Destination Management Board

Bournemouth, Christchurch & Poole

CONSTITUTION

To take effect from 24 Jul 2025

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1. NAME

1.1 The name of the Association will be the “Destination Management Board - Bournemouth, Christchurch & Poole” (hereafter called the Board or DMB). This Board will champion and advocate for the diverse interests of the visitor economy businesses across Bournemouth, Christchurch, and Poole. It will serve as a dynamic force, driving collaboration, innovation, and sustainable growth within the sector. By uniting businesses, stakeholders, and community partners, the Board will work to enhance the region’s appeal, maximise economic opportunities, and ensure a thriving, competitive visitor economy.

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2. AIM OF THE BOARD

2.1 This Board will play a pivotal role in shaping and driving a unified vision for a thriving tourism industry across Bournemouth, Christchurch, Poole, and the wider region. It will serve as the strategic powerhouse that unites key organisations and stakeholders with a shared commitment to creating an exceptional destination—one that enhances the quality of life for residents, fuels business success, and attracts visitors to a market-leading location.

2.2 Through the high-level representation of all tourism sectors, the active engagement of Bournemouth, Christchurch & Poole (BCP) Council (hereinafter referred to as ‘the Council’), and the expertise of industry leaders, the Board will lead with authority, ensuring clear accountability and delivering decisive, impactful actions that strengthen the region’s status as a premier destination.

2.3 To cultivate strong, strategic partnerships with neighbouring tourism associations and councils, particularly within Dorset and the New Forest, fostering collaboration, knowledge-sharing, and data-driven decision-making. By leveraging these alliances, the Board will enhance regional cohesion, drive sustainable growth, and strengthen the collective appeal of the South Coast as a premier destination.

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3. TERMS OF REFERENCE

3.1 The purpose of the Board is to ~

3.1.1 Support the Local Tourism Strategy and the and that of the wider conurbations plans where synergies arise by:

• Maintaining and strengthening the strong brand identities of each individual area that comprise the destination, whilst cultivating a strong sense of strategic partnership across the conurbation

• Building public sector/private sector partnerships to support the building of a

competitive destination offer.

• Promoting quality and year-round activity within all aspects of the destination

product.

• Encouraging a high skill and investment in the tourism industry.

3.1.2 Support the relevant professional Council teams that support the destination by:

• Proactively identifying and helping to find alternative funding streams to supplement and enhance the Council’s investment in destination-supporting services. This includes leveraging private sector contributions, sponsorships,grant funding, and strategic partnerships to ensure sustained growth and development, reducing reliance on public funding while maximising impact.

• Identifying appropriate market research and visitor management initiatives.

3.1.3 Assist the Council by:

• Bringing forward proposals, comments and views on matters affecting the destination.

• Acting as the prime consultation/discussion forum for the Council on tourism issues.

• Helping to deliver the current and develop a future Tourism Strategy for shared ownership by the Council, the local tourism industry and other local/regional agencies.

• Interpreting research data and local/regional/national trend information.

3.1.4 Support the Tourism Industry by:

• Providing a strong, unified voice for the industry on local, regional and national tourism issues that will have a bearing on business efficiency.

• Assist in resolving any issues that might damage the reputation of the resorts.

• Ensuring that tourism has an active role within any future local and/or regional strategic economic growth programmes

• Providing (if required) active representation on any board deemed relevant to delivering the stated aims of the DMB.

• Ensuring that the performance of the destination’s tourism and seafront management, marketing and development activity is both competitive and effective.

• Maintaining and strengthening the strong brand identity of the areas that comprise the destination.

3.1.5 Adopt progressive working practices by:

• Promoting active teamwork across the area.

• Adopting a dynamic, outward looking approach that is in tune with

changing market needs.

• Respecting the contribution of all parties

• Encouraging and appreciating the unremitting initiative and drive needed

to keep the area in a market leading position.

• Ensuring a single, clear voice to champion tourism across the area.

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4. BOARD STRATEGY

4.1 The success of the Board’s objectives (as outlined in Para. 2) will be driven by a unified commitment to the Tourism, Destination and High-street Strategies and the development of a more interconnected conurbation. This will be achieved by actively engaging with relevant bodies, such as LVEPs, BIDs, and other organisations that may emerge over time. The Destination Management Board (DMB) will maintain a central role in these collaborations, ensuring either direct representation on external boards or structured reporting into the DMB. Its primary function will always be to drive strategic direction, build consensus, and provide a cohesive voice for the region’s visitor economy, ensuring alignment with long-term growth and sustainability goals.

