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DMAI Fundamentals - Chapter 11 - Board of Governance
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DMAI Fundamentals - Chapter 11 - Board of Governance

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Chapter by chapter slides based on "Fundamentals of Destination Management and Marketing," provided by Destination Marketing Association International in cooperation with American Hotel & Lodging......

Chapter by chapter slides based on "Fundamentals of Destination Management and Marketing," provided by Destination Marketing Association International in cooperation with American Hotel & Lodging Association Education Institute.

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  • 1. © 2005, Educational InstituteChapter 11Board GovernanceFundamentals of Destination Management and Marketing(323TXT)
  • 2. © 2005, Educational InstituteWhat is a CVB board?• Non-compensated• Has governance and fiduciaryresponsibilities detailed in a set of bylaws• Has philosophical, legal, and financialresponsibility for the operation of the CVB
  • 3. © 2005, Educational InstituteWhat should a CVB board do?• Define the purpose of the bureau and establish itsgoverning principles.• Approve the annual operating budget and monitorthe bureau’s finances.• Approve membership structure and fees.• Provide direction and oversight for the bureau’soperations.• Monitor the performance of the CEO.• Represent the bureau’s interests and serve as anadvocate for tourism and destination managementissues.
  • 4. © 2005, Educational InstituteDimensions of Board Governance• Structural: tangible aspects of governance,such as the various documents that defineresponsibilities and CVB structures• Functional: the way in which the structuralcomponents are applied
  • 5. © 2005, Educational InstituteBylaws• Structural component that details theresponsibilities and membership criteria of theCVB board• Strict guidelines to which the organization mustadhere• Framework within which all decisions are madeand governance is executed
  • 6. © 2005, Educational InstituteBoard Structure and Makeup• What specifically does the bureau need fromboard members?• Does the board represent a blend of tourismindustry and other businesses?• Is geographic representation critical?• What is the optimal number of board members?
  • 7. © 2005, Educational InstituteStanding Committees• Established within the bylaws• Enable the board to accomplish certain functionsmore efficiently and effectively than would bepossible by involving the full board• Act on behalf of the full board, with the bylawsdefining the committees’ composition, level ofauthority, specific duties, and other details• Limited to a few select members of the board andto ongoing functions only
  • 8. © 2005, Educational InstituteTypical Board Officers• Chair• Vice chair• Secretary• Treasurer
  • 9. © 2005, Educational InstituteBoard Job Descriptions• Offer an invaluable tool for clarifying roles andresponsibilities, establishing boundaries, andholding individuals accountable• Should be created for each of the officer positionsand for general members• Should include a statement of purpose,requirements for the positions, and a detailed listof attendant responsibilities
  • 10. © 2005, Educational InstituteBoard Member Orientation• Overview of the bureau’s organization• Articles of incorporation and bylaws• Board of directors’ position descriptions• Code of conduct and confidentiality statement• Contact information for board members,committees, and executive management team• Current calendar• Previous meeting minutes
  • 11. © 2005, Educational InstituteCode of Conduct• Attendance policies• Participation• Openness and honesty in interacting with fellowboard members• Loyalty and commitment to the bureau• Representing the bureau to external audiences
  • 12. © 2005, Educational InstituteBoard Evaluation• CVB boards should conduct periodic self-evaluations.• Evaluations should consist of a structureinventory and a performance review.• Results should be compiled by an independent,unbiased source from outside the bureau.