Economic Development Strategy and Tourism Strategy

An Economic Development Strategy 2027–2037 (EDS)

The EDS should provide a practical, economic roadmap with clear actionable steps and projects to:

o Grow Gross Regional Product (GRP)

o Increase the capacity, profitability and value of existing businesses.

o Activate employment/industrial lands.

o Support emerging sectors.

o Create a compelling proposition for the attraction of business investment and resident relocation.

o Identify strategies to specifically attract high-value private investment.

o Revitalise CBDs and town centres into thriving commercial and social hubs.

o Undertake a realistic assessment of Smart City initiatives identifying whether and how these technologies should be prioritised to deliver tangible economic benefits.

o Assess and recommend appropriate precinct management mechanisms such as Special Entertainment Precincts and Community Improvement Districts.

o Consider and address systemic economic enablers such as skilled labour attraction, housing availability and digital connectivity.

A Tourism Strategy 2027–2037 (TS)

The TS should provide a practical roadmap with clear actionable steps and projects that:

o Addresses both demand-side and supply-side constraints and opportunities.

o Delivers a place-based visitor economy strategy focused on shifting the region from low-yield day-tripping and highway ‘pit stops’ to higher-yield overnight visitation.

o Formulates a clear experience hierarchy that defines current and potential hero experiences and supporting themes.

o Identifies catalyst projects that would provide a step change in the trajectory of visitor economy development.

o Guides the continued evolution and maturation of QPRC’s tourism program with respect to marketing, product/experience development, industry capacity building and tourism infrastructure development.

o Assesses the effectiveness and suitability of continued use of the ‘Treasure Trail’ as an ongoing campaign brand (and de facto destination brand). Development of a new destination brand is not a part of this project, however the strategy should discuss and recommend future destination branding actions.

o Provide clarity on the brand hierarchy of the region ‘Queanbeyan-Palerang’, the towns (e.g. Queanbeyan, Bungendore and Braidwood) and specific visitor experiences.

o Considers the need for sustainable destination position that balances economic growth with ecology, community wellbeing and liveability, and cultural preservation.

o Addresses the strategic linkages with Visit Canberra and adjoining LGAs to capture visitor flows and dispersal, and leverage cross-border synergies.

o Considers the broader economic context and business environment, and addresses systemic challenges such as workforce attraction and retention in the tourism and hospitality sectors.

o Is aligned with the NSW Visitor Economy Strategy and the Destination Southern NSW Destination Management Plan to maximise eligibility for future state and federal funding programs.

Both documents should avoid generic, high-level statements and must provide concrete, costed (where appropriate) and prioritised action plans, with lead responsibilities, partner dependencies, potential funding streams and clear KPIs.

Buyer: Queanbeyan-Palerang Regional Council

Buyer location: 257 Crawford St, Queanbeyan, New South Wales 2620, Australia

VendorPanel reference: VP531257

Buyer's reference: 2027-39

Opens: Tuesday 27 October 2026 (AUS Eastern Standard Time)

Closes: Friday 27 November 2026 05:00 PM (AUS Eastern Standard Time)

Supplier query cut-off: Friday 27 November 2026 05:00 PM (AUS Eastern Daylight Time)

Expected decision: Friday 11 December 2026 (AUS Eastern Standard Time)

Categories: Management Advisory Services; 1: Economic Analysis; Travel & Tourism; 1: Tourism Development Consulting Services

Regions of service: New South Wales; 1: South Eastern; All Regions of Service locations are within Australia.

Tender documents: 2

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