• (905) 277-8455
  • info@cacdcanada.org
  • 1275 Mississauga Vly Blvd, Mississauga, ON L5A 3R8
Donate

Join us

Become a Member

Why Become a member?

Membership Benefits

  • Satisfaction that comes from working with a dedicated and supportive team of volunteers and staff
  • Network and outreach with community leaders for your own core mission
  • Satisfaction that comes from working with a dedicated and supportive team of volunteers and staff
  • $10 off CACD annual fundraising brunch tickets per member

By joining CACD Canada, you become an active voice within a passionate team dedicated to empowering youth and creating meaningful change. As a member, you’ll have the opportunity to contribute to decisions, share your ideas, and help shape the direction of impactful programs and initiatives. Collaborate with like-minded individuals, build leadership experience, and develop valuable skills while making a real difference in your community. CACD isn’t just something you join—it’s a team you help lead and grow.

Ready to become a member?

Fill out our form below and email us at info@cacdcanada.org

Memebership Form

Standing Committees

  • Ensure effective board processes, structures and roles, including retreat planning, committee development, and Board evaluation; sometimes including role of nominating committee, such as keeping list of potential board members, and training.
  • Ensure new board systems (new members, committees, work plan etc.) are successfully incorporate into board operation
  • Ensure board is fully resourced to govern the organization
  • Ensure full participation and dedication of all board members to the organization
  • Ensure all board meetings are highly-focused and strategic
  • Ensure the board leadership rigorously monitors implementation of the work plan
  • Ensure continuous improvement of the board
  • Guides development, review and authorization of personnel policies and procedures; sometimes leads evaluation of the chief Executive; sometimes assists Chief Executive with leadership and management matters
  • Ensure the organization’s personnel policies are updated to guide all staffing activities in the organization including for paid and volunteer staff.
  • Ensure a comprehensive, fair and equitable employee performance management system.
  • Ensure a comprehensive, fair and equitable compensation system.
  • Guide a staffing analysis to identify the necessary expertise, roles and organization of roles to achieve the new strategic goals and programs.
  • Ensure sufficient succession planning of key staff positions.
  • Coach (support and guide) the CEO, especially regarding top-level work priorities and any stress management needed during major changes.
  • Guides development of services delivery mechanisms; may include evaluation of the services; link between the Board and the staff on program’s activities.
  • Ensure each program has goals and services that are designed to meet verified needs in the community, achieve desired outcomes among specific groups of clients, and be in accordance with the mission. This could include identifying collaborators, competitors, pricing, etc., for each program.
  • Ensure programs are fully resourced to deliver desired services.
  • Ensure services in each program are evaluated to verify that desired outcomes are achieved.
  • Ensure continuous improvement of programs.
  • Ensure program operations remain effective and efficient.​
  • This committee fulfills an advisory role, providing advice and recommendations to the board and the Executive Director on arts and culture matters to further the cause of the City of Mississauga strategic directions (quality of life, downtown vitality, leadership, diversity, community development, environment).
  • The work includes:
  • Planning of the Black History Month event
  • Advising on arts and culture policy issues and program implementation relevant to CACD Mission and Vision
  • Identification of priorities for community arts and culture development
  • Advocacy for information sharing on arts and culture issues throughout the neighbourhoods of Dixie, Cooksville and Hurontario
  • Acting as a resource to artists and arts organizations for networking, professional development and information sharing for the organization
  • Research on best practices for arts and culture development
  • Innovations for arts and culture development in the Region of Peel
  • Facilitation of community dialogue on arts and culture matters
  • Represents the organization to the community; enhances the organization’s image, including communications with the press​
  • Oversees development and implementation of the fundraising Plan; identifies and solicits funds from external sources of support, working with the Development Officer if available; sometimes called Development Committee
  • Identify fundraising target (amounts to be raised) in conjunction with the Finance Committee.
  • Ensure effective prospect research to identify percentage desired mix of donors, among individuals, corporations, foundations and government, as based on the nature of each program in the organization.
  • Identify specific potential donors for each mix and how to approach each.
  • Develop action plans, including who will approach each donor and by when, not only to solicit funds, but to develop relationships with funders.
  • Ensure the organization has the administrative and database resources to manage donations.
  • Establish and implement a Fundraising Plan that contains the information from goals 1-5

Ensure sound evaluation of products/services/programs, including: outcomes, goals, data, analysis and resulting adjustments

  • Oversees development and implementation of the Marketing Plan, including identifying potential markets, their needed, how to meet those needs with products/services/programs, and how to promote/sell the programs
  • Define overall public image and identity (branding) desired by organization.
  • Develop and implement a Communications Plan that identifies:
  • Each of the different groups of stakeholders.
  • What the organization wants each group to know abut the organization
  • What messages to convey to each stakeholder gr.
  • How to convey the message.
  • Who will convey the message.
  • When they will convey the message
  • Ensure major communications tools (Website, newsletters, etc.) effectively represent the branding and also effectively communicate according to the Communications Plan.
  • Oversees development of the budget; ensure accurate tracking/monitoring/Accountability for funds; ensure adequate financial controls; reviews major grants and associated terms
  • Ensure the update of fiscal policies and procedures and also ensure the Board approves the policies on an annual basis.
  • Guide development of the annual budget. Consider developing a program-based budget that organizes overall expenses and revenues to be per program. Also specify the overall fundraising target for the year, working with the Fundraising Committee if there is one.
  • Ensure an annual audit, if the organization’s budget is of sufficient size to warrant an audit, and ensure board’s approval of the audit and associated recommendations.
  • Establish financial sustainability policies, as needed, for example, to develop financial reserves, contingency planning, etc.
  • Train Board members to understand financial information sufficient to make decisions regarding financial resources.

Potential Ad Hoc Committees

  • Plans and supports audit of a major functions, for example, finances, programs or organization Events Committee Plans and coordinates major events, such as fundraising, team-building or planning; sometimes a subcommittee of the Fundraising Committee​
  • Conducts specific research and/or data gathering to make decisions about a current major function in the organization
  • Identifies needed Board member skills, suggests potential members and orients new members, sometimes a subcommittee of the Board Development Committee