Case Study
Tweed Tourism Company
Tourism Solutions
The Challenge
In July 2018, Robbie Cornelius and Leigh Bennett were a part of the DR Tourism team that was awarded a contract via tender by the Tweed Shire Council (TSC) involving the management of all destination marketing, industry/experience development, and visitor information initiatives for a 4 year period, commencing October 2018. We subsequently set up The Tweed Tourism Company (TTC) – the peak tourism body for the Tweed region – which is led by an in market General Manager and local Team. Leigh Bennett was instrumental as a part of the Executive Team for the first four years of the contract, and Robbie Cornelius still plays a key role as an Executive Director, overseeing the organisation and being the main client contact with Tweed Shire Council.
Key Partnership Considerations
Following a rigorous procurement and probity process the transition plan and start up was challenged by some strong local politics at play, hence stakeholder engagement and rapport building with the major partner (Tweed Shire Council) was a major priority within the first few months of operation. An effective stakeholder engagement plan was designed and implemented, which involved engagement with Council Executive staff and other team members, Councillors, local operators, and local chambers of commerce, and various government departments of all levels. Stakeholder engagement was and continues to be carried out through a variety of workshops, forums, and one on one meetings – both formally and informally.
Partnership Achievements
Examples of some achievements with TTC are listed to highlight our practical, operational, and strategic understanding of managing tourism in regional locations. These include:
The Tweed Tourism Company was awarded GOLD for the Tourism Marketing and Campaigns category at both the 2023 Australian Tourism Awards and the 2023 NSW Tourism Awards.
The design, development and launch of a brand new destination website to target the early stages (i.e. dreaming and research) phases of the consumer's path to a Tweed visit.
The launch of the Events marketing strategy under the ‘What’s On Tweed’ banner, including the development of the whatsontweed.com.au platform.
The production of key publications including visitor guides, Hinterland Drive guides and the Tweed Foodie Guide.
Reviewed, updated, and finalised the Tweed’s Destination Management Plan in both 2019 and 2023 to guide the tourism strategy for the region up to 2030.
An in depth review of the visitor information services structure in the Tweed, and outlined numerous recommendations for the ongoing management of the region's VIC services.
The design and implementation of the highly successful ‘Tweed Tourism Academy’ capacity building/industry development initiative.
A trade engagement strategy was designed and implemented, resulting in unprecedented levels of trade engagement, domestically and internationally.
In a regional first, a MICE strategy was developed and implemented, which included the design and distribution of the Tweed MICE Manual, and attendance at AIME.
The establishment of MOUs with key stakeholders within the Tweed region’s tourism sector. These have been crucial in calming the landscape during the transition of services, and include MOUs with the Gold Coast Airport, Destination Tweed (our predecessor) and the Tweed Experiences Network.
The formation of the ‘Tweed Tourism Think Tank’ involving representatives of Tweed Shire Council, local tourism operators, and large-scale stakeholders such as the Gold Coast Airport.
Lessons Learnt
We are now six years into this eight year contract and have gained profound insights and learnings that are very applicable to this tender. These include:
Transition Planning Approach
A flexible and agile approach to a transition planning is paramount;
Transition Timeframes
Transitioning needs a medium term timeframe as existing relationships with Council, industry, business and the community are tested or reformed and need to be dealt with respectfully, assertively and sensitively.
Fostering Community Engagement and Differentiation in Transition
It is essential to create space between the old and new entities through extensive local community and business engagement, a differentiation of offerings (whilst still aligned with the core contractual obligations), clear branding and conspicuous leadership.
Ownership / or handover of digital and physical assets
Clarity and early progression on the ownership / or handover of digital and physical assets created under the previous contract.
Build & Nurture Relationships
The prime relationship is between the contractor and (in this case) Tweed Shire Council and this must be built and nurtured.
Empowering Local CEOs with Senior Oversight
The model of having senior executives and consultants who can oversee portfolios, guide direction and contribute to any higher level or difficult negotiations, projects and issues, whilst balancing the employment of a locally based, fully empowered CEO and operational team, can work exceptionally well and offers the differentiation of “mark” as described above.