CACD BOARD COMMITTEES

Standing Committees:
Board Development Committee – 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

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

Finance Committee – 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.

Fundraising Committee – 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

Marketing Committee – 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.

Art and Culture Committee – 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

Personnel Committee – 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.

Programs Committee – 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.

Public Relations Committee – Represents the organization to the community; enhances the organization’s image, including communications with the press

Potential Ad Hoc Committees:
Audit Committee – 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

Nominations Committee – Identifies needed Board member skills, suggests potential members and orients new members, sometimes a subcommittee of the Board Development Committee

Research Committee – Conducts specific research and/or data gathering to make decisions about a current major function in the organization