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5. ANNUAL PRIORITIES

5.1 The annual priorities to be set by a vote of the Board from a short list and published by the end of April each year. The priorities highlight those primary activities that demand greatest attention from the Board over the following 12 months. Progress to be monitored by the Board on an ongoing basis.

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6. ROLES

6.1 The role of the Board is to coordinate the direction of tourism in Bournemouth, Christchurch and Poole offering guidance and advice to the Council on the most productive tourism strategy. The Board has no delegated powers or direct budgetary responsibilities. However, the Board will undertake to provide a balanced and representative input from the tourism industry to BCP council and other relevant departments.

6.2 The establishment of the Board marks a pivotal step in fostering a powerful and dynamic partnership between the public and private sectors. This close professional collaboration will be instrumental in shaping the strategic direction, resilience, and long-term success of tourism in the region. By uniting industry leaders, businesses, and local authorities under a shared vision, the Board will drive innovation, enhance visitor experiences, and ensure the destination remains competitive, sustainable, and future-focused. The Council will play a crucial role in empowering and facilitating this partnership providing, providing the necessary support, resources, and strategy to help maximise the Board’s impact, wherever possible. Together, the board will look to ensure that there are available resources to support its activities, where possible. The board will try to be a catalyst for meaningful change, setting a high standard for tourism excellence and economic growth.

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7. MEMBERSHIP OF THE BOARD

7.1 The Board comprises three main Groups:

Group 1: Trade representation (Voting)

Group 2: Political representation (Voting)

Group 3: Co-opted representation/experts (Non–voting)

7.2 Group 1. The Board has up to 14 trade representatives with named deputies plus the Chair (see section 8) who will be responsible for covering all aspects of the tourism offer in the destination. This sector representative model allows the Board to take a holistic approach to the strategic development of the tourist industry in the destination. (The selection process is detailed in section 8.1)

7.2.1 Conference & Convention: BHLive, Business Events Bournemouth (BEB), Lighthouse and other venues

7.2.2 Accommodation: BAHA. Serviced accommodation (hotels and guest houses) and un-serviced accommodation (self-catering, holiday parks and camping)

7.2.3 International Education: International Education Association (IEA) Further and higher educational institutions, accredited language schools, boarding schools and other international student facing educational organisations.

7.2.4 BID companies: Represented by the Chairs (or nominated persons) of Bournemouth Coastal BID, Bournemouth Town Centre BID, Poole Town Centre BID & Christchurch BID. ( 4 representatives) and any other BIDS formed7.2.5 Leisure & Attractions: Attractions, Events, Entertainment & Sports including Watersports, and other water-based activities (eg. angling, pleasure boats, diving, yachting)

7.2.6 Transport & Environment: Buses, Taxis, Airport, Rail, Port of Poole, Parking /

Signage / Highways and green issues.

7.2.7 Creative /Culture: Arts and Culture, Dance, Museums, Theatres

7.2.8 Hospitality: Wonky Table Restaurants, Night Clubs, Bars, Pubs

7.2.9 Events: South Coast Events Forum Festivals, commercial & community events,

event services, suppliers, crew, technicians, freelancers & security

7.2.10 Retail Sector

7.2.11 Night Time Economy

7.2.12 Dorset Tourism Association (DTA)

7.2.13 Relevant Town Council Representatives.

7.3 Group 2. Up to two representatives:

7.3.1 Portfolio Holder responsible for Tourism Bournemouth, Christchurch & Poole

Council

7.3.2 Leader of Bournemouth, Christchurch & Poole Council

7.4 Group 3. The Board can also invite other co-opted experts to attend regularly or as

required who are non-voting and could include.

7.4.1 Council Chief Executive

7.4.2 Executive (Corporate or Service) Directors from the Council

7.4.3 Relevant Head(s) of Service

7.4.4 National Coastal Tourism Academy (NCTA)

7.4.5 Dorset Tourism Association (DTA)

7.4.6 Poole Harbour Commissioners (PHC)

7.4.7 Chamber & Districts representative

7.4.8 BID Managers

7.4.9 Cabinet Portfolio Holder for Culture

7.4.10 National Tourism representative

7.4.11 Dorset LVEP

The term of the co-option is by agreement of the Board.

