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.

1. © 2005, Educational Institute
Chapter 11
Board Governance
Fundamentals of Destination Management and Marketing
(323TXT)

2. © 2005, Educational Institute
What is a CVB board?
• Non-compensated
• Has governance and fiduciary
responsibilities detailed in a set of bylaws
• Has philosophical, legal, and financial
responsibility for the operation of the CVB

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What should a CVB board do?
• Define the purpose of the bureau and establish its
governing principles.
• Approve the annual operating budget and monitor
the bureau’s finances.
• Approve membership structure and fees.
• Provide direction and oversight for the bureau’s
operations.
• Monitor the performance of the CEO.
• Represent the bureau’s interests and serve as an
advocate for tourism and destination management
issues.

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Dimensions of Board Governance
• Structural: tangible aspects of governance,
such as the various documents that define
responsibilities and CVB structures
• Functional: the way in which the structural
components are applied

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Bylaws
• Structural component that details the
responsibilities and membership criteria of the
CVB board
• Strict guidelines to which the organization must
adhere
• Framework within which all decisions are made
and governance is executed

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Board Structure and Makeup
• What specifically does the bureau need from
board members?
• Does the board represent a blend of tourism
industry and other businesses?
• Is geographic representation critical?
• What is the optimal number of board members?

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Standing Committees
• Established within the bylaws
• Enable the board to accomplish certain functions
more efficiently and effectively than would be
possible by involving the full board
• Act on behalf of the full board, with the bylaws
defining the committees’ composition, level of
authority, specific duties, and other details
• Limited to a few select members of the board and
to ongoing functions only

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Typical Board Officers
• Chair
• Vice chair
• Secretary
• Treasurer

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Board Job Descriptions
• Offer an invaluable tool for clarifying roles and
responsibilities, establishing boundaries, and
holding individuals accountable
• Should be created for each of the officer positions
and for general members
• Should include a statement of purpose,
requirements for the positions, and a detailed list
of attendant responsibilities

10. © 2005, Educational Institute
Board 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

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Code of Conduct
• Attendance policies
• Participation
• Openness and honesty in interacting with fellow
board members
• Loyalty and commitment to the bureau
• Representing the bureau to external audiences

12. © 2005, Educational Institute
Board Evaluation
• CVB boards should conduct periodic self-
evaluations.
• Evaluations should consist of a structure
inventory and a performance review.
• Results should be compiled by an independent,
unbiased source from outside the bureau.