide to. The Surety, which is your supervisor, will have to make sure that you abide by all of these conditions. The Surety can be a friend, family member or a business partner. When you are released to a Surety, a Surety can at any point pull away and dismiss themselves from being your Surety if you do not abide by the rules. As well, the Surety must call the police if you are breaching any of the conditions.
What is important to understand, is that your Surety will be liable to the court because when they sign off on your bail hearing or on your release they will have to vouch money that they could potentially lose if they don’t call the police and you have breached the conditions.
It is important that you understand you shouldn’t be taking your bail hearing very lightly. There will be conditions that will be imposed upon you by the courts, and you must follow them. However you also have to understand that sometimes the crown may want to impose conditions that will interfere with your daily life, so the conversation that you have with your lawyer prior to your release or prior to you signing your bail paper is quite important because you have to be open about your schedule and about your commitment. For example, if the crown is seeking a curfew, your lawyer can somehow try to negotiate a time that will be beneficial for you while at the same time making sure the crown will agree to the release or to that specific time for the curfew.
This condition(s) can be varied at a later date once your court proceedings start however you have to understand that this is a negotiation between the Crown and your lawyer. For example, in a domestic situation the Crown would impose that the complainant and the accused not have any contact with each other, but maybe after some sessions of therapy the Crown will be agreeable to contact with a revocable consent or with a written consent.
The Crown is not necessarily set on imposing solely these conditions, they can be varied but you also have to make sure that prior to your release you not restricted to the point you feel that your freedom is taken away.
There will be a lot of communication between lawyers, your partner, as well as a judge present. There may be a lot of temporary orders issued. Although it’s best to avoid a trial, this depends on how severe your family case is.
If you or anybody that you know is in trouble, we can help!
Working with Our Firm
In this evolving economic landscape, collaboration with our firm offers clients a strategic advantage. With Cambodia’s reform-driven investment environment and Canada’s expanding footprint in Southeast Asia, our team of experienced consultants and legal advisors provides tailored guidance to help businesses navigate cross-border opportunities. We specialize in developing comprehensive legal strategies, structuring international partnerships, and ensuring compliance in emerging markets.
By leveraging our regional insight and international expertise, you benefit from a trusted partner dedicated to helping you capitalize on growth potential in Cambodia and beyond.
Your Trusted Partner in International Bilateral Relations
At Northfield & Associates, we specialize in Foreign Direct Investment (FDI), international trade missions, and cross-border legal strategy. Our team of experienced consultants and legal advisors offers tailored guidance and strategic insight to help you navigate the complexities of international partnerships and development opportunities.
Whether you choose to meet in person at one of our offices or connect virtually, we provide flexible and accessible consultation options. During your session, we’ll assess your goals, review key documentation, and guide you through every stage of your FDI or trade mission engagement.
Let us help you take the next step with confidence supported by trusted legal and strategic counsel every step of the way.
If you believe you may be eligible for legal relief or simply need sound legal advice, we’re here to help. Contact us today to book your consultation. Let us provide the clarity, strategy, and peace of mind you need to move forward.
Disclaimer: The information contained in this article is provided for general information purposes only and does not constitute legal or other professional advice. Readers should seek tailored legal advice in relation to their personal circumstances.
We serve our clients in English, Cambodian, Vietnamese, Mandarin and Cantonese, especially in Asian clients.
If you or anybody that you know, think that you meet the requirements and wish to receive further information.
We can help you start the application process and confirm eligibility requirements to participate.
We Offer Consultations & Meetings by Phone & Virtually. Affordable Fees.
Book a Consultation Today
Contact Northfield & Associates today to schedule a consultation with an experienced Consultant.
Northfield & Associates International Corporation is a global strategic advisory and consulting firm partnering with private equity, sovereign, and institutional investors to deploy capital, manage regulatory, supporting senior leadership, boards, and capital providers across Cambodia, Canada, and international markets operating in complex regulatory, economic, and geopolitical environments, and drive enterprise value creation across complex global markets.
We advise boards, executives, entrepreneurs, and public-sector decision-makers on business strategy, institutional transformation, and high-stakes market challenges requiring disciplined judgment, capital efficiency, and execution certainty. Our work is concentrated across priority global sectors, including agribusiness, aviation and automotive, energy and natural resources, financial services, healthcare, infrastructure, real estate, immigration, education, and information technology.
Our platform integrates sector-specific intelligence with multidisciplinary advisory capabilities. Clients benefit from coordinated access to consulting, legal and regulatory counsel, financial management, risk assessment, real estate advisory, immigration, education, and technology expertise. This integrated model supports informed capital allocation, regulatory-compliant investment structuring, and execution-ready strategies designed to optimise returns, preserve downside protection, and enhance risk-adjusted performance.
Northfield combines consulting rigor with legal and regulatory judgment to support capital markets-aligned decision-making in complex, regulated, and rapidly evolving environments. We partner with private enterprises, institutional investors, family offices, and public-sector entities to structure, deploy, and manage capital effectively; strengthen governance; mitigate regulatory and geopolitical risk; and drive sustainable enterprise value creation.
Our engagements span strategy formulation, operational optimisation, organisational design, and change execution. We deliver measurable outcomes that improve financial performance, support disciplined growth, enhance valuation, and generate durable returns on investment for investors, shareholders, and institutional stakeholders. We operate with independence, precision, and accountability, aligned with long-term value creation and fiduciary standards.
Forward-Looking Information
This news release contains forward-looking information. All statements, other than statements of historic fact, that address activities, events or developments that the Company believes, expects or anticipates will or may occur in the future constitute forward-looking information.
This forward-looking information reflects the current expectations or beliefs of the Company based on information currently available to the Company.
Forward-looking information is subject to a number of risks and uncertainties that may cause the actual results of the Company to differ materially from those discussed in the forward-looking information, and even if such actual results are realized or substantially realized, there can be no assurance that they will have the expected consequences to, or effects on the Company. Factors that could cause actual results or events to differ materially from current expectations include, among other things: the failure to finalize negotiations concerning the increase of the Loan or to close such transaction and the failure of the Company to complete the acquisition of the Company Facility; operating performance of facilities; environmental and safety risks; delays in obtaining or failure to obtain necessary permits and approvals from government authorities; unavailability of plant, equipment or labour; inability to retain key management and personnel; changes to regulations or policies affecting the Company’s activities; and the other risks disclosed under the heading “Risk Factors” and elsewhere in the Company’s amended annual information.
Forward-looking information speaks only as of the date on which it is made and, except as may be required by applicable securities laws, the Company disclaims any intent or obligation to update any forward-looking information, whether as a result of new information, future events or results or otherwise. Although the Company believes that the assumptions inherent in the forward-looking information are reasonable, forward-looking information is not a guarantee of future performance and accordingly undue reliance should not be put on such information due to the inherent uncertainty therein.
Questions?
info@northfied.biz
Within Corporate Newsroom
Media Contact:
media@northfied.biz
Press contact
PR consultants press@northfied.biz
NOT LEGAL ADVICE. Information made available on this website in any form is for information purposes only. It is not, and should not be taken as, legal advice. You should not rely on, or take or fail to take any action based upon this information. Never disregard professional legal advice or delay in seeking legal advice because of something you have read on this website. Northfield & Associates professionals will be pleased to discuss resolutions to specific legal concerns you may have.
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