This category focuses on four areas of internal systems: operational and internal systems, organizational culture, leadership, and capacity development, physical and technological infrastructure, and financial management. Listed below are the various standards within the main areas of Operations. For a more in-depth overview of this category, we encourage you to listen to the short video located in the right hand corner of this page.

Role of an Operations Manager

Operations managers set goals and objectives and establish policies for various departments in the organization


Operations managers need good communication and interpersonal skills to help the different parts of an organization work together. Their job includes creating a positive culture where the work can get done. They facilitate communication between employees and departments. At times, operation managers help resolve disputes or disagreements. Operations managers cooperate in high-level decision making with other top executives of an organization, such as the president, chief financial officer and chief executive.

5 Steps to NGO Success

5 Steps to NGO Success

As NGO.Org states: “A non-governmental organization (NGO) is any non-profit, voluntary citizens’ group which is organized on a local, national or international level. Task-oriented and driven by people with a common interest, NGOs perform a variety of service and humanitarian functions, bring citizen concerns to Governments, advocate and monitor policies and encourage political participation through provision of information. Some are organized around specific issues, such as human rights, environment or health.”

But accomplishing your goals in an NGO is a big task, and now, more than ever, the money funding an NGO must be validated, with a definite return on investment.

So how can an NGO best accomplish its goals while responsibly utilizing funds? Several experts have offered their ideas. Here are 7 steps to success for you NGO.

Registered Charity Return

Registered Charity Information Return


(2016) What happens if you don't file your return?

File Form T3010, Registered Charity Information Return, each year, no later than six months after the end of your fiscalRelating to finances or financial matters. period.  

If you do not file your return within six months after the end of your fiscal period, your registration could be revoked for failure to file<. When your registration is revoked:

  • you can no longer issue official donation receipts
  • you are no longer exempt from income tax
  • you must give all of your remaining assets to an eligible donee< or pay a revocation tax equal to the full value of your assets

If you re-apply for registration, you will have to pay a $500 late-filing penalty.

Reminders to file

The Canada Revenue Agency will send you these reminders to file your return if you haven’t already done so:

  • three months after the end of your fiscal period, we will send a TX11D, Reminder to Registered Charities to File Return

  • four months after the end of your fiscal period, if we have your email address, we will send an email reminder

  • seven months after the end of your fiscal period, we will send a T2051A, Notice of Intention to Revoke a Charity's Registration

  • eight months after the end of your fiscal period, we may try to contact a representative of your charity by telephone to remind them to file the return

  • ten months after the end of your fiscal period, we will send a T2051B, Notice of Revocation of Charity's Registration, and Form T2046, Tax Return Where Registration of a Charity is Revoked<

Healthy Workplace Operational Plan

Healthy Workplace Operational Plan 2013 - 2016.

Progress Update – April 2015. Focus. Goals and Objectives. 


Operations Management


Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”


The eight stages you need to know in order to manage operations within your organisation effectively.

Managing your operations is important to ensure that you are carrying out the right activities, with sufficient resources and at the right time to achieve your objectives.

Operations management focuses on how you combine resources and activities to produce outputs and outcomes, which you can then monitor and evaluate< by comparing them with the performance indicators< you have set. Through making these comparisons you can see which aspects of your operations work well and which need to change.

Financial Management of Not-for-Profit Organizations

This resource draws analogy to not for profits and the similarities it has to the commercial sector

Used broadly to define a group or cluster of agencies that share some commonality. Here ‘the sector’ refers to community based agencies that serve immigrants and refugees in Ontario. Other relevant sectors include the broader non‐profit sector (sometimes referred to as the voluntary sector), and the community social services sector.

. Budgeting and cash management

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

as two areas of financial management that is extremely important exercises for not for profit organization. The resource provides steps for preparing a budget, capital budget (p. 4 –P. 5)   Asset Management (p. 6) the use of fund accounting (p. 7)

Blackbaud (2015) Financial Management of Not-for-Profit Organizations

Questions to Ask About Balance Sheet and Income Statement (Balance Sheet)

This resource is a balance sheet with questions to ask about when reviewing your organizations financial statement. These questions form the basis for analysing your organizations finances. 

Emergency and Critical Incident (Sample Policy)

This sample emergency and critical incident template could be adapted to organizations as a standalone policy or as an addition to similar policy. Emergencies and critical incidents in the workplace can affect people physically and psychologically, and affect program continuity. This policy helps organizations prepare for and effectively respond to emergency situations and critical incidents through the appropriate use of resources. The prevention and effective management

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

of emergency situations and critical incidents can assist to minimise the negative impact of an unexpected event.

Social Media Non Profits - Take Charge

This resource serves as an excellent to guide organizations that want to initiate a social media plan for their organization; or, are committed to social media and want to formalize and professionalize their use of social media. There are sections that detail the various primary and secondary goals as well as the justification for implementing a social media strategy.

Developed by Ventureneer ( n.d.) Retrieval date: May 15, 2014

Nonprofit Social Media Policy Workbook

This resource, developed by Idealware is an activity workbook to be used by non-profit organizations to develop a social media policy. This workbook follows a multi-step process guide and features a variety of activity sections that can be utilized and filled in you plan. It aims to help leadership

When referring to an ‘organization’s leadership’, we mean the board, ED and senior management.

feel more comfortable with the less–formal nature of social media by letting them establish boundaries for its use.

Idealware (2012). Nonprofit Social Media Policy Workbook

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