7.5 There are up to 16 voting members of the Board plus the Vice Chair if appointed from outside the Board. The Chair has a casting vote only.

7.6 The Board will also have the power to elect a President (non-voting) if it so chooses. This role and the length of tenure will be at the discretion of the Board. The purpose will be to add gravitas and wisdom to the decisions of the Board, maintain continuity and to support the Chair and Vice-Chair as necessary.

7.7 The Board will appoint an Administrator (non-voting) from the Council who will arrange Board meetings, send out agendas, take and distribute the minutes of Board meetings and liaise with the Board members.

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8. SELECTION/ELECTION OF BOARD MEMBERS

8.1 Board members representing the trade will be appointed by the relevant trade organisations covering the areas identified above (7.2).8.2 The Chair & Vice Chair

• Will normally serve for two years, but can be extended at the discretion of the board, this can be challenged every 2nd Anniversary.

• Should there be more than 2 people challenging for Chair an election will be held by ballot of the voting Board members.

• The Vice Chair will normally take over the position of Chair at the first Board meeting following 1st March following the stepping down of the Chair, unless anyone else choses to stand.

• Should there be more than 2 people challenging for Vice-Chair an election will be held by ballot of the voting Board members.

• The Vice Chair will be elected at the first meeting following the appointment of the Chair.

• There must be a Chair and Vice-chair

• The Chair and the Vice-Chair are voting positions and the chair holds the casting

additional vote in deadlock situations

• The Chair must elected from a Voting DMB position

8.3 In the event of either the Chair or Vice-Chair being unable to continue in post the Board will elect a replacement at the next Board meeting with a minimum of 14 days’ notice to Board members.

8.4 The role and remit of the Chair, Vice Chair and trade sector representatives will be to speak for businesses across the destination and provide a reasonable geographic balance if one does not naturally emerge.

8.5 It is essential that where possible Board members commit to attend every meeting. (6 per year) When unable to attend it is the responsibility of sector representatives to arrange for their named deputy to cover whenever possible. If a deputy is unable to attend, members are requested to endeavour to send an alternative representative for their sector.

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9. MANAGEMENT OF THE BOARD

9.1 The Board will normally on the third Tuesday of the month in March, May, June, September, November and January. Meetings will normally last for two hours (2pm –4pm).(10am – 12 noon) or at such other time as the Board may decide

9.2 A meeting can only be held if the Chair, Vice-Chair or President is present.

9.3 The quorum of the Board is seven voting members

9.4 All voting members will have one vote. The Chair will have the ability to exercise a casting vote.

9.5 Guests may be invited to the Board by the Chair or Vice-Chair but will not have a vote.

9.6 The Chair and Vice-Chair will agree and draft the agenda. Any Board member may submit agenda items in advance of the meeting.

9.7 No alterations or amendments to the Constitution can be made except by a resolution passed at a Board meeting with at least 9 members voting in favour (minimum two private sector and two public sector) and where at least 14 days’ notice is given to all members prior to the meeting.

9.8 A Bank account will be administered by the President, Chair and an appointed Treasurer with dual signature required on any payments.

9.8 A Special General Meeting must be convened if there is a written request signed by no less than six voting members and will require a minimum of 14 days’ notice.

9.9 Any company owned by DMB will be administered unanimously by the President and Chair, a treasurer will be sought form the DMB board for all companies (where possible)

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10. ACTIONS AND ACCOUNTABILITIES

10.1 At every Board Meeting all action points agreed shall be recorded in the Minutes and allocated to a named Board member or members for action.

10.2 Where the Board becomes aware that any action point will not be completed by the stipulated date it shall be raised as a specific agenda item at the next Board Meeting and a full explanation provided.

10.3 The Board will then either grant a further time period for completion of the outstanding action point or take such other steps as it shall consider appropriate.

10.4 The board is empowered to incorporate “Not for Profit” companies for the sole benefiting and furthering the aims of the Board. The companies must be limited by guarantee any proceeds from these companies must be used for the aims of the DMB.

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11. DISSOLUTION

11.1 If members decide at any time and for any reason that it is necessary or advisable to dissolve the Board, then a Special General Meeting shall be called at which a minimum of two thirds of voting members must be present. If the Board’s decision is confirmed by a majority vote at the meeting the Board will then be dissolved.